Allina nurses reject contract, remain on strike

http://www.startribune.com/allina-nurse-voting-underway/395751251/?utm_campaign=KHN%3A+Daily+Health+Policy+Report&utm_source=hs_email&utm_medium=email&utm_content=35296430&_hsenc=p2ANqtz-8gHTYiuu9s2-hzZYnd1K270pbRMyWvz5PDcZt1i3W3MLFf53479V9qmXTqnKTYCGtVf9r4rk273AF7mRMZfoQlf_qMDg&_hsmi=35296430

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Allina Health hospital nurses voted Monday night to reject a contract offer from their employer, increasing the likelihood that their walkout over health benefits, staffing and safety concerns will go down as the longest nursing strike in Minnesota history.

While the Minnesota Nurses Association had not recommended a “no” vote, many nurses said they felt Allina’s latest offer was too similar to one they rejected in August, and to the terms their union negotiators rejected during last-ditch negotiations in September to avert a strike.

A new sign reading “New Lipstick, Same Pig” appeared at the picket line outside Allina’s Abbott Northwestern Hospital in Minneapolis Monday morning, foreshadowing the vote result that the union announced at 10:30 p.m. in St. Paul.

While she declined to provide exact results, MNA executive director Rose Roach called the vote margin “resounding” and said it sent a clear message from front-line nurses to go back to the bargaining table. “Each of them voted with their conscience, and with their patients and their families in mind,” she said.

The results mean that strikes will continue at Abbott as well as United Hospital in St. Paul, Mercy Hospital in Coon Rapids, Unity Hospital in Fridley and the Phillips Eye Institute in Minneapolis.

More than 4,000 nurses have been on strike for 29 days, since Labor Day, after a one-week walkout in June. The state’s longest nursing strike, in 1984, lasted 38 days.

What is the value proposition of an Interim Executive?

What is the value proposition of an Interim Executive?

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In my experience dealing with buyers of interim services, the first and often most heavily weighed consideration is the cost of the interim resource.  The less sophisticated the decision maker, the more likely that they will be motivated primarily if not exclusively by cost.  This is because they do not get or choose to ignore the value proposition.  This has happened to me time after time.  Each time, I held my ground and demanded a fair premium for my services.  In each case, I told my client that if they did not find value in my services, they could terminate me without cause or notice.  Once they had a chance to experience what a sophisticated interim executive could provide, the cost issue was not raised again.  A decision maker that seizes an opportunity to buy interim services at a small or no premium should be worried about what they will be getting for their money.

California Health Care Foundation – Regional Markets Issue Brief (June 2016)

Click to access PDF%20AlmanacRegMktBriefOrange2016.pdf

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Orange County: Changing Market Fuels New Models of Provider Collaboration

http://www.chcf.org/publications/2016/06/regional-market-orange

California Health Care Foundation – Regional Markets Issue Brief (June 2016)

Click to access PDF%20AlmanacRegMktBriefSanDiego16.pdf

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SAN DIEGO: MAJOR PROVIDERS PURSUE COUNTYWIDE NETWORKS and NEW PATIENT CARE MODELS

http://www.chcf.org/publications/2016/07/regional-market-san-diego

Empire Building by the Bay: Consolidating Control of Hospitals and Physician Organizations in the Bay Area

http://www.chcf.org/publications/2016/01/empire-building?county=san_francisco

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California Health Care Foundation – Regional Markets Issue Brief (January 2016)

Click to access PDF%20AlmanacRegMktBriefSanFran16.pdf

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SAN FRANCISCO BAY AREA: MAJOR PLAYERS DRIVE REGIONAL NETWORK DEVELOPMENT

http://www.chcf.org/publications/2016/01/regional-market-san-francisco

California Health Care Foundation – Regional Markets Issue Brief (September 2016)

Click to access PDF%20AlmanacRegMktBriefLosAngeles2016.pdf

map of Los Angeles CountyCalifornia Health Care Foundation - Health Care That Works for All Californians

