Enhancing Physician Performance
Author | : Scott B. Ransom |
Publisher | : |
Total Pages | : 649 |
Release | : 2000 |
Genre | : Hospital-physician relations |
ISBN | : 9780924674778 |
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Author | : Scott B. Ransom |
Publisher | : |
Total Pages | : 649 |
Release | : 2000 |
Genre | : Hospital-physician relations |
ISBN | : 9780924674778 |
Author | : James R. Langabeer II |
Publisher | : Taylor & Francis |
Total Pages | : 220 |
Release | : 2018-02-12 |
Genre | : Business & Economics |
ISBN | : 1351584944 |
Healthcare Organizations offer significant opportunities for change and improvement in their overall performance. Hospitals and clinics are generally large, complex, and inefficient, and need serious development in process workflow and management systems, which will ultimately lead to better patient and financial outcomes. The National Academy of Medicine has stated that hospital systems are broken, and that they must begin by "... improving hospital efficiency and patient flow, and using operational management methods and information technologies." In fact, costs and quality are two of the important aspects of the "triple aim" in healthcare. One area that offers significant potential for improvement is through the application of performance improvement methods to patient and process flows. Performance improvement has a significant impact on a hospital’s over financial and strategic performance. Performance improvement involves the deployment of quantitative and scientific methods to model and influence the functioning of organizations. Performance improvement professionals are tasked with managing a variety of activities, such as deploying new information technologies, serving as project managers for construction events, re-engineering departmental process workflow, eliminating bottlenecks, and improving the flow and movement of patients between resource-intensive clinical areas. All of these are high risk, and require use of advanced, sophisticated methods to improve efficiency and quality, while minimizing disruptions from change. This updated edition is a comprehensive and concise guide to performance improvement in healthcare. It describes the management engineering principles focused on designing optimal management and information systems and processes. Case studies and examples are integrated throughout all chapters.
Author | : Mark Hertling |
Publisher | : RosettaBooks |
Total Pages | : 0 |
Release | : 2016 |
Genre | : Health services administration |
ISBN | : 9780795348082 |
Physicians hold the key to improving healthcare, but few doctors get trained in the leadership necessary to turn it. Gen. Mark Hertling applies his four decades of military leadership to the world of healthcare, resulting in profoundly constructive training that can help doctors reshape and reenergize any healthcare organization in America today.
Author | : Christine N. Micklitsch |
Publisher | : Medical Group Management Assn |
Total Pages | : 140 |
Release | : 1996-09 |
Genre | : Business & Economics |
ISBN | : 9781568290782 |
This book guides you through the process, covering such essential steps as the movement toward physician performance management, the physician leader's role, conducting the review, integrating compensation and addressing physician behavior.
Author | : Trevor L. Strome |
Publisher | : John Wiley & Sons |
Total Pages | : 246 |
Release | : 2013-10-02 |
Genre | : Business & Economics |
ISBN | : 1118760158 |
Improve patient outcomes, lower costs, reduce fraud—all with healthcare analytics Healthcare Analytics for Quality and Performance Improvement walks your healthcare organization from relying on generic reports and dashboards to developing powerful analytic applications that drive effective decision-making throughout your organization. Renowned healthcare analytics leader Trevor Strome reveals in this groundbreaking volume the true potential of analytics to harness the vast amounts of data being generated in order to improve the decision-making ability of healthcare managers and improvement teams. Examines how technology has impacted healthcare delivery Discusses the challenge facing healthcare organizations: to leverage advances in both clinical and information technology to improve quality and performance while containing costs Explores the tools and techniques to analyze and extract value from healthcare data Demonstrates how the clinical, business, and technology components of healthcare organizations (HCOs) must work together to leverage analytics Other industries are already taking advantage of big data. Healthcare Analytics for Quality and Performance Improvement helps the healthcare industry make the most of the precious data already at its fingertips for long-overdue quality and performance improvement.
Author | : Steven T. Valentine |
Publisher | : Jones & Bartlett Learning |
Total Pages | : 392 |
Release | : 2001 |
Genre | : Health & Fitness |
ISBN | : 9781567261028 |
Medical Group Management: Strategies for Enhancing Peformance is a book that should be read and understood by physicians and administrators dedicated to creating successful health care delivery systems. today we find ourseves at a significant juncture in miedical practice, when optimal business practices will determine the winners and losers among medical groups. Preferving the enduring and critical relationship between doctors and their patients now depends more than ever on careful strategic planning and execution by medical management.
