Productivity and Process Improvement

Charleston Area Medical Center Health System and Texas Health Resources are two of the most process-literate health systems in the country today, having dramatically redesigned their leadership and operations to prepare for value and improved performance over several years.

CareMore’s Scott Rinefort describes a ride-sharing partnership that has boosted patient satisfaction with the organization’s nonemergency medical transportation services.

Heather Kawamoto underscores the need for hospitals to improve on the slow manual process of requesting authorizations as they take on this responsibility.

A rural Michigan hospital regained its financial footing after integrating disparate financial systems into one platform and leveraging new analytics tools to lead process improvement efforts.

There is little question that 2017 will be another year of unprecedented change for health care, potentially signaling another positive step toward better aligning systems to achieve the Triple Aim.

Banner Health participates in a variety of alternative payment models, including the Comprehensive Primary Care initiative, Oncology Care Model, bundled payments, and more.

Dorothy Fisher, MD, writes that successfully engaging patients requires thinking like them and offering robust resources and service choices.

Strategies ranging from aligned partnerships to investments in technology to provider and patient education have helped Banner Health Network thrive in the Pioneer Accountable Care Organization program.

Mitch Hall of Children’s Health in North Texas describes a TeleNICU program that helps the tiniest pediatric patients, delivering high-quality care at an affordable rate.

Hospitals can develop effective policies by developing a “policy on policies,” taking into consideration content guidelines, making policies easily accessible by all staff, and considering how staff will interpret the policy language.