donors.mrcb.org.uk/the-minstrel-boy-the-exiled-bell-book.php Harris shared this story to encourage everyone—when they inevitably find themselves in that same position as a child, grandchild, or spouse—to allow themselves to stay connected with these personal stories because they will shape the way one works and the way one approaches these efforts throughout their lives. Harris then described how when he was involved in establishing the Medicare—Medicaid dual-eligible demonstration program in Massachusetts, he and his team made a point of engaging the robust advocacy community in the state, which enabled them to engage with a diverse set of stakeholders.
What he found particularly interesting was that many of these advocates had already thought about how to coordinate medical care and services and, as a result, were able to provide an understanding about the disconnect between medical services and the long-term services and supports that those with serious illness need to life full lives. As a result, according to Harris, the demonstration project created a staff position specifically to help ensure that the spectrum of long-term services and supports were not disconnected from medical services and to make sure people—including those in the health care system—knew these services and supports were available.
Another lesson learned when setting up the demonstration was that in some cases, people had multiple care coordinators appointed by state agencies, health plans, and even their providers. In terms of financing, an important lesson was that Harris and his colleagues were overly ambitious, in retrospect, about the potential savings. In some cases, he added, there may be savings, but not as large as expected. One thing he tells his team, many of whom were not trained as physicians, is that they must remember that the providers they are helping were taught how to take care of individual patients.
Most physicians, he said, were not taught how to care for a population of 1, individuals, some percentage of whom have diabetes or COPD, and they need to learn how to think at both the population and individual levels and how to be responsible for the total cost of care of an individual.
Harris shared that his team has also learned that it needs to teach physicians and nurses how to go into a home and do a risk assessment and to provide primary care in the home. This is a different skill set, said Harris, one that most primary care providers have not been taught. In fact, this is not a skill set appropriate for every primary care physician. Rodney Whitlock, vice president for health policy at ML Strategies, spoke from his experience as a congressional staff member for 21 years.
He observed that the path to successfully changing the nature of how health care is provided requires using a continuum of care models—from hangnail to hospice, or cough to coffin, as he put it—that use risk-bearing entities to deliver care. Getting to a continuum of care model using risk-based entities requires policy change, and that requires convincing a majority of senators and representatives, all of whom are trying to understand health care and a few of whom actually do at the level needed to fully grasp the effects of health care policy.
This task is particularly challenging given that there are two groups in Congress with fundamentally different philosophical views of health care. One group believes that by emphasizing universal coverage and ensuring the quality of care is as high as possible, the cost issue will solve itself eventually. The other group looks at the same issue and believes that cost is paramount and must be controlled by any means necessary, which will eventually lead to universal coverage that may include the highest-quality care possible.
Fortunately, Whitlock added, there are opportunities to look at this issue differently. Rather, CMMI believed this program was the right thing to do and had the authority to test the program and then implement it nationally. In closing, Whitlock said the challenge in getting Congress to do something different is to make a case that is so overwhelmingly convincing that Congress will be willing to take a risk, change policy, and try a different approach to delivering high-quality health care to those with serious illness. Following their brief remarks, Banach, Conway, Harris, and Whitlock had a lively discussion about policy changes that could incentivize higher quality care for people with serious illness.
Banach said he would like to see policies that remove some of the barriers to getting palliative and hospice care, such as eliminating the 6-month limit on hospice and the need to demonstrate on a case-by-case basis that a given service is needed for a Medicare beneficiary. He also wants policy to create a bundle of supports and services that would help prevent a decline in Medicare beneficiaries rather than having to wait for them to decline before providing care, which he said would require providing CMS with more flexibility regarding medical necessity.
Wyden spoke about earlier. He also said he would like to see some creative approaches in terms of accountability for drug spending in Medicare, whether under Part A or Part D. In response, Banach offered an example of the difference between use and appropriate use: A hospice may discharge a patient who has lived longer than 6 months to avoid an audit. That patient might then end up in the emergency department and subsequently hospitalized, however, costing Medicare much more money than if that patient had been allowed to stay in hospice. Banach pointed out that the silos involved in providing fee-for-service care—hospice in one silo, home health in another, and so on—often lead to significantly greater Medicare spending.
CMS is aware of this problem, but is constrained by the way Congress wrote the Medicare law, added Banach. Harris said that he was not sure that a statute was needed to address that problem and pointed out that innovative companies are advocating for the ability to have home-based primary care and home-based pre-palliative care reimbursed in Medicare fee for service, which he supports. In fact, Harris said, many venture-backed companies are trying to disrupt the Medicare fee-for-service space, and he would like to see policy that would enable these private companies to have their models scaled if they prove to be effective.
Conway pointed out that one benefit of having CMMI has been its ability to hasten the testing, learning, and change cycle and drive innovation into the marketplace relatively quickly. In his opinion, CMMI will be around for a long time because it has agreements in place in every state and community across the country and has people innovating in every state. One issue Banach identified, however, is that demonstrations are often viewed as ends in themselves.
The point, he said, is not to have a hospice and concurrent care demonstration go on forever, but to create lasting change that may, in fact, require action by Congress. Given the documented problems in coordinating the benefits provided by Medicare and Medicaid, Banach wondered what would happen if CMMI was given authority over all of Medicaid, not just the Medicaid side of PACE, and whether that would be a productive approach.
In his view, state-based innovation across Medicare and Medicaid that can flow seamlessly across state lines is needed to build momentum that will last from one administration to the next. Conway noted that there is a provision in Title 11 of the Social Security Act that allows the government to use waivers to grant states great flexibility to customize their Medicaid programs to meet their state-based policy objectives.
Another type of waiver, the waiver, 38 allows for more tailored programs that are not as politically challenging, Conway added. Banach noted that a Medicare Advantage plan or ACO is free to provide a particular service under the terms of its contract.
There is a difference between making a case-by-case determination, however, and requiring that a plan provide an actual benefit, such as food, transportation, or other non-medical service. If Medicare allowed their primary care physician to order all of the services needed to keep them both in their home and out of nursing care and rewarded that physician for getting the husband into hospice in a timely manner that would lead to an alignment of desired outcomes and cost savings.
The question he raised is how to get Medicare to start thinking that way under the current law.
The Medicare—Medicaid dual-eligible demonstration, Medicare Advantage, and Medicaid Managed Care programs are starting to be creative about that type of approach, explained Harris. That idea, he said, ties into the notion of providing caregiver support as part of the care plan for the person with serious illness. He noted that there are commercial plans that are considering making caregiver support available to employees as one component of workforce productivity initiatives. Harris commented that too often in policy discussions about adding non-medical benefits to Medicare to address social determinants of health, such as food or housing insecurity, the worry is that CMS will end up providing that benefit for everyone, which would bankrupt the system.
Instead, he said, the conversation should be about defining those specific individuals—beneficiaries between 65 and 75 who have diabetes and COPD, for example—that would have lower health care costs if they had housing support and providing the benefit to that defined population. The key, he said, will be to build an evidence base that providing specific non-medical benefits to certain groups of beneficiaries will have a measurable effect on health outcomes and on the total cost of care.