Author | : Richard J. Priore, ScD, MHA, FACHE, FACMPE |
Publisher | : Springer Publishing Company |
Total Pages | : 281 |
Release | : 2021-01-15 |
Genre | : Medical |
ISBN | : 0826144640 |
The increasing pressure on the bottom line of healthcare provider organizations requires leaders who understand and can adeptly apply the basic principles of effective financial and operations management. To be successful in today's environment leaders must simultaneously improve quality and service while reducing expense. Improving Financial and Operations Performance: A Healthcare Leader's Guide is a collection of proven effective tips, tools, and techniques accumulated from real-world challenges and lessons learned logically organized to provide a straightforward approach to planning, assessing, managing, and monitoring a business enterprise to improve profitability. This book provides a clear, step-by-step "how to" approach for both new and experienced leaders seeking a leg up in tackling the myriad of common and complex challenges they are facing including conducting a budget variance analysis, managing labor and non-labor productivity and expense, performing a comprehensive financial condition analysis, growing profitable volume and market share, developing an effective business case for improving quality, and evaluating the financial impact of a future project. Written for clinical and administrative leaders working in the trenches, it provides practical and applicable tools with relevant, real-world, and replicable case study examples. The essential value of Improving Financial and Operations Performance: A Healthcare Leader's Guide is improving decision-making effectiveness, enhancing operations efficiency know-how, and developing strong financial management acumen to overcome the challenges in today's healthcare environment. Key Features: Author experience with extensive expertise as a former investor-owned hospital CEO, integrated health system vice president, managing director for the renowned turnaround experts, the Hunter Group, and graduate business school professor in management, finance, and economics. Realistic case examples to apply the key lessons through detailed practical and relevant case studies using clear step-by-step instructions. Calls-to-action at the end of each chapter with critical leadership imperatives to help prioritize and focus efforts on what matters most. Comprehensive glossary of key terms and concepts using plain easy to understand language. Appendices and Excel templates containing easy-to-use plug-and-play financial worksheets, checklists, best practice pathways, and performance assessments.
Author | : Robert J. Marder |
Publisher | : Hcpro, a Division of Simplify Compliance |
Total Pages | : 0 |
Release | : 2013 |
Genre | : Professional standards review organizations (Medicine) |
ISBN | : 9781601469656 |
Effective Peer Review The Complete Guide to Physician Performance Improvement, Third Edition Robert J. Marder, MD Peer review continues to rate as a top problematic issue in healthcare organizations. Even if they are meeting regulatory standards, most organizations struggle to develop a peer review program that is meaningful to physicians, causing them to become resistant to this performance measurement tool. This new edition explains the connection between peer review, OPPE, and FPPE. It also contains updated information on OPPE and FPPE as related to The Joint Commission''s standards. This book also incorporates three previous books: Effective Peer Review, Peer Review Best Practices, and Measuring Physician Competency. Now readers have one, all-encompassing resource to answer their peer review and physician performance questions. This completely updated book will help you: Engage physicians in the peer review process Create tools to recognize and celebrate excellence Design OPPE profiles and create a plan for distributing the information to physicians Eliminate bias and improve case reviewer efficiency Determine if your peer review policies comply with regulatory standards Take a look at the Table of Contents: Chapter 1: Peer Review: Why Do We Need to Measure Physician Competence? What Peer Review Is What Peer Review Is Not Who Is a Peer? Impartiality and Conflicts of interest Sham Peer Reviews The Duty to Perform Effective Peer Review Should Physicians Be Paid to Perform Peer Reviews? Chapter 2: From Punitive to Positive: Creating a Performance Improvement Culture for Peer Review How Can Culture Change? Values of a Performance Improvement-Focused Peer Review Culture Peer Review and the Just Culture Chapter 3: Legal Considerations: Impact of Regulations and Liability on Peer Review Redefining Peer Review: OPPE, FPPE, and the Core Competencies How the Standards Apply Peer Review Protection Laws Affirmative Duty to Keep Information Confidential Fair Hearings The National Practitioner Data Bank Negligent Peer Review Chapter 4: Peer Review Structures: The Impact of Multi-Specialty Peer Review Peer Review Structures: Three Primary Functions Goals for Peer Review Redesign Basic Peer Review Models Who Should Oversee Peer Review? Selecting the Right Model Physician Behavior: Who Should Handle It? Chapter 5: Measuring Physician Performance: What to Measure and How to Do It Fairly? What Is a Physician Performance Indicator? Indicator Validity: Selecting Physician-Driven Measures What Are You Required to Measure? What to Measure: Structure, Process, and Outcome How to Measure Physicians Fairly: Review, Rate, and Rule Indicators Understanding and Improving Risk- Adjusted Data Using Perception Data to Evaluate Physician Performance Case Study Indicator Selection Chapter 6: Case Review: Reducing Bias and Improving Reviewer Efficiency and Effectiveness Standardizing the Case Review Process Case Identification and Screening Physician Reviewer Assignment Physician Review and Initial Case Rating Initial Committee Review and Physician Input Committee Decision and Improvement Opportunity Identification Communication of Findings and Follow-Up Accountability Case Rating Systems Case Review and the Electronic Age Chapter 7: Selecting Physician-Driven Measures for OPPE: Understanding and Applying the Six Core Competencies ACGME, ABMS, and The Joint Commission: Where Did the Core Competencies Come From and How Are They Used? Alternative Frameworks