Positive changes in healthcare

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Keep in mind potential for waste or unnecessary spending. I think patients are starting to pay closer attention to the necessity of care rendered now because as more patients have high-deductible insurance plans, how they spend their money becomes critically relevant to them. The patient is much more cautious about getting unnecessary testing when they have to pay for it. So, the patients are starting to be critical of what physicians are doing to make sure care really is necessary.

Hospital administrators have always been concerned about that because they have a bottom line and they need to not spend more than they need to provide the care that they need to. But now I think that everyone else is catching up to those sentiments. Being cognizant of what we order and why we order is important, be it lab tests, or radiographic studies and procedures.

As healthcare professionals, it is important we lead by example and focus on our personal health. We need to care for ourselves so we can care for our patients, healthcare team and community. Each day across our country, patients, physicians, hospital leaders and policymakers are taking a range of actions that make a positive contribution to the healthcare field. While these actions can take many forms, most start with simply having the awareness that you do have the ability to move the needle in a positive direction when it comes to providing care and advancing health.

Second, realizing that we must all be good stewards of health. And third, the importance of sharing a positive message should not be underestimated. Positive messages can be crucial in helping to build inner strength and getting people through trying times. We should also consider what matters to patients. Measure safety culture frequently and act on results. Measuring must be done at the unit level for local change to occur, rather than an aggregate result.

Strong safety culture means that healthcare team members have what they need to do their jobs, have supportive and engaged leadership and are comfortable speaking up about problems, even small ones. No one can anticipate and engineer out every possible failure, but if everyone on the team is comfortable speaking up, we can make healthcare safer.

Teach performance improvement methods that engage the front-lines and encourage continuous improvements every day, everywhere. Avoid "tool based" methods that rely on performance improvement experts; there will never be enough experts to be everywhere. Instead, educate and empower your front-line team members to detect and correct problems "in the moment," even if they are small.

Discourage work-arounds that can lead to safety and quality problems. This creates an atmosphere of sustainable, continuous daily improvement. Matthew A. What can I do today to support our front-line staff in raising the personalized geriatric care in our system to a level that I would want for my year-old mother?

Is there a partnership with a health plan or nontraditional, new healthcare entrant that we can consummate that would improve access and compel c onscientiousness in my year-old neighbors with chronic hypertension and diabetes?

Are we being intentional enough with our general pediatricians in helping them materially impact health disparities among the underserved children in the hundreds of rural miles across our service area? Numerous healthcare organizations across the country are adept at delivering trauma treatment down to quality clinic based primary care.

As leaders we should shepherd the continued delivery of this quality care, but also challenge ourselves to facilitate investment of our resources to solve questions such as those above.

No one is in a better position than a senior leader to affect far reaching, positive change among those their organizations are privileged to serve. It is incumbent on us as leaders in healthcare to leverage our platforms to make decisions that yield meaningful, scalable, positive change.

Leaders and policymakers must subscribe to an agreed upon healthcare delivery model. Quality care must be patient centric and consistent. Achieving a high standard of care is best achieved through the leveraging of technology and removal of system-wide silos. When you leverage technology, you obtain more real time data that can be used to drive results. Technology also enables us to simplify processes, which can result in expense reductions while improving patient outcomes.

Technology is most viable when hospitals are working as a cohesive system. Hospitals that are part of larger systems, such as Broward Health, must cease acting as independent silos and instead marry their objectives with enterprise and national health initiatives. We win as a team and lose as a silo. Medical schools and teaching hospitals are very concerned about the growing problem of student and physician stress, burnout and depression. Organizational leaders must continue to help students and residents maintain their resilience as they encounter the challenges of a rapidly changing healthcare environment.

Physicians should be trained at every stage to assess and address their own stress and burnout. AAMC member institutions are training students and clinicians to know when to ask for help. Health system leaders can act at multiple levels. Interventions to address learner well-being, such as counseling programs, mind-body skills training, curricular changes, and group-based faculty mentoring, are being created at medical schools and in residency training programs.

These programs also help reduce the fear of stigma and professional consequences, increasing the chance that students and residents seek the help they need.

Most importantly, institutions can establish a program led by a chief wellness officer to help make well-being a priority, identifying workplace issues that contribute to burnout, and then working toward solutions and changing the culture.