Otherwise, he added, there will be no support in Congress for scaling those types of benefits. The difference is that other OECD countries are getting better health outcomes. In his mind, achieving that result in the United States would require aligning budgets across the various components of the U. That would be a massive undertaking, but it is not necessarily impossible, he said, and perhaps people should be thinking about how to make that happen. There was a time, for example, when states had the ability to combine Medicaid dollars with funds from other health-related social services agencies to invest in technology, and today there are programs that use Medicaid dollars to provide coordination to help people access existing housing benefits.
Conway added that some states, including North Carolina, are using their waiver authorities to begin experiments at blending financing streams for medical and social services and perhaps demonstrate what is possible in that realm. Allison Silvers from the Center to Advance Palliative Care pointed out one problem with that type of approach: there will be budgetary winners and losers, assuming the total pot of money will not grow.
The politically tone-deaf answer to that issue, said Banach, is that it will require rationing of expensive services to make other services more available. Whitlock agreed with Banach and said that reality speaks to the scope of the challenge the nation faces as it tries to restructure its health care delivery and financing structures.
Complicating the matter, he said, is the unrealistic expectation. Many believe they will have a long and healthy retirement, pass away in their own beds surrounded by loved ones, and never need serious illness care nor worry about how to pay for services outside of the purview of Medicare. In addition, many providers do not want to have the difficult conversations with patients and family members about what is appropriate for end-of-life care. Addressing those problems, he said, requires culture change, not new payment models. Conway noted that the two biggest drivers of increasing medical costs, aside from the aging population, are hospital and pharmaceutical costs Dieleman et al.
At the same time, this would slow the growth of hospital-based health care costs. With respect to pharmaceutical costs, Harris believes that the amount of innovation in developing new therapies that is happening today will have the potential to slow the cost trajectory. Huskamp noted that although there has been a tremendous amount of effort expended on redesigning the health care delivery system to produce better outcomes, care delivery redesign alone could only go so far.
Huskamp pointed out that financing and payment strategies that support innovative care delivery models are crucial to their success and sustainability. Huskamp noted the range of issues from workforce to quality measurement challenges faced by those who work to develop and implement financing approaches to support improved care for people facing serious illness.
She encouraged workshop participants to consider pursuing a parallel track: Work on short-. The ultimate goal would be to advance both the care delivery and financing systems to enable the nation to meaningfully address the complex range of needs of people living with serious illness. Aldridge, M. The myth regarding the high cost of end-of-life care. American Journal of Public Health 12 — More members to benefit from payment model that emphasizes quality of care innovative payment program will include Blue Cross PPO members in Center for Health Information and Analysis.
Annual report on the performance of the Massachusetts health care system. Independence at home demonstration. Baltimore, MD. Sharedsavings program. Cubanski, J. Neuman, S. Griffin, and A. Medicare spending at the end of life: A snapshot of beneficiaries who died in and the cost of their care. Dieleman, J. Squires, A.
Bui, M Campbell, A. Chaipin, H. Hamavid, C. Horst, Z. Li, T. Matyasz, A. Reynolds, N. Sadat, M. Schneider, and C. Factors associated with increases in U. JAMA 17 — Dumanovsky, T. Augustin, M. Rogers, K. Lettang, D. Meier, and R. The growth of palliative care in U.
Journal of Palliative Medicine 19 1 :8— Gozalo, P. Plotzke, V. Mor, S. Miller, and J. Changes in Medicare costs with the growth of hospice care in nursing homes. New England Journal of Medicine 19 — Henry, S. Shen, A. Ahuja, M. Gould, and M. The online personal action plan: A tool to transform patient-enabled preventive and chronic care. American Journal of Preventive Medicine 51 1 — HHS U. Department of Health and Human Services. IOM Institute of Medicine. When children die: Improving palliative and end-of-life care for children and their families. Dying in America: Improving quality and honoring individual preferences near the end of life.
Jacobson, G. Damico, T. Neuman, and M. Medicare Advantage spotlight: Enrollment market update. Kaiser Permanente. Kelley, A. McGarry, S. Fahle, S. Marshall, Q. Du, and J. Out-of-pocket spending in the last five years of life. Journal of General Internal Medicine 28 2 — March Report to the Congress: Medicare payment policy — Mor, V.
Intrator, Z. Feng, and D. The revolving door of rehospitalization from skilled nursing facilities. Integrating the patient and caregiver voice into serious illness care: Proceedings of a workshop. Models and strategies to integrate palliative care principles into care for people with serious illness: Proceedings of a workshop. Government at a glance Delivering home-based palliative care within an ACO.
Rao, J. Anderson, F. Lin, and J. Completion of advance directives among U. American Journal of Preventive Medicine 46 1 — Sharp HealthCare. Providing early palliative care interventions for patients with serious illness. Song, Z. Rose, D. Safran, B. Landon, M. Day, and M.
Changes in health care spending and quality 4 years into global payment. New England Journal of Medicine 18 — Spence, M. Polzin, C. Weisberger, J. Martin, J. Rho, and G. Evaluation of a pharmacist-managed amiodarone monitoring program. Teno, J. Gozalo, J. Bynum, N. Leland, S. Miller, N. Morden, T. Scupp, D. Goodman, and V. Change in end-of-life care for Medicare beneficiaries: Site of death, place of care, and health care transitions in , , and JAMA 5 — The Economist Intelligence Unit.
The quality of death index: Ranking palliative care across the world. The Economist. These innovative approaches signal a gradual transition from the traditional-fee-for-service system that pays providers based on the quantity of services to a system based on the value of care provided and a heightened focus on improved quality of care at lower cost. This publication summarizes the presentations and discussions from the workshop. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.
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Do you enjoy reading reports from the Academies online for free? Sign up for email notifications and we'll let you know about new publications in your areas of interest when they're released. Get This Book. Visit NAP. Looking for other ways to read this? No thanks. Suggested Citation: "Proceedings of a Workshop. Page 2 Share Cite. Page 3 Share Cite. The workshop format began with an interview of a patient-caregiver and clinician, followed by moderated panel presentations, keynote addresses from members of Congress, and interactive audience discussion exploring a range of issues, including Gaps, challenges, and opportunities for innovative payment approaches to support high-quality care for people with serious illness; Approaches for innovation in fee-for-service and value-based payment and global-budgeting arrangements across a range of settings and populations; Lessons learned and key barriers identified from efforts to implement innovative financing and payment arrangements; Legislative environment regarding care for people with serious illness; and Insights on policy changes necessary at the federal and state levels to address barriers to financing and payment innovation to support high-quality care for people with serious illness.
Page 4 Share Cite. Page 5 Share Cite. Page 6 Share Cite. Page 7 Share Cite. Page 8 Share Cite. Page 9 Share Cite. Page 10 Share Cite. Page 11 Share Cite. Page 12 Share Cite. Page 13 Share Cite. Page 14 Share Cite. Page 15 Share Cite. Page 16 Share Cite. Page 17 Share Cite. Page 18 Share Cite. Page 19 Share Cite. Page 20 Share Cite. Page 21 Share Cite. Page 22 Share Cite. Page 23 Share Cite. Page 24 Share Cite. Page 25 Share Cite. Page 26 Share Cite. CompassionNet: Community-Based Pediatric Palliative Care Jeanne Chirico, vice president for community services for Lifetime Care and director of the Excellus BlueCross BlueShield CompassionNet program, explained that CompassionNet is a community-based pediatric palliative care program covering some square miles in upstate New York, including low-income rural areas as well as urban centers such as Buffalo, Rochester, and Syracuse.
