The countdown is on for the 2017 opening of the new Lucile Packard Children’s Hospital Stanford

http://www.stanfordchildrens.org/en/about/news/releases/2017/countdown-for-opening-of-new-hospital?source=homepage-banner#.WRIvnTcFKhI.facebook

Lucile Packard Children's Hospital Stanford - New Hospital

More than doubling its current size, the expanded children’s hospital will transform the patient experience through family-centered design and technological innovation, while setting new standards for sustainability in hospital design

Palo Alto, Calif. – Nearly a decade in the making, Lucile Packard Children’s Hospital Stanford announces its countdown to the debut of its new pediatric and obstetric hospital campus, slated to open in December 2017.  With a mission to lead the way in family-centered care, the Packard Children’s expansion will more than double the size of the existing campus by linking the original hospital with a new main building, bringing the total hospital space to measure 844,000 square feet.

“This will be the nation’s most technologically advanced, environmentally sustainable and family-friendly hospital for children and expectant mothers,” said Christopher G. Dawes, chief executive officer. The top-ranked children’s hospital in Northern California is at the center of the Stanford Children’s Health enterprise, which is the largest in the Bay Area exclusively dedicated to pediatric and obstetric care.

The new, 521,000 square foot facility and surrounding 3.5 acres of healing green space and gardens were designed in partnership with patients, families, and every level of hospital staff and faculty to ensure all areas of need were accounted for.

“When my mother founded this hospital, she envisioned a place where children and families could receive truly healing care,” said Susan Packard Orr. “She saw the power that nature had to heal and uplift. I’m proud that we have carried her vision forward, with world-class sustainability and holistic elements throughout the new hospital. Everything we do at this hospital will have an eye to ensuring that generations to come will be healthier.”

Epic, Cerner hold majority of EHR market share in acute care hospitals

Epic, Cerner hold majority of EHR market share in acute care hospitals

technology, EHR, EMR, doctor, physician, tablet

A new report from KLAS found Epic and Cerner each held about one-quarter of the acute care hospital EHR market share in 2016. Epic had 25.8 percent of the market, while Cerner had 24.6 percent. Meditech followed close behind, claiming the next biggest share of the market at 16.6 percent. McKesson and athenahealth were closer to the bottom of the pack, with 4.6 percent and 1.6 percent respectively.

These findings come as small hospitals are increasingly making EHR purchasing choices. KLAS found hospitals with less than 200 beds made 78 percent of EHR purchasing decisions in the United States in 2016.

Despite claiming their own unique portions of the market, each vendor went through a different experience in 2016.

With the largest market share, Epic is the “[s]ix-year leader in net acute care hospital growth.” Additionally, KLAS identified only two hospitals that left Epic in 2016, both of which did so involuntarily because they were spun off or acquired.

Cerner had the second-largest percentage of the market, primarily due to its wins in the small hospital space. “Small hospitals moved to Cerner more than any other vendor in 2016,” the KLAS report said. Though these hospitals seem to like Cerner CommunityWorks due to its integration functionalities, many community hospitals lamented both Cerner’s and Epic’s lack of customization capabilities.

Meditech claimed nearly 17 percent of the market, but many of its customers were wary of its ability to provide for their needs going forward. Still, Meditech snatched 17 new hospitals in 2016, and according to KLAS, “there are early indications that the release of Meditech’s integrated ambulatory offering and new development on the inpatient side are changing the market’s perception” of the vendor.

McKesson had 4.6 percent of the market. However, the vendor saw a “[s]ignificant decline in Paragon market share.” KLAS found few of McKesson’s Paragon EHR users were pleased with the system’s functionality.

athenahealth only claimed 1.6 percent of the market in 2016. Nevertheless, the vendor “[h]as maintained significant energy since entering the acute care market in 2015.” In fact, the “number of hospitals that contracted with athenahealth more than doubled in 2016,” according to KLAS. While one-third of its wins were in hospitals with more than 25 beds, the other two-thirds were in critical access hospitals.

