/ en Thu, 01 May 2025 00:13:03 -0500 Wed, 02 Apr 25 18:07:17 -0500 /news/news/2025-04-02-graham-releases-senate-amendment-house-budget-resolution <p>Senate Budget Committee Chair Lindsey Graham, R-S.C., April 2 released the Senate's <a href="https://www.budget.senate.gov/imo/media/doc/senate_amendment_h_con_res_14.pdf" target="_blank">amendment</a> to the House budget resolution for fiscal year 2025. This marks the next step towards reaching a common budget resolution that will allow Congress to move forward with the <a href="/issue-landing-page/2025-02-07-budget-reconciliation-process-resource-page" target="_blank">reconciliation process</a>.</p><p>Of note, the Senate amendment leaves unchanged the instruction for the House Energy and Commerce Committee to cut a minimum of $880 billion in spending. The Energy and Commerce Committee has primary jurisdiction over Medicaid and other health care programs. The Senate budget resolution also would increase the debt limit by $5 trillion, which is $1 trillion more than what was in the House budget resolution.</p><p>The Senate could vote as soon as April 2 or April 3 on whether to advance the budget resolution, which would kick off a marathon session known as “vote-a-rama” before a final vote. If the revised resolution passes the Senate, it would move to the House for consideration.</p><p>“With the passage of this budget resolution, we unlock the ability for the appropriate Senate committees to fully fund our border needs for four years, provide much-needed financial relief to our military at a time of great danger, make the 2017 tax cuts permanent to energize the economy, and do what has been promised for decades: go through every line item of the budget to cut wasteful and unnecessary spending — hopefully by the trillions,” Graham said in a <a href="https://www.budget.senate.gov/chairman/newsroom/press/chairman-graham-i-am-confident-we-will-rise-to-the-occasion" target="_blank">statement</a>.</p> Wed, 02 Apr 2025 18:07:17 -0500 Financial Management /news/news/2025-04-02-trump-administration-announces-new-tariff-plan <p>The Trump administration April 2 <a href="https://www.whitehouse.gov/fact-sheets/2025/04/fact-sheet-president-donald-j-trump-declares-national-emergency-to-increase-our-competitive-edge-protect-our-sovereignty-and-strengthen-our-national-and-economic-security/?mkt_tok=NzEwLVpMTC02NTEAAAGZl4zx_N4esU_QqL0hfJMSMXdiA6suha2b_3JKvvGap-WR_MKKOj045zDBFN6XB-EhXoqQSwW1KJytJ-EmeLs" target="_blank">announced</a> the implementation of a new tariff plan that will impose a 10% universal tariff on imported goods from all countries beginning April 5. In addition, beginning April 9, the administration will implement reciprocal tariffs on certain countries with which the U.S. has high trade deficits that will be added onto the universal tariff. Certain goods — including pharmaceuticals, semiconductors and copper — will not be subject to reciprocal tariffs. In addition, the administration’s previously announced tariffs for <a href="https://www.whitehouse.gov/fact-sheets/2025/02/fact-sheet-president-donald-j-trump-imposes-tariffs-on-imports-from-canada-mexico-and-china/" target="_blank">Canada and Mexico</a> are not affected by this new order. AHA members will receive additional information soon.</p> Wed, 02 Apr 2025 18:00:37 -0500 Financial Management /news/headline/2025-03-04-house-bill-reintroduced-extending-medicare-dependent-hospital-and-low-volume-adjustment-programs <p>The AHA voiced support for the <a href="https://drive.google.com/file/d/1hkKfqOreDeQl1odhv-6b-eS-K7jpUodh/view" title="RCHA">Assistance for Rural Community Hospitals Act</a>, legislation reintroduced March 3 by Reps. Carol Miller, R-W.Va., and Terri Sewell, D-Ala., that would extend the Medicare-dependent hospital and low-volume adjustment programs for five years each. </p><p>“These payments allow MDHs greater