Page 27 Share Cite. Page 28 Share Cite. Page 29 Share Cite. Page 30 Share Cite. Page 31 Share Cite. Page 32 Share Cite. Page 33 Share Cite. Page 34 Share Cite. Page 35 Share Cite. Page 36 Share Cite. Page 37 Share Cite. Page 38 Share Cite. Page 39 Share Cite. Page 40 Share Cite. Page 41 Share Cite. Page 42 Share Cite. Page 43 Share Cite. Page 44 Share Cite. Page 45 Share Cite. Page 46 Share Cite. Page 47 Share Cite. Although the numbers point towards an increase in the adoption of electronic records overall, there is still room for improvement.
A study from. Health System. Meaningful Use. Those surveyed expressed concern that current electronic health record technology interferes with face-to-face discussions with patients, requires too much clerical work, and degrades the accuracy of medical records by encouraging template-generated notes. At the other end of the. Given the ever increasing cost of healthcare throughout the world, maximizing efficiency is of the utmost importance for every country. Unfortunately in the USA, more expensive healthcare does not translate to better quality.
The American healthcare system therefore provides the lowest quality of care at the highest price tag — the definition of cost-inefficiency. Hence, gearing the system towards providing better quality care for less money is one of the great challenges that this region is up against. While the others sectors explored the quality of the American healthcare system, this section will look at some of the features that makes this system so expensive. National Health Expenditures — Table 1.
See text box. Himmelstein D et al. Page 59 Jackson Healthcare. Quantifying the Cost of Defensive Medicine. Overuse of medications and tests puts a severe financial burden on the system. However, underuse of certain services is still a great challenge, especially for low-income groups. A trend away from employing evidence based medicine also contributes to improper and ineffective treatment.
Alternative payment models exist, such as prior authorization for approval to run certain tests; episode-based payments; and value-based benefit design. Robert Wood Johnson Foundation. The Essential Guide to Healthcare Quality. On the flip side, though, the evidence based medicine movement is struggling to narrow the gap between EBM and physician clinical.
The State of Healthcare Quality: Hay MC et al. While specialist visits are typically quick and easy to schedule, primary care visits tend to come with long waiting times. Here the country ranks 3rd and 6th, respectively, on questions regarding waiting. The results correspond with the fact that the healthcare system in the USA puts less. In the following, waiting times for primary care, specialists and emergency wards are discussed as primary indicators for the state.
Calculated from Healthcare Cost and Utilization Project. In , American patients arriving at emergency departments had to wait for an average of 46 minutes before receiving. In an open access schedule — also. Open access. At the Kaiser Permanente facility in Roseville, California,. Other examples of successful implementation of open access scheduling include e. Source: California Health Care Foundation. Health Systems in Transition: United States. One month after hurricane Sandy hit New York City, four hospitals — together receiving 1. Adapting healthcare practices and infrastructure to new conditions caused by climatic and environmental changes is a key element in a sustainable healthcare system.
But sustainable healthcare should also reflect the environmental footprint of healthcare providers. In relation to environmental footprint, the substantial amounts of waste generated in the healthcare system is a major challenge. The following sheds light on the two main agendas within sustainability affecting the healthcare sector in the coming years: how climate change affects healthcare and how the healthcare sector in general responds to the fact that they have to work towards becoming more sustainable.
Energy consumption is another environmental and economic challenge for American healthcare systems. Along with reduced energy consumption, retrofitting also yields other benefits, ranging from improved equipment longevity to decreased patient recovery times to a more attractive brand.
An example of the benefits of energy retrofitting is Connecticut's Greenwich Hospital.
On the American government's rating scale for Energy Star, Greenwich Hospital scored only 47, falling far short of the 75 required to garner an Energy Star designation. The hospital implemented a deep energy retrofit, saving more than 1. Department of Health and Human Services. American Meteorological Society Policy Program.
The keynote speaker, Ms. Susan Sheridan profiled in an interview on page , became a passionate patient engagement advocate after her family suffered from no less than two major healthcare system failures. Her story greatly influenced discussions at the roundtable with all participants engaging actively in developing new ways to overcome the known challenges of the healthcare system in the USA and identify the opportunities at hand. Introduce a patient safety liaison outside the care team who can interact with patients and address concerns.
There is a lack of involvement of patients and recognition of patient expertise as a valuable resource in treatment. Communication between professionals and patients is challenged by overly complex healthcare information. Create strong, courageous leadership that can lay out common goals to change the healthcare culture. Education and training of health professionals does not have a sufficient focus on patient engagement. The biggest challenge is to take care of the most common, most. Medical education focuses almost entirely on physical disease and omits anything to do with psychological or social factors.
Medicine education has not changed for well over a hundred years in the US. The US government has capped graduate medical education funding since , but the number of medical. We usually try to shuffle patients off to those instead of allowing ourselves to really focus on the patient and their needs. We are currently in a tremendous. For them, providing healthcare is a dialogue with the patient and not just one way communication from the professional to the patient.
We have a generation of young physicians that really want to be active and to make things better in the healthcare system. We really have the opportunity to change the way the US healthcare system is run.
The new generation is more. We are facing a physician shortage of more than , physicians. This is not something that is done overnight. Also there are currently no real incentives for professionals to include patients. On the contrary, we. Seven opportunities — each paired with a case that highlights how to move from idea to action — serve as examples of how to improve the quality of healthcare in practice. They are framed around each of the seven dimensions of healthcare quality: equity, safety, person-centered care, cost-efficiency, effectiveness, timeliness, and environmental sustainability and act as a roadmap for others who wish to effect change in healthcare from small to large-scale.
These inspiring examples are not yet the new normal, but they tell the story that the current healthcare challenges can be turned into. They are leading the way and can inspire us to see that changing and improving the healthcare. These innovations lay the groundwork for a more convenient, quicker and more person-centered interaction between patients and the healthcare sector. Mobile health apps open the door to universal healthcare Healthcare is online and provided increasingly. This changing tide is not a small wave, but a tsunami of new communication platforms transforming healthcare systems today and in the coming years.
The application of mobile technologies, also called mHealth, has already sparked a revolution in the way healthcare is delivered — especially in developing regions such as Africa. It is currently becoming a key factor in democratizing healthcare, opening up the possibility to gain access to healthcare services on the individual level — and thus helping to break down barriers of income, race, ethnicity, geographic location and education. The challenge: 40 million people, but only 7, doctors.
The solution: the mHealth app, MedAfrica. In a country where doctors are in high demand, healthcare services are fragmented and the vast majority of healthcare consumers are poor. Additionally, access to healthcare is far from universal and there is a widespread need for services that can help bridge the gap between the supply of and demand for healthcare services. This is where the mHealth app, MedAfrica, steps in.