Other notable vendors include CPSI, Medhost and Allscripts. Though it held 10.8 percent of the market, KLAS found CPSI wasn’t frequently considered among community hospitals. Medhost, which held 4 percent of the market, had a slight decrease in its overall acute care market share. Allscripts, however, had a net gain in 2016 and possessed 3.5 percent of the market.

The Impact of the ACA’s Medicaid Expansion on Hospitals’ Uncompensated Care Burden and the Potential Effects of Repeal

http://www.commonwealthfund.org/publications/issue-briefs/2017/may/aca-medicaid-expansion-hospital-uncompensated-care

Abstract

Issue: By increasing health insurance coverage, the Affordable Care Act’s Medicaid eligibility expansion was also expected to lessen the uncompensated care burden on hospitals. The expansion currently faces an uncertain future.
Goal: To compare the change in hospitals’ uncompensated care burden in the 31 states (plus the District of Columbia) that chose to expand Medicaid to the changes in states that did not, and to estimate how these expenses would be affected by repeal or further expansion.
Methods: Analysis of uncompensated care data from Medicare Hospital Cost Reports from 2011 to 2015.
Findings and Conclusions: Uncompensated care burdens fell sharply in expansion states between 2013 and 2015, from 3.9 percent to 2.3 percent of operating costs. Estimated savings across all hospitals in Medicaid expansion states totaled $6.2 billion. The largest reductions in uncompensated care were found for hospitals in expansion states that care for the highest proportion of low-income and uninsured patients. Legislation that scales back or eliminates Medicaid expansion is likely to expose these safety-net hospitals to large cost increases. Conversely, if the 19 states that chose not to expand Medicaid were to adopt expansion, their uncompensated care costs also would decrease by an estimated $6.2 billion.

Background

Prior to the Affordable Care Act (ACA), childless, nondisabled adults were ineligible for Medicaid in most states. The ACA allowed states to expand eligibility to nonelderly adults with incomes up to 138 percent of the federal poverty level (roughly $16,400 for an individual and $33,600 for a family of four in 2017). As of March 2017, 31 states and the District of Columbia had expanded Medicaid, while 19 states had not.1

One intended benefit of the Medicaid expansion was to reduce uncompensated care burdens that hospitals face. Uncompensated care is any treatment or service not paid for by an insurer or patient. We define uncompensated care costs as the sum of a hospital’s losses on both charity care (when hospitals forgo or reduce the cost of care) and bad debt (when hospitals bill for services but cannot collect payment).

Our previous research, detailed in a 2016 Health Affairs article, found that hospitals in Medicaid-expansion states experienced a sizeable reduction in their uncompensated care costs between 2013 and 2014, from 4.1 percentage points to 3.1 percentage points of operating costs.2 To see if this uncompensated care decrease has continued, we extended our analysis to 2015 and explored which hospitals saw the greatest decreases in uncompensated care costs.

This issue brief is intended to guide decisions around a possible ACA repeal and further state Medicaid expansions, as well as inform policies aimed at alleviating hospitals’ uncompensated care burden. In 2015, U.S. hospitals provided a total of $35.7 billion in uncompensated care, according to the American Hospital Association.3 However, this burden is unevenly distributed. Safety-net hospitals care for a larger-than-typical share of low-income and uninsured patients. In the past, Medicare and Medicaid disproportionate share hospital (DSH) payments provided significant financial relief to safety-net hospitals. But the ACA mandates a sizeable reduction in DSH payments.

Findings

Uncompensated Care Declines in Expansion States Are Substantial Relative to Profit Margins

To identify trends in uncompensated care burdens for hospitals in expansion and nonexpansion states, we used data from Medicare Hospital Cost Reports to create a sample of 1,154 hospitals that report financial data for the calendar year. Focusing on hospitals within the 75th percentile, 50th percentile, and 25th percentile of the uncompensated care cost distribution, we found that between 2013 and 2014, these costs markedly declined in expansion states, and this downward trend continued into 2015 (Exhibit 1). The trajectories of uncompensated care costs were similar for hospitals across the three percentiles. In contrast, we found no similar break from historical trend in nonexpansion states.

