Friday, June 20, 2025

Let's replace two current myths about healthcare with facts

 Let's replace two current myths about healthcare with facts:

1. Healthcare is less of an "expense" and much more of a "high ROI investment" than any other commodity or service, because investment in healthcare results in economic growth in practically every other market segment. Let's put this another way. When more people are healthy, they work harder, maintain reliable and full employment and attendance, and spend more money on discretionary goods and services, including job related expenses, housing, cars, entertainment and electronics.

https://www.deloitte.com/us/en/insights/industry/health-care/health-equity-economic-impact.html


2. Medicare and Medicaid are by far the most efficient services compared to any private insurer. Medicare and Medicaid, per procedure, on average, cost half what private insurers must pay. 


"Private insurers paid nearly double Medicare rates for all hospital services (199% of Medicare rates, on average), ranging from 141% to 259% of Medicare rates across the reviewed studies.

"The difference between private and Medicare rates was greater for outpatient than inpatient hospital services, which averaged 264% and 189% of Medicare rates overall, respectively.

"For physician services, private insurance paid 143% of Medicare rates, on average, ranging from 118% to 179% of Medicare rates across studies. Across all studies, payments from private insurers are much higher than Medicare payments for both"

https://www.kff.org/medicare/issue-brief/how-much-more-than-medicare-do-private-insurers-pay-a-review-of-the-literature/#:~:text=Key%20Findings,for%20Hospital%20and%20Physician%20Services


And healthcare costs per patient are rising twice as fast among private insurers than Medicare and Medicaid.

https://www.cbo.gov/system/files/2022-01/57422-medical-prices.pdf


Understand what this means: More people covered by Medicare and Medicaid reduces overall healthcare expenses while keeping our entire critical access health system afloat. And providing that care on a preventative basis further reduces the long term per-life expense.


#HealthcareEconomics #EmergencyMedicine #NursingExecutive #Nursing #HospitalEconomics


#HealthcareEconomics #EmergencyMedicine #NursingExecutive #Nursing #HospitalEconomics



Monday, June 16, 2025

Increase ER patient satisfaction by nearly 600%? Again?

 Increase ER patient satisfaction by nearly 600%? Again? Reduce average hospital inpatient discharge to 2:16 PM? Ramp up door-to-patient-treatment from 77 minutes down to 21? Cut LWBS to below 1%? Just another day for Compirion. Here is a case study from years past with details on a variety of strategies. This was largely the result of a house-wide endeavor lead by two incredible executives, Ben Warner, RN, and Beemal Shah.


See the full HCA flagship Henrico Doctor's Hospital of Richmond VA case study, including strategies, here:


HCA Flagship Henrico Doctors Hospital ER Case Study Richmond VA


#EmergencyMedicine #HospitalLeader #Nursing #EmergencyServices




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Wednesday, June 4, 2025

Drive Out Fear!

 W. Edwards Deming's eighth rule (of his 14 rules) is "Drive Out Fear." He also said "Where there is fear, you get false numbers."


There are clear and visible reasons for fear. Negative feedback has negative consequences on reputation, performance evaluation, patient and community engagement, career, and even bond ratings.

How to create an environment where people fearlessly acknowledge facts and act as team members, constructively?

That is framed by leadership. Leadership creates the environment for "safety". What a leader pays attention to, and their attitude and outlook towards what they are hearing and seeing, becomes the value of the organization, not simply what the leader says. They must walk the talk.

This includes responding to and valuing disclosure of important but sensitive information, while, at the same time, framing all feedback as system feedback, not personal feedback. It is the system, and we are all here to make that system better, together.


Eliminating fear starts with the leaders. They have the most visible jobs and understandably, the most potential anxiety about things going south on their watch. But it's about the organization, and if that is their focus, it will become everyone else's.


#HospitalLeader #Nursing #NursingLeader #EmergencyNurse #EmergencyPhysician

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Tuesday, June 3, 2025

Reduce Hospital-Wide Mortality Rate by One Third? Check!

Here is another Compirion case study from years past.

Several initiatives to move patients and assure proper care were wrapped up into a very robust rounding, supervision and collaborative intervention process. 

What started as a request to "fix the emergency department" very rapidly became a house-wide initiative with remarkable results. 

Learn more about how Bay Medical did it below.

Download the full Bay Medical Case Study here
And download the detailed Bay Medical Handwashing Initiative article here..


 #Nursing

#HospitalLeader

#HospitalOperations

#EmergencyPhysician

#HospitalExecutive



#Nursing #HospitalLeader  #HospitalOperations  #EmergencyPhysician  #HospitalExecutive




Wednesday, May 28, 2025

Shouldn't Every Emergency Department Have A Solid Predictive Model and an Engineered Response Procedure Behind It?

 Another great Emergency Service Line case study from Compirion's past. This one included what has become our tradition: Developing a solid predictive model and response process behind it. Predictive Modeling Magazine published an article about the work.

"That’s when predictive modeling entered the picture. The hospital was given formulas and predictive patient visit models for determining when the surge plan would be engaged. In the event of a surge, a group identified as the “Call-Back Six” were put on call to help until the volume became manageable again. The six were an ED tech, an RN, a discharge RN, a registrar, a radiology tech and a lab tech. The predictive model was developed by one of Compirion’s process analysts, Gould reports. The data used were historical in nature, he says, and were not drawn from H1N1-specific admits, but from normal sources of patient volume in the ED, such as EMS volume and walk-in patients. “From my clinical side, it gave us a fabulous tool, with acknowledged limitations, to predict volume, so that we could in turn predict staffing requirements and other needs,” he says.

Shouldn't every emergency department have a solid Predictive Model and an appropriate house-wide response procedure behind it?

Thursday, May 22, 2025

ER Patient Satisfaction Skyrockets - Another Compirion Case Study from the past

There is no substitute for Teamwork, and that relies upon a solid team, well engineered roles and responsibilities, and most importantly, a growing record of sustained clinical successes. How to build that among your own crew? Charge RN and Provider Leadership Development, and new systems for the entire hospital to function like a true Squad.
Read the full case study here:

And here is the executive summary version:




Friday, May 16, 2025

Happy Nurses Week 2025!

 It's one thing to be aware of the disconnected parts of a patient's healthcare journey through the system. It's another to help connect the parts. And it's still another thing to master them. Nurses Hang Ten! See Graphic at the bottom!


#Nursesweek #Nursing #Nursingleadership #NurseExecutive #Hospitals #healthcare #AONE