MedAfrica was launched in by the Kenyan based mobile design and development company, Shimba Technologies. It is a free app that allows healthcare consumers to access relevant medical information and find reputable doctors and hospitals in their local area. The Kenyan healthcare system consists of a large number of fragmented and also fraudulent healthcare services, making it very difficult for consumers to access and identify quality care.
World Wide Web Foundation. Solution: MedAfrica. Pivot25 is an mlab initiative to bring focus on the Mobile developer and entrepreneur community in East Africa. Health care and painting apps win top prizes in Ericsson Application Awards. The development and structure of the app are based on the idea of involving the individual patient as an active consumer of healthcare.
Besides allowing the user to locate qualified healthcare providers, MedAfrica also provides a diagnostic tool to identify the potential cause of illness and then link patients to specialists who can treat them. By providing this kind of information, the app is taking a great step towards closing the gap between the supply of professionals and demand of the Kenyan people.
It helps remove some of the pressure on the healthcare system by serving as a first point of entry to the healthcare sector — helping to focus and guide healthcare consumers in the right direction. The app is not publicly funded, but is rather a product based on a clear underlying business model. Thus, Shimba Technologies receive revenues for the free app through targeted ads and extended subscription services. Since its launch in , MedAfrica has been growing quickly. The company behind the app is now focused on scaling and extending its reach. They are currently working on cross-border partnerships that will open the door for spreading the app to other countries.
They are also developing a Ministry of Health feed with real-time information on disease outbreaks. The potential for this app is substantial. Convenient, accessible and user-friendly technology can pave the way for more equitable and high quality healthcare — not just for the few, but for the masses. Kenya, but in many developing countries: safe and quality healthcare is not a commodity for all, but still reserved the few. The success of and future potential for the app has been widely recognized.
The initiative aims to build a global network that champions patients as key change makers when it comes to improving safety in the healthcare sector. Bringing the patient voice to the world of patient safety Patient safety improvements do not happen to patients — but with them. Partnerships with patients and families are thus an essential. But patients and their families are not always engaged, and they do not automatically take on an active role in ensuring their own safety.
They need to learn and become equipped to take on this role. The institute has incorporated patient-centered care as a key element of. Their work began in due to a heartbreaking incident. Betsy Lehman, a 39 year-old Boston Globe health reporter suffering from. Doctors apparently refused to hear her warnings that something was drastically wrong and ignored the. Setting out on this journey, the patients were given a pivotal role. One of the specific tools used by the Dana-Farber Cancer Institute is education of patients on their role as key players on the healthcare team. Patients are encouraged to check their medication, ask providers to disinfect their hands and notify clinicians of last minute changes in their treatment.
Institute for Patient- and Family-Centered Care. The Betsy Lehman Case. They are even members of major committees across the Dana-Farber organization, ranging from board level committees to committees on quality improvement and risk management. One example is the Patient and Family Advisory Council that serves as an important part of the organizational structure for quality improvement. Another is the Adult Oncology Clinical Services Quality Improvement Committee, where patients review patient falls and accidents, medication errors, and patient survey results.
Another initiative aimed at involving the patients at the Dana-Farber Cancer Institute is Patient Safety Rounds, which was implemented in Patient Safety Rounds help the institute identify and eliminate patient safety risks through two methods: internal staff communication about actual and potential safety problems,17 and interviews between former and current patients and families about their perception of safe care, with the ultimate goal of improving patient safety at the institute.
The Institute has received a line of recognitions for its work of improving patient safety through patient involvement. The Leapfrog Top Hospital Award is given to less than seven percent of all eligible hospitals nationwide — based on their demonstration of excellence in hospital safety and quality. The Kings Fund. Evaluation of the UK Pilots. Despite the broad endorsement, the reality is that a transition to healthcare systems that are much more person-centered than those we know today is far from easily done.
It demands radical change, where new partnerships and collaborations are valued over the status quo — and where each healthcare system is seen as a whole, rather than as individual and fragmented parts. A healthcare system based on the whole system approach is one that recognizes and understands the wider system within which services are embedded, and any and all service improvements must take place within this broader context.
Such a model values the contribution of all partners — including the patients — in ensuring the delivery of high quality care. Strong alliances create integrated healthcare What can the healthcare sector learn from the world of construction? Looking at healthcare systems that are defined by fragmentation and a lack of collaboration, the short answer is actually a great deal.
The model is specifically inspired by the way in which contractors on large projects work collaboratively and share resources needed to get the job done on time and on budget. The primary objective of these new healthcare alliances is to get all actors in the healthcare sector to work toward a common, shared goal. Through these alliances and their joint incentive structure, healthcare stakeholders in New Zealand are encouraged to engage in new partnerships and cross-sector collaborations.
This ensures that everyone is working towards the same goal. This decision was based on the evaluation of nine alliancing pilots, which were initiated in The evaluation concluded that the alliance model had improved the position of primary care and increased opportunities for achieving integrated care in the nine piloted districts.
Each alliance is a way to bring together a range of providers from across a healthcare district and encourage them to work collaboratively on what the system should look like from a patient perspective. Each alliance member signs a charter which binds them to work together and build trust in one another. These goals include a wide range of elements focused on improving and redesigning healthcare services, such as integrated services for older people with chronic care needs, or access to GP-referred specialist service.
Furthermore, the healthcare stakeholders that took part in the alliances considered it to be a model that helps steer the health system and service design in an important new direction. Cumming J. Integrated care in New Zealand. Gauld R. What should governance for integrated care look like? The Medical Journal of Australia. University of Birmingham. TAKE AWAY A clear and binding contract committing healthcare providers to work towards a common goal — instead of working on the basis of individual interests — is crucial in creating a healthcare system that is person-centered.
But making a healthcare system more cost-efficient need. In the future, the concept could very well become a common standard in healthcare systems throughout the world. The prospects of improving the costs of healthcare through the value based. Porter ME. The New England Journal of Medicine ; What Is Value in Health Care?
Over the past years, the clinic has become one of the leading international pioneers in value based healthcare as a new approach to healthcare. Their work is based on the idea that the direct costs of patient care, such as nurses, physicians, and consumable supplies can be assigned.
This focus has led the Klinik to develop 1, value indicators — a mixture of outcome and process measures as well as patient evaluations. The data is collected with a focus on the medical condition and not the department — underlining the idea of focusing on the direct costs of care. Revised December The analysis showed, however, that the demand for many support-unit services, such as medical billing, is far higher during the days a patient spends in the acute-care facility than during rehab days.
With support costs properly assigned, the rehab facility showed improved profitability. Harvard Business Review. Knowing what we do, why we do it, at what price and with what specific outcome is vital information that can help reduce the costs — and not the quality — of healthcare. This has led to heated debate and negative cri-.
The development of the NHS over the past few years also entails stories of success and improvements. It is aimed directly at the Clinical Commissioning Groups CCG in the NHS — which are groups of primarily general practitioners that work together to plan and design local health services throughout England. A year later, a second round of packs provided in-depth data for the 13 patient conditions with the greatest potential for improvement. There are a number of examples of CCGs that have used the numbers and recommendations from Commissioning for Value initiative to improve their performance and quality of healthcare.