Medical schools, health systems and other organizations can join the National Academy of Medicine's Action Collaborative on Clinician Well-Being and Resilience, a network dedicated to promoting well-being across all career stages and specialties.

For too long, our fee-for-service reimbursement system has provided incentives for providers to develop services that generate revenue based on more utilization caring for people who are sick , when our patients obviously would prefer less utilization to be healthy. There will always be a role for hospitals to care for the sick and injured, but if we are going to truly bend the cost curve and be successful in the world of population health, we must find new ways to align our incentives with our patients' incentives, so that "improving the health of our community" is not only a clinical goal for providers, but a financial goal as well.

Be more aggressive in adapting to industry changes. Healthcare has been a constant for many years. We do change and adjust to all the issues and the challenges we face through reimbursement or cost or anything around that, but we're extremely slow at predicting what the future's going to hold and being willing to change our business models to reflect that. So we have to be much more aggressive around that.

Provide more opportunities for new talent.

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The healthcare workforce is mostly always in the frontline of disasters — whether manmade, pandemic or natural disasters. During disasters, all available resources are needed to further help the healthcare workforce. Naturally, healthcare professionals are trained to respond to these things.

Being equipped to do that depends on the measures taken to keep our healthcare workers safe, such as providing personal protective equipment PPE , the personal risks they consider, and the overall value healthcare professionals see in their job.

With most disasters, a high percentage of victims usually come from minority, underprivileged, homeless and chronically ill populations. A way to address that problem is by providing enough resources to ensure that facilities locate the people in these categories, instead of expecting them to find their way to hospitals and clinics.

The shortage in healthcare workforce was obvious when, at some point, limited testing was being conducted and contact tracing became difficult as the number of new COVID cases increased daily.

One emerging healthcare trend during this viral outbreak that could continue post-pandemic is the adoption of the Uniform Emergency Volunteer Health Practitioner Act UEVHPA by many states, which permits out-of-state healthcare professionals to work once their licenses are verified. Learning from our shortcomings and increasing the healthcare workforce during emergencies will put everyone in a better position to give and receive care during a crisis.

The idea of large hospitals turning into health campuses is on the rise. This new healthcare trend will allow healthcare professionals to provide a structured community experience relating to healthcare services such as: elderly care, housing for healthcare professionals and employees, health clubs and fitness facilities, complex care.

According to the Food and Drug Administration FDA , only 28 percent of the factories that make active ingredients for pharmaceuticals for the domestic market are located in the U. There was a time when large percentage of drugs were manufactured domestically until recent years when a lot of drug-manufacturing companies moved overseas to countries like India and China.

Overseas drug manufacturing brought tax incentives and cheaper labor, but there have been instances of shortages in drugs and medical supplies since the outbreak of the pandemic due to border closures, change in exportation policies, and work interruptions.

In the last few months there have been talks about lawmakers confronting this problem and will hopefully continue to find a solution going forward. With companies like Pfizer having more of their manufacturing infrastructures in the U.

The effect of the pandemic on the economy is pushing companies and employers to reduce costs wherever possible. This makes a case for Health Reimbursement Accounts HRAs : an employer-funded healthcare package in which employers reimburse employees for medical expenses, and in some instances, cover health insurance premiums instead of providing insurance as a company to employees. This gives employers the chance to have more certainty over their healthcare costs and, in the same track, gives employees more flexibility to choose healthcare providers, plans and services.

Private health plans will equally devolve financial medical cost risk from the government and compete on cost, quality and patient experience.

Another healthcare trend that could emerge involves health insurance coverage not being linked to jobs, which means that coverage and access to healthcare can become more stable over time. These emerging trends will only improve post-pandemic healthcare insurance options. Although COVID has had devastating effects on the country and around the world, it has also underlined the need for new emerging healthcare trends to keep everyone healthy, safe and well cared for in the future.

It has allowed us to balance the scales in terms of what we need to move forward and what healthcare trends will stop trending and become failsafe. Apply Now. Back to Blog. Positive Changes in Healthcare That Came From The Pandemic Urgent care pediatrics With new discoveries still being made about COVID, it is still unclear how susceptible children are to the infection when compared with adults and how effective the transmission is in children when compared to adults.

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