 

Why supply chain is a healthcare leader’s most strategic asset

http://www.beckershospitalreview.com/supply-chain/why-supply-chain-is-a-healthcare-leader-s-most-strategic-asset.html

Image result for Why supply chain is a healthcare leader's most strategic assetImage result for Why supply chain is a healthcare leader's most strategic asset

Healthcare’s movement toward value-based care is not only underscoring the importance of an efficient healthcare supply chain, but also redefining the supply chain leader role.

Once a very transactional process, the supply chain is now considered a core competency for hospitals to reduce waste and lower costs, while supporting patient care initiatives. More and more, supply chain leaders are also taking a seat in C-suite discussions to help executives mitigate potential financial penalties and make more informed decisions under the ever-changing value-based care programs.

To ensure they’re using devices and medical supplies in the most efficient ways possible, hospitals must turn to data, according to Peter Mallow, PhD, program director of health economics, market access and reimbursement for Dublin, Ohio-based Cardinal Health.

Dr. Mallow and Steve Thompson, director of strategic solutions for Cardinal Health, recently spoke with Becker’s Hospital Review about the evolving role of supply chain leaders and shared strategies for using data to better inform patient care and reduce supply chain inefficiencies.

Hackensack Meridian Health, JFK Health sign definitive agreement to merge

http://www.beckershospitalreview.com/hospital-transactions-and-valuation/hackensack-meridian-health-jfk-health-sign-definitive-agreement-to-merge.html

Image result for Hackensack Meridian Health, JFK Health sign definitive agreement to mergeImage result for JFK Health

The boards of trustees of Edison, N.J.-based JFK Health and Hackensack Meridian Health, also in Edison, signed a definitive agreement to merge the two health systems following five months of due diligence.

The transaction is subject to regulatory approval. If the merger is successful, the combined entity will consist of a total of 15 hospitals and academic medical centers, along with a network of physician practices, ambulatory surgery centers, assisted living facilities and outpatient centers, among other health facilities. The merged entity will employ a staff of more than 33,000 individuals and more than 7,000 physicians.

The organizations first revealed plans to affiliate in November 2016.

The financial terms of the deal were not disclosed.

“Choosing the right partner that provides the highest-quality care and value to the communities we serve is essential. We are thrilled JFK wants to be part of Hackensack Meridian Health. We believe JFK Health will be a great addition to our network,” said Robert Garrett, co-CEO of Hackensack Meridian Health. “We will continue to improve the well-being of communities with more cost-effective care that delivers quality, safe outcomes, clinical excellence and a superior experience.”

“In a rapidly changing healthcare environment that stresses the efficient delivery of care, this merger strengthens and aligns our two organizations to maximize our population health initiatives and increase access for everyone,” said Raymond Fredericks, president and CEO of JFK Health. “Hackensack Meridian Health’s culture of caring is one that matches our values and principles sustained during JFK’s 50-year history.”

 

CHS records $199M net loss, says divestiture spree is over

http://www.beckershospitalreview.com/finance/chs-records-199m-net-loss-keeps-focus-on-performance-improvement.html

OR Efficiencies

Franklin, Tenn.-based Community Health Systems posted a net loss of $199 million in the first quarter after recording net income of $11 million in the same period of the year prior.

CHS said revenues dipped to $4.49 billion in the first quarter of this year, down from $4.99 billion in the same period of 2016. The decrease in revenue was attributable, in part, to lower patient volume. On a same-facility basis, admissions were down 1.5 percent in the first quarter of this year. When adjusted for outpatient activity, admissions decreased 1.4 percent year over year.

Although CHS kept operating expenses in check in the first quarter, one-time charges took a toll on the company’s bottom line. CHS said its first-quarter financial results included $250 million in impairment charges and losses related to the sale of some of its hospitals.