As a response, the respiratory service in Warrington was redesigned. Following the changes, quality, patient outcomes and pathway management all improved. TAKE AWAY Measuring the impact of healthcare and learning from the best are vital in ensuring long-lasting and profound improvements to the effectiveness of healthcare delivery. Bridging time lags with better communication In recent years, a myriad of technologies has become. Electronic medical records and mHealth apps are two well-known examples of how technology is improving the speed and ease of healthcare delivery, all while prioritizing patient needs.
Her pains are worsening, so her family urges her to go to the nearest hospital to see a specialist. Eight hours later, she reaches the reception desk and gets her appointment to see a specialist — in two weeks. This kind of story is far from rare in China. On the contrary, long waiting times just to book an appointment are commonplace. Guahao means scheduling a patient appointment in Chinese, and this is exactly what the platform enables the Chinese healthcare consumer to do. Through Guahao, healthcare consumers are able to schedule appointments with doctors online based on location, medical specialties and other criteria.
The Guahao platform lets patients assess their personal calendars, local hospitals, and physicians to make an appointment one day to two weeks in advance. In addition, the healthcare consumers can read medical advice and suggestions for different kinds of medical treatments.
In recent years online healthcare platforms have become very popular with Chinese consumers, allowing services like Gauhao to revolutionize the interaction between users and providers and improve the quality and timeliness of healthcare immensely. This type of online reservation service also opens the door to a much more person-centered approach to healthcare delivery. Furthermore, online scheduling provides healthcare providers with the ability to better predict patient flow and more efficiently allocate resources. Guanhao also launched a mobile phone app in , making its services even more convenient and user-friendly.
WeChat is a mobile text and voice messaging communication service developed by Tencent. Guahao: VC Fantasy. The Health Care Blog. Hospitals are leading the green battle A sustainable healthcare system — within reach or a distant utopia? A group of progressive healthcare stakeholders in the USA are trying to make sustainability a reality in the American healthcare system. Launched in , the Healthier Hospitals Initiative HHI is a threeyear, national campaign that advocates for the improvement of environmental sustainability within the healthcare sector. The goal of the initiative is to prove that implementing strategies to reduce costs, improve environmental performance and meet broad environmental health goals is, in fact, possible for hospitals and healthcare providers.
The 12 healthcare providers are working to actively pool their collective sustainability experience, purchasing power and industry representation in order to accelerate the process of greening the entire healthcare system. Consequently, the initiative is not limited to Healthier Hospitals Initiative. What we do. Two years into the initiative, one of the main outcomes has been the creation of six specific guides for hospitals and providers to reference when aiming to improve their sustainability.
These how-to guides include strategies for handling six particular challenges: engaged leadership, healthier foods, leaner energy, less waste, safer chemicals, and smarter purchasing. When joining the HHI, hospitals and hospital systems are encouraged to adopt at least two of the above challenges in their commitment to sustainability. Other than these guides, the HHI has also developed a range of different tools intended to make the fulfilment of this mission as easy as possible. The initiative has already had an impressive impact. The national HHI campaign has reached more than 1, total hospital enrollees in The aim of the HHI is to enroll at least 2, hospitals by the end of the three-year initiative.
TAKE AWAY The power of role model clusters and specific guides on how to achieve change can spearhead new agendas and promote behavioral shifts throughout the healthcare sector. We have established that healthcare systems are complex organisms. They consist of various fields of expertise, a multitude of stakeholders with different objectives and numerous terms for the same concept. To move from great ambitions to real change takes leadership, examples of success and people who dare to defy the norm.
Therefore, we present to you three change makers in healthcare, from China, Europe and the USA, who dared to challenge the status quo and succeeded in creating a better tomorrow. Overcoming this challenge is the primary driver for Jeffrey Lazarus, a leading figure in the fight against HIV in Europe. I am very much driven by the research-to-action gap.
This was what led me to join four experts and start the HIV in Europe Initiaactivities took place on the streets, in clinics, at universities, in gay clubs and saunas, and at other venues in 52 countries. It was estimated that almost half of all people living with HIV in Europe were unaware of their status — a totally unacceptable figure, from my perspective, especially in a region with so many well-functioning and well-resourced healthcare systems.
We started as five people who came together from different fields. In addition to myself there were two clinician-researchers and two representatives of HIV community and nongovernmental organizations. With the conference we wanted to create a common understanding of the role of HIV testing and counseling in optimizing diagnosis and of the need for earlier care. We chose Brussels as our kick-off location in.
They include clinicians, researchers, policy-makers, community representatives, and NGO advocates. Our second barrier was funding. This also proved to be surmountable. NGOs and the affected communities. This is why it has gained prominence in healthcare systems across the region. We are working on maintaining momentum and making sure that we continue to be relevant.
She and her organization, PICK, are tirelessly working to improve the awareness of kernicterus and elevate patient safety higher on the national healthcare agenda. In , PICK played an important role in getting the Center for Disease Control and the Joint Commission to issue alerts to all accredited hospitals and public health professionals in the USA saying that all healthy infants are at potential risk of kernicterus if their newborn jaundice is not monitored and not adequately treated.
Furthermore, Susan Sheridan and the other mothers of PICK have played an important role spreading awareness of the risks of kernicterus among healthcare consumers. Her husband, Pat, died in after his diagnosis of spinal cancer failed to. For me it was personally motivated. I — as the other moms who co-founded PICK — had a baby who. This led to a front page article in USA Today on kernicterus — where I got to share my story nationally.
It got a lot of reactions from other families with similar stories. Ultimately this led to a meeting in. At the beginning all we had was our own time, so we used a lot of our. The healthcare system was not used to listening to patients — especially not those. The implementation the biliru-. We saw our own role as being catalytic for bringing the partners together. In terms of getting the right. There was no silver bullet, but. We have also managed to change the way people talk about jaundice —.
A recent meta-study on hypertension in rural China. PLOS One ; 9 12 : e Journal of the American Society of Hypertension That was the scenario we faced, and clearly the status quo of healthcare services was far short of what was required. The major barrier was that that. When we first established our. The next phase of this project will. We do not yet have funds for this, but it is something we will continue to seek. There is also a need to extend the reach of the program to urban com-.
The bigger challenge will come when it comes to scale up. Translating evidence from projects such as LifeSeeds directly into national programs is extremely challenging. What we have learned is that a better option may be to first try. Our hope is that if we can show the LifeSeeds programs. To learn more about our work to establish a collaboration, please visit us at: www. Since , Monday Morning has addressed megatrends in our society: sustainability, healthcare, welfare, and financial systems, to name but a few.
DNV GL is driven by its purpose of safeguarding life, property, and the environment, DNV GL enables organizations to advance the safety and sustainability of their business. DNV GL provides classification and technical. It also provides certification services to customers across a wide range of industries.
Combining leading technical and operational expertise, risk. DNV GL, whose origins date back to , operates globally in more than countries, with its 16, professionals dedicated to helping their customers make the world safer, smarter, and greener.
