Clinical

With a shortage of roughly 140,000 physicians projected to impact health care in the U.S. by 2033, health system leaders are beginning to consider how much the advanced practice provider (APP) workforce, which includes nurse practitioners and physician assistants, could mitigate this shortage. One thing is for sure, the success of this strategy will rely on organizational structures, processes, and the deeply rooted, physician-centric culture evolving to fully embrace the APP workforce.

There are a multitude of benefits to transradial procedures including improved patient safety, a more comfortable patient recovery and a decrease in overall cost for hospitals over femoral access procedures.

Research has shown that peer-to-peer support groups help decrease work stress, burnout, and perceived work demands as well as increase self-reported health and engagement.

It’s easy to assume robotics are the better choice when it comes to patient care, but hospitals must examine closely these assumptions to determine if the robotic procedures are cost-effective as well as beneficial to the patient.

Data shows that people are avoiding their doctors’ offices for routine care because they are concerned about acquiring the virus there. This includes parents not bringing their children in for regular check-ups and vaccines and therefore, they are not receiving routine vaccines in a timely manner and increasing their risk for preventable diseases.

Each year in the U.S., approximately 700 women die as a result of pregnancy-related complications, according to a report recently published by the Centers for Disease Control and Prevention. The leading complications, maternal hemorrhage and severe hypertension/preeclampsia, make up 21.4% of all reported pregnancy-related deaths. Fortunately, they can be treated with early detection.

While there has been frequent and significantly negative news associated with COVID-19, when it comes to safety, many hospitals have seen their “gift horse” or, perhaps more appropriately, a silver “safety” lining to this pandemic.

Clinical-supply integration (CSI) has become a recognizable concept for many health care organizations as they continue to focus on performance improvement. But many are unsure how to operationalize a CSI model that fits their organization. 

John D. Rockefeller once said, “Don’t be afraid to give up the good to go for the great.” It’s hard to argue with Rockefeller’s successful approach to business. To apply his philosophy in supply chain, we need to rethink our approach to product decision-making.

Traditional value analysis committees have been making decisions on the purchase of clinical products and services for years. Typically residing in the supply chain department, these value analysis programs have not always been efficient.