Commenting on the company’s financial results, CHS Chairman and CEO Wayne T. Smith said, “We are focused on performance improvements that we believe will yield additional efficiencies as we move through 2017. At the same time, we are making progress with our portfolio rationalization strategy as we work to create a stronger, more sustainable company for the future and further reduce our debt.”

To improve its finances and reduce its nearly $15 billion debt load, CHS put a turnaround plan into place last year. As part of the plan, the company is selling off 30 hospitals, which includes 11 hospitals it divested this week. Twelve other transactions are under definitive agreement and seven are under letter of intent, Mr. Smith said on a first quarter earnings call Tuesday.

“We’re about finished with our divestiture process, this 30 just about lines it up,” said Mr. Smith. “There may be one or two more, but we are not specifically thinking about doing anything significant for the rest of the year.”

 

Why an Interim Leader Might Be Right for Your Hospital Now

http://go.healthtechs3.com/webmail/65212/301376317/512fd82f27c1c374fcb87b63770e819d

Upcoming Webinar

Hospitals face difficult transitions every time a leader departs; maintaining momentum, restoring trust with the board, physicians and staff, financial turnarounds, and more.  The right interim leader – at the right time – can provide the expertise and guidance to steer the hospital through difficult straits, often providing the right combination of new strength and leadership for rapid financial or operational turnarounds (or even just a cultural change) when it would be tough for an incumbent to make the necessary changes.  While transitions can be somewhat scary, the right interim can ease the fears of the hospital and the community just by having a “seasoned” pro ready to step in when you need expert help.

Upon completion of the webinar, participants will understand:

  • What the right interim can mean for your organization
  • How s/he can provide unbiased continuity and stability for the institution and its staff and do the sometimes necessary “heavy lifting”
  • How to define what the right interim leader looks like – traits, skills, and fit

Please click here to view details and register.
Register

Cleveland Clinic’s Toby Cosgrove to step down, search begins for new president and CEO

http://www.fiercehealthcare.com/healthcare/cleveland-clinic-s-toby-cosgrove-to-step-down-search-begins-for-new-president-and-ceo?utm_medium=nl&utm_source=internal&mrkid=959610&mkt_tok=eyJpIjoiTm1Oak9EZzNZMkZoTVdKaSIsInQiOiJZY0d6WGVEUmR2S3dTaW5uMFBUWTZWXC9YekZySGpibUJNUWR0Mks3cVZORVZ2ZUZxQVdlcGRseCtiR0JhYUZoVXo0c0RsRHZ0eUVrZzJqRVNDZEdTcVU3S0JTNGEycktPOFNyYkFCeTdRNFpPK3pTNE1wRE1jWHZYbzJKbHp2dVkifQ%3D%3D

Cosgrove_At_State_Of_The_Clinic(Credit:Stephen_Travarca/Cleveland_Clinic)

One of the country’s most influential healthcare leaders plans to hang up his hat later this year.

Toby Cosgrove, M.D., who has served as president and CEO of the Cleveland Clinic for nearly 13 years, announced this morning he intends to step down. He will continue serving as an adviser for the multispecialty academic hospital.

The organization will begin the search for his successor immediately. In keeping with its model as a physician-led institution, the new president and CEO will also be a practicing physician.

Cosgrove was a cardiac surgeon for nearly 30 years before becoming CEO of Cleveland Clinic in 2004. Since then, he has led initiatives that have gained international and national recognition, particularly his focus on improving the patient experience and reorganizing clinical services into a patient-centered care model.

Cosgrove coined the phrase “Patients First” at the institution and was the first to hire a chief patient experience officer, a position that is now a fixture in many hospitals across the country. He also has implemented same-day medical appointments for patients who request them.

“It is an honor and a privilege to be a part of an extraordinary and forward-thinking organization that puts patients at the center of everything we do,” Cosgrove said in an announcement. “Cleveland Clinic’s world-class reputation of clinical excellence, innovation, medical education and research was created and will be maintained by the truly dedicated caregivers who work tirelessly to provide the best care to our patients.”