PDF NCQA Names First Six ACOs Earning Accreditation (OPEN MINDS Weekly News Wire Book ). 3 years ago3 views. Add to Playlist. Read and. NCQA Names First Six ACOs Earning Accreditation (OPEN MINDS Weekly News Wire Book ) eBook: Monica E. Oss, Terry Griffin, Sarah Threnhauser.
Always looking. We hope State of Healthcare has inspired you to keep reading and exploring our work. We have listed a selection of reading material below:. Ageing populations, the rise of co-morbid chronic conditions, an unenviable safety record and the impact of austerity collectively mean that health systems around the world have to change if they are to achieve improved well-being for individuals and populations.
Such change is possible if we join the power of systems thinking with the engagement of service users as equal and active partners alongside practitioners, provider organizations and policy makers. If there is to be improvement in the quality of healthcare, the assessment of safety culture is paramount. The guide looks at schools, workplaces, the food sector, healthcare and communities and examines their roles in creating a society that truly values health. By using clear language and easily read illustrations, the book portrays the healthy society we could live in ten years from now based on solutions available today.
In PersonCentred Care, we set forth a bold vision for what healthcare could look like if personcentered care is made a reality for all. The guide features interviews with world leaders in person-centered care, 10 illuminating case studies from around the world, a review of the challenges and obstacles to person-centered care and an accessible and engaging review of the evidence. Point prevalence and risk factors of hospital acquired infections in a cluster.
Wait Time for Treatment in Hospital. Cochrane Collaboration. New England Journal of Medicine ; E The Economist. Feeling your pain. The Economist. Micro-Solar Systems for Maternal Health. Health care and painting apps win top prizes in Ericsson. The Free Dictionary by Farlex. Medical Dictionary. Acute Bronchitis—Topic Overview.
Health in South-East Asia. To be sustainable, people and societies need to be healthy and to be healthy we need to be able to rely on quality healthcare. This publication offers a look at the current state of global healthcare and points towards solutions, technologies and people that inspire a new and brighter future. DNV GL and Sustainia joined forces with key stakeholders from healthcare systems all around the world in order to start the discussion about the future of healthcare. Our ambition is to help change the conversation from only focusing on challenges to an approach that highlights opportunities and co-creates positive change.
The State of Healthcare: From Challenges to Opportunities outlines the challenges currently facing healthcare systems around the world, as w See More. This publication is the result of a process of stakeholder engagement The overall challenge that this pub- throughout and the first half lication addresses is the fact that of Over the last 18 months we quality improvement1 and evidence have met with people from around based practice movements2 have the world who are showing that not been able to change health sys- change in healthcare is possible.
BMJ ; We frame this by be seen as warning signs for other understanding and strengthening 2 around the world to give a snapshot ing figures from one region can their immediate causes rather than Dixon-Woods M et al. In this section we synthe- Importantly, when compared, alarm- currence of particular ailments and 1 we need to know where we stand size data on health systems from smarter pathways towards the healthcare systems of tomorrow. Before making an improvement, World Health Organization.
Systems Thinking for Health Systems Strengthening. It is our hope that the USA in order to map out the differ- temic that it may feel impossible stories of their efforts will inspire ences and similarities and flesh out to separate them from each other. From causes, different types of health mobile health apps in Kenya to systems and different responses. A cost-efficiency measurements at comparison of these three health- clinics in Germany, the solutions that care systems offers valuable insight will form the healthcare systems of into changing healthcare dynamics tomorrow are popping up all around in the world today.
These three regions were needs of specific locations. China, Europe and the USA are examined through seven dimensions Finally, revolutions need leaders, and of healthcare quality: equity, safety, healthcare is no exception. To guide person-centered care, effective- the reader from learning about the ness, cost-efficiency, timeliness inspirational performances of others and environmental sustainability.
Europe, meanwhile, is We learn how Susan Sheridan, after performing a balancing act between her family experienced two serious leaving health issues to the nations medical system failures, succeed- and consolidating policymaking at ed in changing the standards of an EU level. Jane's chance for a successful recovery from breast cancer was greatly improved when chemotherapy shrunk her tumor enough to make it operable. Taking Your Family's Measure January 7, -. Surgeon General. With millions of families gathering for this annual feast, it's a time to share stories about travails and triumphs--including health matters.
What better time to collect a Family Medical History? El Camino Hospital's Genomic Medicine Institute GMI now offers genetic counseling services to help patients learn more about the causes and probable effects of genetic conditions that may have been passed down through their families. Lily can also facilitate referrals to medical specialists, advocacy and support networks and other resources. The program is the only one-stop resource in the region for a coordinated, multi-disciplinary approach to prevention, diagnosis, treatment and rehabilitation for patients with pelvic health conditions.
WomenCertified, the collective voice of the female consumer and a trusted referral source for top businesses and brands identified among women, is recognizing El Camino Hospital in Mountain View, CA as one of the country's Top Hospitals for Patient Experience based on female patient satisfaction. Using the popularity and power of social media to help celebrate its 50th anniversary, today El Camino Hospital launches a new interactive feature on its Facebook page called "50 Patients, 50 Stories," where community members can share stories of their experiences at the hospital.
El Camino Hospital, an acute-care, bed, nonprofit and locally governed corporation with campuses in Mountain View and Los Gatos, Calif. This long-term collaboration will provide dialysis patients in the El Camino Hospital service area with the high-quality care and services that are hallmarks of both El Camino Hospital and Satellite Healthcare. The October episode of "Nurse Barb's Daily Dose" offers practical advice about breast screening, breast cancer, and the latest technology for breast cancer detection and treatment.
The program begins on October 18th. This program is intended to share the expertise and experience of our surgeons with gynecologists nationally and internationally. Included will be monthly minute television segments on wide-ranging health topics for women and South Asians, including pelvic health, cancer and cardiology. Selected content also will be disseminated in an e-newsletter and via a variety of social media platforms.
Today, El Camino Hospital celebrates its 50th anniversary and a half-century of groundbreaking medicine and clinical care to benefit the health and well-being of the people in its community. Growing from a four-story community hospital to a sophisticated, state-of-the-art, multi-service organization spanning two campuses, El Camino Hospital has evolved into a cutting-edge provider of health care services while retaining its intimate, service-oriented culture. El Camino Hospital and Nurse Barb, a nationally recognized health expert, author and nurse practitioner at the hospital's Mountain View campus, announced an educational collaboration to provide consumers with information on medical breakthroughs and other important health information.
Ryba most recently served as president of United Hospital in St. In this role, Ryba also maintained executive oversight of River Falls Area Hospital, the Allina Medical Transportation program, fifteen retail pharmacies, and served as executive sponsor of their Patient Experience program for more than 23, employees. Cardiologists at El Camino Hospital's Heart and Vascular Institute are taking advantage of advancements in medical technology to offer patients more options for treating heart disease, and to more precisely determine whether to intervene.
