Cleveland Clinic’s Ongoing Approach to Managing Enterprise Risks
Cleveland Clinic’s enterprise risk management (ERM) process is putting some common concerns about risk management programs to rest. Some believe that ERMs can become a worthless exercise (i.e., complete a risk assessment and file the documents away) or that ERM programs tend to melt away after the initial momentum is lost. To ensure that its ERM process provides value and is sustainable, Cleveland Clinic developed a six-step approach, which included identifying major risk categories. A consultant interviewed high-level leaders across the health system about potential threats to the organization’s reputation and livelihood. From these interviews, the consultants developed a list of more than 100 potential risk areas. The steering committee then narrowed this list down to seven high-priority risks for which to deploy work teams.
Partnership Reduces Behavioral Health Challenges in the ED
After determining that people with mental health and/or substance abuse challenges were among the most frequent emergency department (ED) users, Carroll Hospital sought out county-based, low-cost alternative approaches to help people with these behavioral health problems get the care they needed.A team of psychiatric social workers and case managers evaluate potential behavioral health patients who arrive at Carroll Hospital’s ED for referrals to a county-based recovery support program. Carroll Hospital also uses a county health department program that assigns a specialist to help referred patients avoid potential pitfalls while navigating through the system.
Physician Recruitment with a Missionary Mindset
To recruit needed physicians to his rural hospital, CEO Benjamin Anderson sought out physicians who are committed to international medical missions. By offering a good quality of life in rural America and up to eight weeks a year for clinicians to return to their mission work in developing countries, the Ashland Health Center was able to recruit needed physicians and other staff. Inspired by his own international mission trip, Anderson returned and implemented a program at Ashland Health Center that allows all employees to take time off for mission-oriented work.
A Bronx Family Practice Is Adding Meaning to EHR Use
The EHR system at Riverdale Family Practice in Bronx, N.Y., is improving quality outcomes by notifying physicians and patients when certain health screenings are due. “The EHR helps our focus on a team approach, where the doctors do not have to do everything, and the other staff can do a lot,” says Frank Muesli, MD, co-founder of Riverdale Family Practice.To encourage physician interest in meeting meaningful use standards from the Centers for Medicare & Medicaid Services, the practice offered its physicians individual incentive payments for attesting.
Somnia: Bending the Healthcare Cost Curve Toward Improved Anesthesia Value
PMMC: Navigating Revenue Cycle Management Challenges as Value Based Purchasing Emerges
Burgess: Simplify the Business of Healthcare
J.P. Morgan: Managing Cybersecurity and Protecting Patient Data
Brian DiPietro, Managing Director, Commercial Bank Technology, JPMorgan Chase & Co., discusses the importance of evaluating your cybersecurity protocols to help prevent malicious data breaches.
TransUnion Healthcare: Smarter Revenue Cycle Solutions
Gerry McCarthy, President of TransUnion Healthcare, discusses industry trends contributing to higher bad debt and what to do about them. Gerry is responsible for the strategic direction of the healthcare business and expanding its footprint in the healthcare market overall. He has more than 20 years of experience in healthcare information technologies.
Deloitte: Creating Value with Effective Care Management
Scott Kolesar, principal and senior leader in Deloitte Consulting LLP's Value Based Care practice, and David Wennberg, MD, MPH, adjunct associate professor of The Dartmouth Institute and former chief executive officer, Northern New England Accountable Care Collaborative, discuss the challenges and competencies involved in creating a care management organization.
American Express: Streamlining Supplier Payments and Boosting Revenue
Andrew Jamison, vice president in the Global Corporate Payments division of American Express, discusses trends and opportunities in supplier payments.
Deloitte: Realizing the Potential of Your CDI Program
Suzanne Whitworth, director at Deloitte & Touche LLP, and LaVerne Romberger, MSN, CCM, CCDS, clinical operations manager-Seton Healthcare, share leading practices for maximizing the potential of clinical documentation programs under value-based care.
RevSpring: Customizing a Technology Platform to Drive Patient Payment
Martin Callahan, Senior Vice President, Healthcare Solutions, RevSpring, describes key industry trends affecting how patients engage with the revenue cycle and ways payment processes are changing as a result.