financial stability and leave them better able to serve their patients and communities,” AHA <a href="/lettercomment/2025-03-04-aha-comments-assistance-rural-community-hospitals-act-hr-1805" title="comment letter">wrote</a> in comments to Miller and Sewell. “The current, improved low-volume adjustment better accounts for the relationship between cost and volume, helps level the playing field for low-volume providers, and improves access to care in rural areas.” </p> Tue, 04 Mar 2025 15:16:45 -0600 Financial Management /news/headline/2025-02-14-house-budget-committee-advances-resolution-calling-2-trillion-cuts <p>The House Budget Committee Feb. 13 voted 21-16 to advance its fiscal year <a href="https://docs.house.gov/meetings/BU/BU00/20250213/117894/BILLS-119NAih.pdf">2025 budget resolution</a> to the full House. The bill, focusing on the Trump administration's agenda on border security, defense, energy and taxes, calls for $2 trillion in spending cuts that could potentially impact Medicaid and other key health care programs. The proposal also allows for up to $4.5 trillion in spending for tax cuts. <br> <br>“As the Senate and House Budget Committees begin deliberations on their Fiscal Year 2025 budget resolutions, the ���������� Association urges Congress to take seriously the impact of reductions in health care programs, particularly Medicaid,” said AHA President and CEO Rick Pollack in a <a href="/press-releases/2025-02-12-aha-statement-congressional-budget-resolution-deliberations">statement</a> shared earlier this week with the media. “While some have suggested dramatic reductions in the Medicaid program as part of a reconciliation vehicle, we would urge Congress to reject that approach. Medicaid provides health care to many of our most vulnerable populations, including pregnant women, children, the elderly, disabled and many of our working class.” <br> <br>The Senate Budget Committee advanced their budget resolution Feb. 12 that would authorize $85.5 billion in spending per year and be fully offset by corresponding spending cuts. It is one of two budget reconciliation bills the Senate hopes to enact this year, with the second focusing on extending tax cuts and cutting spending. <br> <br>Both chambers must pass a common budget resolution to move forward with the reconciliation process. The full Senate is expected to consider its budget resolution next week. For more information on budget reconciliation, view the <a href="/issue-landing-page/2025-02-07-budget-reconciliation-process-resource-page">AHA's webpage</a> and <a href="/fact-sheets/2025-02-07-fact-sheet-budget-reconciliation-101">fact sheet</a>.</p> Fri, 14 Feb 2025 16:01:01 -0600 Financial Management /news/headline/2025-02-12-report-highlights-how-health-care-can-avoid-20-billion-spending <p>The Council for Affordable Quality Healthcare Feb. 11 released a <a href="https://www.caqh.org/hubfs/Index/2024%20Index%20Report/CAQH_IndexReport_2024_FINAL.pdf">report</a>  highlighting how the health care industry can save $20 billion by transitioning from manual to electronic workflows.  <br>  <br>In addition, it found that the industry could save $515 million annually on electronic prior authorizations and save providers and staff 14 minutes per transaction.</p> Wed, 12 Feb 2025 16:06:21 -0600 Financial Management /member-knowledge-exchange/2024-12-06/optimize-your-hospitals-revenue-cycle-efficient-patient-centered-operations <div> </div>header.jumbotron {display:none} <div> /* center_body */ .center_body { /*margin-top:50px;*/ /* margin-bottom: 50px;*/ } .center_body h3 {} .center_body p { font-size: 16px } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } @media (max-width:768px) { p.center_Intro { line-height: 1.2em; font-size: 23px; font-size: 1.45em; } } .center_body .center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } /* center_body // */ /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2024-12/VED_RI_RevenueCycle_banner_1170x250.png" alt="Banner Image" width="1170" height="250"><div><h1>Optimize Your Hospital’s Revenue Cycle for Efficient, Patient-Centered Operations</h1></div></header>/* CntMenuSub */ .CntMenuSub{ margin:20px 0px; padding-bottom: 5px; color: #afb1b1; letter-spacing: 1.5px; font-weight: 400; font-size: .7em; } .CntMenuSub .CntMenuBar{ border-bottom: 1px solid lightblue; } .CntMenuSub .CntMenuBar a:after{ content: "|"; padding: 0 3px 0 6px; color: #555; } .CntMenuSub .CntMenuBar a:last-child:after{ content: ""; } .CntMenuSub .CntMenuSubHome, .CntMenuSub .CntMenuSubParent{ text-transform: uppercase; color: #555; opacity: .9; } .CntMenuSub .CntMenuSubParent{ } .CntMenuSub .CntMenuSubChild{ } .CntMenuSub .CntMenuSubCurrent{ opacity: .7; } .CntMenuSub .CntMenuSubHome:hover, .CntMenuSub .CntMenuSubParent:hover{ text-transform: uppercase; color: #d50032; } /* CntMenuSub // */ <div class="container CntMenuSub"><div class="col-md-1"> </div><div class="col-md-10 row CntMenuBar"><a class="CntMenuSubHome" href="/education-events/aha-virtual-executive-dialogues">AHA Knowledge Exchange</a> <span class="CntMenuSubChild" id="CntMenuSubChild">Optimize Your Hospital’s Revenue Cycle for Efficient, Patient-Centered Operations</span></div><div class="col-md-1"> </div></div><div class="row spacer"><div class="col-sm-3"><div><a href="#DownloadFile" target="_blank"><img src="/sites/default/files/2024-12/KnowEx_RI_RevenueCycle_cover_910x1220_rev1.jpg" alt="AHA Knowledge Exchange | Optimize Your Hospital’s Revenue Cycle for Efficient, Patient-Centered Operations" width="100%" height="100%"></a></div></div><div class="col-sm-9 center_body">.sponsortype { color: #9d2235; font-size: 1.5em; margin: 0px; font-weight: 700; } <p class="sponsortype">AHA Knowledge Exchange</p> xxxxxx </p> --> Intro.............. </p> --><h2>Enhance critical KPIs via intelligent innovations using AI and automation</h2><p>As hospitals and health systems prepare for 2025, reinforcing financial stability and cash flow in the face of rising costs, declining reimbursements and workforce challenges is top of mind. Health care leaders need full visibility into key performance indicators (KPIs) and the drivers of performance in revenue cycle management (RCM) outcomes to make informed decisions.</p><p>By reducing redundant tasks, artificial intelligence (AI) streamlines documentation and processes, which in turn can help lower denial rates and boost patient satisfaction. This Knowledge Exchange e-book examines KPIs vital for revenue-cycle outcomes and focuses on how AI and other advanced technologies may drive RCM improvements and the delivery of high-quality patient care.</p><div class="row">@media (min-width:768px){ .EDsponsorFloat{ float:right; } } @media (max-width:767px){ .EDLinkFloat{ position:relative; left:27%; } .EDsponsorFloat { text-align:center } } <div class="col-sm-6"><a class="btn btn-wide btn-primary EDLinkFloat" href="#DownloadFile" title="AHA Knowledge Exchange | Optimize Your Hospital’s Revenue Cycle for Efficient, Patient-Centered Operations" data-view-context="top-level-view">Download the Report</a></div><div class="col-sm-6"><div class="EDsponsorFloat">Sponsored by: <a href="https://www.r1rcm.com/" target="_blank" rel="noopener nofollow"><img src="/sites/default/files/2024-03/Logo_R1_834x313.jpg" alt="R1 Logo" width="100%" height="100%"></a></div></div></div></div></div>.sp_CTA5_holder { margin-top:0px; border-bottom: solid 1px #555; padding-bottom: 50px; } .sp_CTA5_holder_last { border-bottom: solid 0px #555; } .sp_CTA5_holder >div{ overflow: auto; } .sp_CTA5_holder ul { list-style: none; /* Remove default bullets */ padding-left: 0px; /*width: calc(100% - 15%);*/ /*margin: 50px auto 0;*/ margin:auto 50px; } .sp_CTA5_holder ul li{ margin-bottom:7px; line-height: 