El Camino Hospital has opened the Orthopedic Pavilion, a unique new post-surgery unit for orthopedic surgery patients at its Los Gatos campus. The facility provides a comfortable hotel-like environment for treatment and the start of rehabilitation for patients of El Camino Hospital-affiliated orthopedic surgeons.
El Camino Hospital has been accredited by the American College of Radiology ACR as a Breast Imaging Center of Excellence following an extensive review of quality performance and achieving accreditations for mammography, breast ultrasound, breast ultrasound core biopsy and stereotactic breast biopsy.
The three-year accreditation is given to facilities that represent the highest level of image quality and patient safety, and is awarded only to facilities meeting ACR Practice Guidelines and Technical Standards. The Physician of the Year Award honors physicians in California who excel in providing patient care in the home including palliative and hospice care. Bido Baines, executive director of the hospital's urology services, will accept the proclamation. When Dr. Shyamali Singhal accepted the position of Medical Director of the El Camino Hospital Cancer Center, delivering world class cancer treatment was simply a given.
But Dr. Singhal and her colleagues set their sights even higher: creating a place where each patient receives individual, personalized attention and support. As El Camino Hospital nears its 50th anniversary, another important milestone was reached late last week: the hospital Auxiliary clocked 5 million hours of volunteer service. And that doesn't even count the thousands of hours donated at the hospital's Los Gatos campus, where the Auxiliary records haven't yet been fully integrated.
Russell Reynolds, in business for more than 40 years, has more than consultants based in 39 offices worldwide and has been identified as the 6th largest healthcare executive search firm in the United States. El Camino Hospital has launched a service on its website designed to provide patients with up-to-date information about the current wait times at its emergency departments in Mountain View and Los Gatos.
The study shows that That compared to an average of Today, El Camino Hospital announced that Kenneth Graham's contract as president and chief executive officer will end June 30, the close of the FY fiscal year, without cause, at the request of the hospital's Board of Directors. El Camino Hospital is offering a "hearty" menu of activities during Heart Month, all of them free to the public. From lectures and free vascular consults to a recipe contest and the hospital's popular Day of Dance event, there's something for everyone in the comprehensive list of events. El Camino Hospital has launched a Chinese Health Initiative CHI , designed to address the troubling health disparities in the Silicon Valley's Chinese community and to accommodate their cultural preferences in education, screening and health care delivery.
El Camino Hospital and Aetna today announced that it has successfully reached a resolution regarding the terms of its Contracting Hospital Agreement. The two organizations came to an agreement on a fair and equitable reimbursement rate for the care El Camino Hospital provides to patients covered under the Aetna health plan.
As a result of these discussions, Aetna patients will be able to continue to choose El Camino Hospital for their medical care after December 31, , when the contract had been scheduled to expire. El Camino Hospital and Anthem Blue Cross today announced that they have successfully reached resolution regarding the terms of their contracting hospital agreement.
The two organizations came to an agreement on fair and equitable reimbursement rates for the care El Camino Hospital provides to patients covered under the Anthem Blue Cross plan. As a result of these discussions, Anthem Blue Cross patients will be able to continue to choose El Camino Hospital for their medical care. Clinical Trial. El Camino Hospital is one of the first of 40 hospitals across the U.
El Camino Hospital Los Gatos has opened a comprehensive new vascular program combining endovascular and surgical expertise to offer patients the best of both disciplines. Hardeep Ahluwalia, a skilled vascular surgeon, has been appointed medical director for the new program. He is joined by renowned endovascular specialist Dr. James Joye, who is noted for his inventive, minimally invasive approach to cardiac and vascular care. Both are partners in Advanced Cardiovascular Specialists, a leading cardiology group.
Physicians at El Camino Hospital are starting a medical trial called REACT, which they hope may give doctors a new and cost-effective tool for early diagnosis of lung cancer, the deadliest of the common cancers. El Camino Hospital is one of only five centers worldwide providing live demonstration cases for VIVA, the largest annual medical education event for heart and vascular specialists.
James Joye, Director of Research for the hospital's Heart and Vascular Institute, will oversee numerous minimally invasive procedures addressing vascular, aneurysms, carotid and renal intervention cases. Fox Foundation, which will use a combination of advanced imaging, biologics sampling and behavioral assessments to identify biomarkers of Parkinson's disease progression.
Bucking a trend that has seen California emergency room ED wait times rocket to an average of over four and a half hours--El Camino Hospital's Los Gatos and Mountain View EDs keep the average patient waiting less than a half hour. El Camino Hospital has become the first hospital in Santa Clara County to utilize Medtronic's Lifenet System, shaving precious minutes off the time it takes for heart attack victims to receive lifesaving treatment. Just one year ago, hundreds of local citizens, board members, civic leaders and executives gathered for the official ribbon cutting for El Camino Hospital Los Gatos.
In an effort to bring its community model of health care delivery to Los Gatos and surrounding communities, El Camino Hospital had purchased the Los Gatos facility, previously operated by Tenet Healthcare Corp. El Camino Hospital Los Gatos today announced the launch of its bed inpatient Rehabilitation Center, providing comprehensive intervention for patients affected by neurological disorders such as stroke, brain injury, multiple sclerosis, Parkinson's disease and spinal cord injuries, as well as those with complex orthopedic disorders. Surgeons at El Camino Hospital on Wednesday successfully undertook an unprecedented procedure using minimally invasive techniques to treat, as one doctor put it, "one of the most advanced cases of endometriosis I have ever seen.
The event is Saturday, June 5 from noon to 5 p. El Camino Hospital nurses, executives, hospital board of directors, and other caregivers cheered last Friday morning at the announcement that the hospital had once again been awarded the prestigious Magnet Designation by the American Nurses Credentialing Center ANCC.
Larry Feder, a seasoned executive with more than twenty-five years experience in fund raising and foundation development at some of the nation's most prestigious health care organizations, has been named president of the El Camino Hospital Foundation, hospital officials announce today. Feder, who will join the organization July 1, was selected after a nationwide search. Painting Outside the Box January 1, -.
Mulling over the possibilities this metaphor might present for her Creative Expressions classes, she began to experiment with a variety of cartons. El Camino Hospital in Mountain View is hosting a full week of educational lectures, group discussions and other assistance for the community during Mental Health Awareness Week May 3rd to May 7th. El Camino Hospital in Mountain View has launched an after-school program for teenage youths who are experiencing significant anxiety, depression, or other symptoms related to a mental health condition. The scene looked like a "Dancing with the Stars" audition.
A crowd of more than 1, mostly women, came to the Santa Clara Convention Center on Saturday, February 27, to try out dance moves ranging from "country" line-dancing to Bollywood, as well as get free health assessments and advice about their cardiovascular fitness. What no one expected was just how much fun it would be. El Camino Hospital's new Center for Advanced Radiotherapy and Cyberknife Radiosurgery--operated in partnership with Western Radiation Oncology WRO --showcases the tremendous technological advances in radiation therapy achieved over the past three decades.
Patient admission to the five-story facility is planned for Nov. Physicians performed more than robotic surgeries over the past year and expect the number to increase in as more physicians undergo training with the enhanced equipment that allows for more minimally invasive procedures. El Camino Hospital, the hospital of Silicon Valley, today completed its move into the new, technologically and seismically advanced facility. After completing several practice runs led by the activation team, hospital officials report all patients were safely transferred to the new facility. The local event takes place from 1 to 5 p.