to the Core Competencies Using the Competency Statement and Expectations to Drive Physician Performance Measures Applying the Core Competencies to OPPE Chapter 8: Physician Data Attribution: Making OPPE Data Meaningful to Individual Physicians Using Imprecise Data for OPPE Attribution and Case Review Improving Attribution for Process Measures Outcome Measure Attribution in a Multiple-Provider World Attribution and Patient Satisfaction Data Chapter 9: Evaluating OPPE Data: Using Benchmarks and Targets for FPPE and the Pursuit of Excellence Understanding Normative Data Interpreting OPPE Data for a Time Interval How to Set Indicator Targets Targets for Indicator Types Interpreting OPPE Data for Trends Chapter 10: From OPPE to FPPE: Creating Accountability for Physician Performance Improvement Accountability for FPPE Initiation, Monitoring, and Follow-Up Designing an Effective FPPE Plan Getting Physician Buy-In for Improvement Opportunities and FPPE What Happens If FPPE Fails? Chapter 11: OPPE Profiles and Physician Performance Feedback: Practical Principles for Competency Report Design and Distribution OPPE Profile and Physician Performance Feedback Report: What Is the Difference? Designing the Report Define the Principles: 10 Questions to Guide Your Design Create a Format That Reflects the Design Principles Preparing and Distributing Competency Data Reports Develop the Infrastructure and Support Materials Pilot-Test Your Design Create a Policy for Physician Competency Reports Chapter 12: External Peer Review in a Physician Improvement Culture EPR Uses The EPR Policy What Circumstances Typically Require EPR? Who Determines When EPR Is Needed? Who Will Select the Reviewer? How Will the Cases Be Selected? Who Will Review the EPR Report Findings? How Will the Results Be Used? Beyond Case-Based EPR: Physician Assessment Programs Chapter 13: Reporting Peer Review: What Does the Board Need to Know? Contemporary Board Accountabilities for Hospital Quality What Keeps the Board Awake at Night? Filling In the Knowledge Gap: Helping Boards Understand Physician Competency Measurement What Data Should the Board Get? Chapter 14: Running an Effective Peer Review Committee Meeting Elements of an Effective Meeting Role of the Committee Chair Responsibilities of Committee Members in Meeting Preparation and Management Practical Tips for Managing Committee Discussion to Avoid Wasting Physician Time Chapter 15: Beyond the Hospital Walls: Peer Review in Ambulatory Care and ACOs Why Would You Want to Do Peer Review in a Nonhospital Setting? Can You Do Peer Review in the Nonhospital Setting? What Data Can You Obtain From the Hospital and What Are You Willing to Share? Peer Review Outside the Hospital: How Should You Organize It? Peer Review Outside the Hospital: What Can You Measure? Chapter 16: Creating Effective Peer Review Policies and Procedures What Do Your Policies and Procedures Need to Cover? Redesigning Your Peer Review Program: A Step-by-Step Guide Should You Do This Yourself or Get Some Help?
Author | : Donald Lighter |
Publisher | : Jones & Bartlett Learning |
Total Pages | : 461 |
Release | : 2011 |
Genre | : Business & Economics |
ISBN | : 0763764493 |
Amidst a deepening crisis in U.S. health care, Advanced Performance Improvement in Health Care provides a results-oriented approach to rehabilitating an ailing healthcare system. With his innovative, instructive strategies, Lighter offers a welcome road map to guide meaningful change in the industry and to equip healthcare managers to meet 21st century challenges. Advanced Performance Improvement in Health Care: Principles and Methods provides healthcare educators, leaders, and clinicians with the specific knowledge and tools vital for creating and advocating for quality-centric, next-generation healthcare organizations. This unique compilation of management, analytical, and statistical methods and techniques serves as a comprehensive guide to harnessing todays technology and developing a culture of quality that delivers sustainable, quantifiable value in healthcare organizations.
Author | : William Winston |
Publisher | : Routledge |
Total Pages | : 491 |
Release | : 2014-02-04 |
Genre | : Business & Economics |
ISBN | : 1317948637 |
Medical Group Management in Turbulent Times: How Physician Leadership Can Optimize Health Plan, Hospital, and Medical Group Performance provides you with proven methods and new strategies on how to deliver more effective health care, health products, and related services to patients and other consumers. Stressing physician leadership and proactive participation, this text will enhance your understanding of how a working relationship between practicing physicians and health care managers is a positive and necessary means for administering and managing quality health care now and in the future. Through units preceded by defined goals, projected outcomes, and outcome analyses, Medical Group Management presents material to you in a practical, comprehensive manner on topics such as: understanding values and relationships among physicians, hospitals, and health plans working together toward a common goal establishing trust and communication between physicians, hospitals, and health plans embracing change as a catalyst for the enhancement of medical practice understanding the physicians’role in the management of a consumer-focused medical group planning for shifts in medical practice away from intervention and toward prevention creating jointly developed plans and budgets predicated upon principles of continuous quality improvement, such as eliminating unnecessary patient paperwork and improving employees’morale and job satisfaction In addition, most units in this text feature a “factors to consider” category that advises you, for example, how to research competition, establish a target market, and research the demographics of a community before formulating a plan to increase your number of patients. Complete with recommendations, sample plans on how to market health services or better serve your patients, and suggestions on how to enhance quality care, Medical Group Management will give you the knowledge to successfully address problems and work together with other professionals in the health care community to provide quality services to patients and consumers now and into the next century.