1.5em; font-size:16px; } .sp_CTA5_holder ul li::before { content: " "; font-size: 1em; margin-right: 10px; display: inline-block; height: 12px; background-color: #9d2235; width: 12px; position: relative; top: 0px; -webkit-transform: rotate(45deg); -moz-transform: rotate(45deg); -o-transform: rotate(45deg); } .sp_CTA5_holder ul li{ padding-left:23px; text-indent:-23px; } .body ol>li, .body ul>li{ font-size:16px: } .sp_CTA5_holder h2 { color: #002855; /*! line-height: 2em; */ font-size: 2.15em; margin: 0 0 15px 0; /*! font-size: 30px; */ } .sp_CTA5_holder h3 { /*color: #002855;*/ line-height: 1em; /*font-size: 1.5em;*/ margin-bottom: 25px; margin-top:5px; font-size: 28px; } .sp_CTA5_section{ margin-top: 25px } .sp_CTA5_ImgShadow { /*background-color:green;*/ /* just a visual */ text-align: center } .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; } .sp_CTA5_ImgShadow img{ width: calc(100% - 35px - 15px); -webkit-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); -moz-box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); box-shadow: 50px -75px 0px 0px rgba(185, 217, 235, 1); position: relative; top: 75px; max-width: 490px; } @media (max-width:990px){ .sp_CTA5_ImgShadow img{ max-width: 350px;} } @media (max-width:990px){ .sp_CTA5_ImgShadow { padding-bottom:75px; /* must match the padding on the img*/ margin: 0px; margin-right: 40px } } <div class="row spacer sp_CTA5_holder sp_CTA5_holder_last"><div class="col-md-12"><h3>9 ways health leaders are leveraging automation and AI to improve financial performance and service quality</h3><div class="sp_CTA5_section"><ul><li><strong>Establish a team to analyze denial patterns</strong>. Consider utilizing robotic process automation (RPA) to keep up with changing payer and plan policies that may result in denials.</li><li><strong>Reduce days in accounts receivable by using predictive modeling</strong> based on historical data from payer denials and scoring of accounts to assign work to teams.</li><li><strong>Reduce denials by using automation in the electronic health record (EHR)</strong> to identify appropriate coding for particular services, which can be shared with specialist providers.</li><li><strong>Use RPA to automate eligibility verification and registration processes</strong> in order to optimize workflows and operations.</li><li><strong>Consider AI functionality to efficiently create clinical documentation improvement alerts</strong>, which will help staff identify accounts and claims in need of additional clinical information.</li><li><strong>Implement computer-assisted coding to drive down “Discharged Not Final Billed” accounts</strong> and consider autonomous where feasible to alleviate coding staff shortages and allow coders to focus on more complex cases.</li><li><strong>Utilize AI and RPA to assist with drafting appeal letters</strong> in order to streamline steps and reduce administrative burden on staff and clinicians.</li><li><strong>Employ a payer scorecard</strong> with denial analytics and predictive modeling to assist in Joint Operating Committee (JOC) meetings with payers.</li><li><strong>Craft a patient-centric financial experience</strong> using AI to create a transparent and flexible billing experience.</li></ul></div></div></div><h2>Participants</h2>/* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px; max-width:200px; /* for Transformation Talks */ display:block; /* for Transformation Talks */ margin:auto; /* for Transformation Talks */ } .people img:nth-child(1):hover { opacity: .7 } @media 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text-align: center } } @media (min-width:769px){ .people .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 3; /* IE 10 */ flex: inherit; /*flex*/ width: calc((100% / 3) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } @media (max-width:767px) and (min-width:361px){ .people .