Under his direction, the Cleveland Clinic has grown into an $8 billion health system with locations in Ohio, Florida, Nevada, Canada and Abu Dhabi. It also will open a facility in London in 2020. The organization is Ohio’s largest employer with more than 50,000 caregivers.

Cleveland Clinic is also a leader in patient care. It was ranked No. 2 in the nation last year by U.S. News & World Report, which also ranked its heart program as No. 1 in America for 10 years in a row.

“The goal of any leader is to leave an institution better than you found it. Without a doubt, Toby has done that,” Cleveland Clinic Board of Directors Chairman Bob Rich said in the announcement. “Our world-class reputation has only grown over the past 13 years, as he has led Cleveland Clinic through a period of dramatic growth and worldwide expansion.”

In recent years, Fortune has also named Cleveland Clinic one of the best workplaces in healthcare. During his tenure, Cosgrove has led major wellness initiatives for both patients and employees, banning smoking on all campuses, adopting a policy not to hire smokers, offering employees free memberships to Weight Watchers and gyms, eliminating fried foods from the hospital cafeteria, opening weekly farmer’s markets in the summer and fall and creating an employee health insurance program that offers discounts for physical activity or for enrollment in a disease management program.

He was a frontrunner twice to serve as the secretary of the Department of Veteran Affairs, most recently as President Trump’s pick to oversee the embattled agency. But he had to turn down the position because he couldn’t get out of his commitment to the Cleveland Clinic.

Under fire from hospitals, legislator drops measure requiring reports of superbug deaths

http://www.latimes.com/business/la-fi-superbug-death-certificate-bill-20170427-story.html

Patients are tested for the presence of the deadly, antibiotic-resistant bacteria known as CRE by pl

After complaints from California hospitals and physicians, a state legislator has stripped his bill of a measure that would have required doctors to record deadly infections on death certificates.

The California Hospital Assn. and the California Medical Assn. wrote letters saying they opposed the plan by state Sen. Jerry Hill (D-San Mateo). The measure would have required physicians to include drug-resistant bacterial infections on the death certificate if in their opinion it helped cause a person’s death.

Underreporting of hospital-acquired infections is a problem across the country. California health officials do not track deaths from these infections, which experts say are preventable if hospitals use effective sanitary controls including ensuring that staff members wash their hands.

Hospitals have long fought efforts for more disclosure of the number of infections. The hospitals can face lawsuits and government financial penalties if they are found to have lax sanitary controls.

In a March 22 letter, the California Hospital Assn. wrote that it had “great concern” about the measure, in part because patients suffering from infections often have other diseases and problems that may contribute to their deaths.

“We fear that data obtained through death certificates alone do not represent a reliable way to determine causation and ultimately, we suspect that these data will not be interpretable, nor actionable,” the group wrote. The letter was also signed by the Infectious Disease Assn. of California.

In another letter, the California Medical Assn. said its physician members believed that the language in the bill “will increase confusion and is unlikely to result in reliable data.”

Hill said in an interview that he believed his amended bill would still improve reporting of drug-resistant infections so that health officials can look for dangerous trends and take measures to stop them.

The bill, SB 43, would require hospitals and labs to annually report the number of patients testing positive for superbugs that federal officials have identified as “urgent, serious, or concerning.” The name of the hospitals would not be revealed.

The state would also be required to develop a method for estimating the number of deaths from each superbug.

The Times reported in October about the death of Sharley McMullen at Torrance Memorial Medical Center. Doctors detailed in McMullen’s medical records how she died of a superbug that sickened her after a surgery and other procedures at the hospital. McMullen’s doctor did not list the bacteria on her death certificate.

A 2014 study by University of Michigan researchers showed how often death certificates are wrong. The group concluded that infections would replace heart disease and cancer as the leading causes of death in hospitals if the count was performed by looking at patients’ medical billing records rather than death certificates. Billing records show what patients were being treated for.