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Executive Summary
The Great Divide: Social Media's Role in Bridging Healthcare's Generational Gap, Meredith M. Sarringhaus
Social media, a resource largely untapped in the healthcare field, presents opportunities
and advantages and, if used properly, can innovate healthcare and create
a competitive advantage for adopters. Many organizations have considered social
media but dismissed its advantages as fleeting products of the new generation entering
the workforce: the millennials. However, the millennial generation has assumed
a greater presence in clinical and administrative positions as the baby boomer generation
prepares for retirement. This article advocates the adoption of social media
in healthcare organizations as a strategic advantage in connecting with their patient
population and recruiting and retaining millennial staff amid the generational shift
of the healthcare workforce.
Executive Summary
Unveiling the Unicorn: A Leader's Guide to ACO Preparation, Paul Aslin
The great uncertainty surrounding healthcare reform provides little incentive for
action. However, as healthcare leaders wait for final rules and clarity about accountable
care organizations (ACOs), inaction is the inappropriate response. Several
central themes emerge from research about beginning the ACO process. Leaders
should be able to understand and articulate ACO concepts. They should champion
embracing cultural change while partnering with physicians. Inventory of skills and
capabilities should take place to understand any deficiencies required to implement
an ACO. Finally, a plan should be formed by asking strategic questions on each
platform needed to ensure performance and strategic goals are at the forefront of
decisions regarding structure and function of an ACO. It takes a visionary leader to
accept these challenges.
Executive Summary
Structure-Oriented versus Process-Oriented Approach to Enhance Efficiency for Emergency Room Operations: What Lessons Can We Learn?,Taik Gun Hwang, Younsuk Lee, and Hojung Shin
The efficiency and quality of a healthcare system can be defined as interactions
among the system structure, processes, and outcome. This article examines the effect
of structural adjustment (change in floor plan or layout) and process improvement
(critical pathway implementation) on performance of emergency room (ER) operations
for acute cerebral infarction patients. Two large teaching hospitals participated
in this study: Korea University (KU) Guro Hospital and KU Anam Hospital. The
administration of Guro adopted a structure-oriented approach in improving its ER
operations while the administration of Anam employed a process-oriented approach,
facilitating critical pathways and protocols. To calibrate improvements, the data for
time interval, length of stay, and hospital charges were collected, before and after
the planned changes were implemented at each hospital. In particular, time interval
is the most essential measure for handling acute stroke patients because patients'
survival and recovery are affected by the promptness of diagnosis and treatment.
Statistical analyses indicated that both redesign of layout at Guro and implementation
of critical pathways at Anam had a positive influence on most of the performance
measures. However, reduction in time interval was not consistent at Guro,
demonstrating delays in processing time for a few processes. The adoption of critical
pathways at Anam appeared more effective in reducing time intervals than the structural
rearrangement
at Guro, mainly as a result of the extensive employee training
required for a critical pathway implementation. Thus, hospital managers should
combine structure-oriented and process-oriented strategies to maximize effectiveness
of improvement efforts.
Executive Summary
Relevant Factors to Consider Prior to an Investor-Owned Acquisition of a Nonprofit Healthcare Entity
Kelvin Ault, Brad Childs, Charles F. Wainwright, and Marilyn Young
The purpose of this article is to explore the factors that affect the negotiations for an
acquisition of a nonprofit system by an investor-owned entity. The recent economic
downturn, accompanying credit crisis, and healthcare reform legislation will likely
encourage and accelerate the pace of merger and acquisition (M&A) transactions
between investor-owned entities and nonprofit hospitals. As many nonprofits are
smaller, more financially vulnerable, and more limited in their access to capital than
their investor-owned counterparts, nonprofits could be prime targets for investorowned
acquirers during the healthcare reform implementation period. In M&A
transactions of this type, the investor-owned acquirer typically is motivated to pursue
an acquisition when the deal promises an acceptable return on investment and
decreased operating costs from economies of scale. Alternatively, the nonprofit target
is typically seeking funding for upgrades to facilities and information technology systems
as well as a continued commitment to charity care and managed-care contracting
leverage. A successful acquisition of a nonprofit hospital by an investor-owned
company requires a careful analysis of relevant tax, economic, and strategic factors
prior to closing the deal. This article lists the most significant factors to consider in
these deals and explains how these factors should influence the purchase price and
postacquisition cash flow. |