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .people .rowEqual_768>[class*='col-'] { -ms-flex: 1; /* IE 10 */ flex: auto; width: calc((100% / 2) - 2px) /*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/; } } p.ci_profile_name { font-size: 1.5em; line-height:1.2em; margin-top:10px } .people .ci_profile_combined{ font-size:14px; line-height: 18px; } .people .ci_profile_combined span{ font-style: italic; } .people .ci_profile_combined:before{ content:""; border-bottom: solid 1px #55555522; display: block; clear: both; width: 85%; margin: 5PX auto 10px; } <div class="people"><div class="row rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Ackroyd_Elizabeth_300x300.png" alt="Elizabeth Ackroyd" width="300" height="300"><p class="ci_profile_name">Elizabeth Ackroyd, MBA, CPC</p><p class="ci_profile_title">Senior Manager of Revenue Integrity</p><p class="ci_profile_company">Sarasota Memorial Health Care System</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Blakely_Marley_300x300.png" alt="Marley Blakeley" width="300" height="300"><p class="ci_profile_name">Marley Blakeley</p><p class="ci_profile_title">Vice President, Revenue Cycle Operations</p><p class="ci_profile_company">R1</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Cook_Jessica_300x300.png" alt="Jessica Cook" width="300" height="300"><p class="ci_profile_name">Jessica Cook</p><p class="ci_profile_title">Patient Access Supervisor</p><p class="ci_profile_company">Children’s Healthcare of Atlanta</p> profile_combined </p> <p class="ci_profile_award"> profile_award </p> <div class="ci_profile_social"> profile_social </div> --></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Hauser_Ruth_300x300.png" alt="Jackie Rouse" width="300" height="300"><p class="ci_profile_name">Ruth Hauser, RHIA, CDIP, CHPC</p><p class="ci_profile_title">Director, Health Information Management and Clinical Documentation Improvement</p><p class="ci_profile_company">Children’s Hospital Los Angeles</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Johnston_Valerie_300x300.png" alt="Valarie Johnston" width="300" height="300"><p class="ci_profile_name">Valarie Johnston, BSHA, CPC, CRCR</p><p class="ci_profile_title">Director, Patient Financial Services</p><p class="ci_profile_company">Bryan Medical Center</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Kirkland_Kathie_300x300.png" alt="Kathie Kirkland" width="300" height="300"><p class="ci_profile_name">Kathie Kirkland, MBA</p><p class="ci_profile_title">Director, Patient Financial Services</p><p class="ci_profile_company">Henry Mayo Newhall Hospital</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/Marqueira_Lisa_300x300.png" alt="Lisa Maqueira" width="300" height="300"><p class="ci_profile_name">Lisa Maqueira</p><p class="ci_profile_title">Vice President of Finance and Chief Revenue Cycle Officer</p><p class="ci_profile_company">Cedars-Sinai</p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-04/Hoppszallern_Suzanna_300x300%20%281%29.png" alt="Suzanna Hoppszallern" width="300" height="300"><p class="ci_profile_name">Moderator:</p><p class="ci_profile_name">Suzanna Hoppszallern</p><p class="ci_profile_title">Senior Editor, Center for Health Innovation</p><p class="ci_profile_company">���������� Association</p></div></div></div><div class="raw-html-embed"> .SponsorMarketoForm { background-color: ; padding: 5px 25px; border: solid 2px #307FE2; margin: 50px 15px 0px !important; display: inline-block; width: -webkit-fill-available; margin-bottom: 25px; } .SponsorMarketoForm h3 { margin: 10x 0 0 0; color: #eaaa00; font-size: .7em; text-transform: uppercase; font-weight: 400; letter-spacing: 3px; max-width: 200px; /* Custom for the copy length */ 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padding: 25px; border-radius: 30px 0px; } } @media (max-width:320px) { .LogoBG { height: 150px; } } <header class="Banner_Title_Overlay_Bar"><img