LOS ANGELES: THRIVING OR SURVIVING IN A FRAGMENTED MARKET

http://www.chcf.org/publications/2016/09/regional-market-los-angeles

Saint Vincent Hospital sued for firing six employees who refused flu shots

http://www.beckershospitalreview.com/legal-regulatory-issues/saint-vincent-hospital-sued-for-firing-six-employees-who-refused-flu-shots.html

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The Equal Employment Opportunity Commission is accusing Erie, Pa.-based Saint Vincent Hospital of religious discrimination, reports Erie Times-News.

The commission filed a lawsuit Thursday in U.S. District Court in Erie, alleging Saint Vincent fired six employees who refused to get flu shots due to their religious beliefs, according to the article. At the same time, the group contends, the hospital granted medical exemptions to 14 other employees in late 2013 and early 2014, according to the article.

The commission claims the hospital violated Title VII of the Civil Rights Act of 1964.

Saint Vincent officials said in a statement obtained by Erie Times-News that the hospital’s “mandatory flu vaccination policy allows employees to apply for an exemption to the policy based upon religious beliefs or health concerns. Requests for exemption are always given careful and appropriate consideration. We respectfully disagree with the (commission’s) position and characterization of how the employee claims outlined in this lawsuit were handled by the hospital.”

According to the report, the commission previously attempted to reach a settlement with Saint Vincent, which is now part of Pittsburgh-based Allegheny Health Network.

Geisinger to buy medical school, insiders say deal will close by 2017

http://www.beckershospitalreview.com/hospital-physician-relationships/geisinger-to-buy-medical-school-insiders-say-deal-will-close-by-2017.html

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http://citizensvoice.com/news/geisinger-agrees-to-purchase-the-commonwealth-medical-college-1.2096559

Danville, Pa.-based Geisinger Health System has plans to purchase Scranton, Pa.-based The Commonwealth Medical College, reports The Citizens’ Voice.

The new medical school will be dubbed the Geisinger Commonwealth College of Medicine.

Geisinger President and CEO David Feinberg, MD, and TCMC President and Dean Steven Scheinman, MD, will officially announce the deal during a conference at the medical school Sept. 28.

Though Geisinger’s board and TCMC’s board have approved the acquisition, it still awaits regulatory approval. The deal is expected to be complete by Jan. 1, 2017.

TCMC, which currently has 480 students, opened its doors in 2009. By 2011, the Liaison Committee on Medical Education put it on probation due to financial struggles. Though TCMC considered affiliating with the University of Scranton (Pa.), talks dissolved in 2012. The LCME lifted its probation a few months later.

 

How to build execution into your new strategy

http://www.fiercehealthcare.com/hospitals/hospital-impact-how-to-build-execution-into-your-new-strategy?utm_medium=nl&utm_source=internal&mrkid=959610&mkt_tok=eyJpIjoiTnpKak5USm1NekpoT0dGayIsInQiOiJHcW9xZ2F6Uk04aEdTSm90bVwvbnI5OUszR1R1bzcrdlZrUUJDMDh0S1RqSWZWRU9lcUhcL1c4cjcwZUFMTng5STluMGV3SVJiNlJnWDFiTm1qSDArenRqdCtQVVg0VkRHVnNYZ3ZwSExleHhzPSJ9

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One of the many challenges facing today’s healthcare strategists involves convincing the C-suite and leadership teams, as well as the entire organization, to implement a new strategy. Even when the new idea is supported by abundant data and there are excellent reasons to embrace the strategy, far too often change is a hard sell, and even harder to make happen.

In fact, change is painful, not only for organizations but also for the individuals working within them. Choosing a new direction, moving into new markets, altering processes in order to embrace MACRA or shifting to value-payment models may all be necessary–but very challenging to implement. Many times, people prefer to stay wedded to old ideas and prior strategic directions.