Up to 70 under-served and uninsured women--as well as women over 40 who have not yet had their first mammograms--will get free mammograms April 9th and 10th at a "Mammo Marathon" to be held at El Camino Hospital Los Gatos. El Camino Hospital Los Gatos today reported on its progress in its first months of operations since reopening.
Accomplishments in technology improvements and physician and staff recruitment have resulted in a strong offering of health services for the community. The board's purpose is to advise hospital administration on the development of an innovative and comprehensive women's health service line, and to identify community and corporate alignment opportunities. Paul R. Billings, MD, Ph. His term will run through El Camino Hospital District Board member Mark O'Connor is resigning from his position on the five-member, publicly elected board effective February 28, due to personal reasons.
O'Connor has been an active board member since , serving as chairperson from to Einarson, M. Einarson fills the seat left vacant after Mark O'Connor's recent resignation and will be sworn in on May 12 at a special District Board meeting. El Camino Hospital Vice President Jon Friedenberg, the executive responsible for the new Genomic Medicine Institute, will speak about the hospital's leadership role in promoting and adopting personalized medicine technology at the fifth annual conference on the topic at Harvard University November El Camino Hospital today announced that Paul R.
Greg Morganroth, a dermatological surgeon who practices at El Camino Hospital, performs skin cancer removal procedures annually, many of them well beyond the early stage. That's why he and other dermatologists affiliated with El Camino Hospital are hoping Melanoma Monday, sponsored by the American Academy of Dermatology will help raise public awareness about Malignant Melanoma, a potentially fatal form of skin cancer.
Beginning November 2, , and continuing as long as necessary during the H1N1 influenza outbreak, children under the age of 16 will be restricted from visiting patients who are hospitalized at both El Camino Hospital Mountain View and El Camino Hospital Los Gatos. For anyone struggling with an eating disorder, El Camino Hospital's recently launched evening intensive outpatient program may be good news. The innovative new program allows patients to get the help they need and still maintain work and family commitments.
Money raised will support the Center's educational outreach, participant screening and individualized prevention planning and follow-up. El Camino Hospital became one of the first hospitals in California to adopt a new minimally invasive system to treat patients with narrowed, failing aortic heart valves who are considered to be at high risk to undergo surgery. The U. The CoreValve System also demonstrated low rates of procedural complications, including stroke, one of the most concerning complications of valve replacement because it can affect survival and quality of life.
Update on Swine Flu Outbreak January 1, -. Although no infections have been identified in Santa Clara County or the Bay Area, El Camino Hospital is fully prepared in the event of a pandemic influenza outbreak in the area. Expanding its commitment to community health care delivery for the people of Silicon Valley, El Camino Hospital, a c 3 non-profit organization, announced today it has entered into an agreement to acquire the real estate and certain other assets of the bed Community Hospital of Los Gatos from one or more affiliates of HCP, Inc.
El Camino Hospital and Accuray Incorporated, the manufacturer of the CyberKnife System, also agreed that the hospital will serve as a showcase for the technology and a training center for physicians from around the world. As a participant in ACS NSQIP, El Camino Hospital — Mountain View is required to track the outcomes of inpatient and outpatient surgical procedures and collect data that directs patient safety and the quality of surgical care improvements. El Camino Hospital announced today that it is the first hospital in Northern California to adopt the use of the Niveus Medical Muscle Stimulation System , a thermal-enhanced electrical muscle stimulation intervention implemented to prevent hospital-acquired weakness in patients.
This new technology is being used in the critical care of the hospital to enhance other initiatives taken by the hospital to minimize the impact of weakness on patient recovery, including early mobility and ambulation programs and dedicated patient rehabilitation teams for the critical care unit. When dozens of families gather at El Camino Hospital's Neonatal Intensive Care Unit NICU on Saturday, June 27th, it will look a lot like any other summer reunion: children running, shouting and playing delightedly, while relaxed adults chat about the year's events.
That, in itself, is something of a miracle. Hundreds of citizens from Los Gatos, Mountain View and the surrounding communities will gather today at 3 p. After finishing the last series of safety checks and system tests, and working nearly around the clock for the past several weeks, El Camino Hospital has announced its Los Gatos campus will open just three months after taking over the facility after it closed on April El Camino Hospital, the hospital of Silicon Valley, and DNA Direct, a provider of guidance and decision support for genomic medicine, today launched the Genomic Medicine Institute GMI , becoming the first community hospital in the nation to integrate genomic medicine into healthcare delivery.
GMI will offer the full support physicians and patients need to make informed decisions about genetic tests and genomic therapies that can lead to earlier intervention, more effective prevention and improved care. The Women's Hospital at El Camino Hospital has joined Spirit of Women, an integrated partnership of hospitals and healthcare systems across the country that aim to drive health action for women and their families. This document explains El Camino Hospital's executive compensation philosophy and guidelines and discusses key points related to this year's executive compensation plan.
The Fogarty Institute for Innovation, a c 3 educational non-profit announced that Dr. Thomas Fogarty, the nationally renowned inventor of the balloon catheter, has been awarded the Presidential National Medal of Technology and Innovation, the country's highest honor for achievement and leadership in advancing the fields of science and technology. Fogarty will receive his award during a ceremony at the White House on November 20th. El Camino Hospital and Blue Shield of California announce that they have reached agreement on terms for the health maintenance organization HMO and preferred provider organization PPO contract held by the two parties.
The contract is retroactively effective to March 1, , and will remain in effect until December 31, El Camino Hospital is the first facility in Northern California to offer a more targeted five-day course of radiation treatment for early-stage breast cancer. In a presentation to the Los Gatos Town Council last evening, El Camino Hospital officials announced that the property owner, Tenet and El Camino Hospital had signed agreements that will allow an early close of escrow on the Community Hospital of Los Gatos acquisition. The agreements will allow El Camino Hospital to gain access to the hospital April 11 instead of June 1, seven weeks earlier than previously announced.
A media preview tour of the new facility is scheduled for September 22nd. El Camino Hospital in Mountain View, California is the first community hospital in the nation to launch a Genomic Medicine Institute focused on integrating genomic medicine into healthcare delivery to improve the quality of care and reduce costs. In a special Web seminar, El Camino Hospital Vice President Jon Friedenberg will discuss how El Camino Hospital is optimizing patient care by providing physicians and patients with best practices, Web-based tools, education and genetic expertise in areas such as oncology, cardiology, obstetrics and gynecology, psychiatry and gastroenterology.
Mothers connect over common problems and solutions. Maternal Outreach offers a day treatment program comprised of group, individual and couples counseling and medication evaluation and management by the program's medical director, Nirmaljit Dhami, MD. El Camino Hospital unveils new contemporary logo and colors - Hospital preparing for opening of new facility in the fall January 1, -. As part of its major growth program, El Camino Hospital introduced its new logo and colors last week on the hospital's newly designed website, in newspaper ads and on new campus signage.