The perceptions of patients regarding the safety of elective procedures has steadily improved since May, as shown in Vizient’s updated report Connecting With Patients During COVID-19. However, this has not translated into increased utilization of health care services.
The drum beat for managing the COVID-19 pandemic from public health leaders continues to be test, test, test. Before investing in new technology, there are several considerations that chief financial officers should consider.
As the COVID-19 situation continues to evolve at our nation’s hospitals, we are finding that many health care organizations are having to make critical, far-reaching changes to products and suppliers in order to meet rapidly changing patient and clinical demands. While changing products and suppliers quickly enables providers to keep their patients and front-line health care workers protected, it can also cause anxiety for everyone in the hospital charged with implementing and supporting the change.
The COVID pandemic has produced many new challenges for hospital-based laboratories. One area that laboratory leaders may find immediate cost reduction opportunities is through a review of utilization and pricing for reference laboratory services.
When digital breast tomosynthesis was approved for mammography by the Food and Drug Administration in 2011, the 3-dimensional technology brought increased insight into women’s health care, but it did not replace 2D imaging. Instead the two systems complemented each other. Today, however, new technology is poised to change that.
The COVID-19 pandemic, rampant since March, has interrupted life in ways not seen in our country in over a century. With vaccines in development, we just may have a light at the end of the tunnel. The spread of misinformation, the other pandemic, has serious implications for healthcare and no cure in sight.
With the major league baseball playoffs underway, Vizient Research Institute executive director Tom Robertson draws parallels between the national pastime and the typical medical center or health system’s financial business model. In this latest essay, Tom shares findings from the Institute’s last major study, pointing to opportunities to enhance the bottom line while improving the lives of our most vulnerable patients.
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.
The COVID-19 pandemic has many lessons it can teach us about the health care supply chain. As an industry, we would be wise to ask ourselves "what," "why," and "when" and then use the answers to develop solutions that lead to sustainable improvements.
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