class="LogoBG" src="/sites/default/files/2023-03/sustainability-roadmap-web-home-banner-1170x250.jpg" alt="Banner Image - Glass Earth sitting in a hand over tall grass"><div class="LogoInsert"><img src="/sites/default/files/2023-03/SustainabilityRoadmap_Logo_Hor-white_700x217.png" alt="Sustainability Roadmap for Health Care | Achieving Your Sustainability Goals - Logo"></div></header> .shcIntro{ background-color:#78be2022; padding: 5px 50px 15px 50px; margin-bottom:20px; } .shcIntro h1, .shcIntro h2, .shcIntro h3 { color: #005844; text-align: center; } .shcIntro h1{ font-size:2em; } .shcIntro h2{ font-size:1.6em; } shcIntro ul{ color: grey; } <div class="shcIntro"><h1>Foreword and Executive Summary - Electrifying Heat in an Existing Hospital</h1><h2>Providence St. Peter Hospital Decarbonization Case Study</h2></div><div class="raw-html-embed"> <div class="row"> /* TocMini */ .TocMini { margin: 0px auto 25px; padding-bottom: 5px; color: #005844; letter-spacing: 1.5px; font-weight: 400; font-size: .7em; width: 80%; } .TocMini .TocMiniBar { border: 1px solid #78be20; padding: 5px 10px; overflow: auto; border-radius: 20px 0px; } .TocMini .TocMiniBar .TocMiniGroup a:after { content: "|"; padding: 0 3px 0 6px; color: #253b80; font-weight: 700; } .TocMini .TocMiniBar .TocMiniGroup a:last-child:after { content: ""; } .TocMini .TocMiniGroup { float: right; } .TocMini .TocMiniHome { text-transform: uppercase; color: #005844; font-weight: 700; } .TocMini .TocMiniChild { font-weight: 500; opacity: .9; color: #555; } .TocMini .TocMiniHome:hover, .TocMini .TocMiniChild:hover { text-transform: ; color: #5fa1d0; } .TocMini .TocMiniActive{ font-weight: 700; color: #5fa1d0; } /* TocMini // */ <div class="TocMini"> <div class="TocMiniBar"> <a class="TocMiniHome" href="/sustainability" target="_blank" title="Home - Sustainability Roadmap for Health Care">Sustainability Roadmap for Health Care</a> <div class="TocMiniGroup"> <a class="TocMiniChild" href="https://www.ashe.org/sustainability" target="_blank" title="ASHE Sustainability for Health Care Facilities">Sustainability for Health Care Facilities</a> <a class="TocMiniChild" href="/sustainability/glossary" target="_blank" title="Glossary">Glossary</a> <a class="TocMiniChild" href="https://www.ashe.org/sustainability/healquest" target="_blank" title="HealQuest">HealQuest<sup>TM</sup></a> </div> </div> </div> </div> </div> .shcHighlight h3{ color:#005844; font-size:2em; } .shcHighlight span{ font-weight:700; color:#78be20; } <div class="row shcHighlight BulletCircle"><div class="col-sm-3"><p><a href="/system/files/media/file/2024/12/Electrifying-Heat-in-an-Existing-Hospital_Foreward_ExecutiveSummary.pdf" target="_blank" title="Download Executive Summary: Electrifying Heat in an Existing Hospital Providence St. Peter Hospital Decarbonization Case Study"><img src="/sites/default/files/2024-12/Electrifying-Heat-in-an-Existing-Hospital_COVER_300x300.png" alt="Electrifying Heat in an Existing Hospital - Cover" width="100%"> </a></p><p><a class="btn btn-primary" href="/system/files/media/file/2024/12/Electrifying-Heat-in-an-Existing-Hospital_Foreward_ExecutiveSummary.pdf" target="_blank" title="Download Executive Summary: Electrifying Heat in an Existing Hospital Providence St. Peter Hospital Decarbonization Case Study">Download Executive Summary</a></p><p><a class="btn btn-primary" href="https://ams.aha.org/EWEB/DynamicPage.aspx?WebCode=ProdDetailAdd&ivd_prc_prd_key=7c7e2358-16cd-4910-99f7-174d8452884c" target="_blank" title="Purchase the full, Electrifying Heat in an Existing Hospital - Case Study">Purchase Full Case Study</a></p></div><div class="col-sm-9"><h3>Foreword</h3><p>Recognizing the growing interest in decarbonizing the health care sector, the American Society for Health Care Engineering (ASHE) sought to support its members wishing to decarbonize their facilities, and in April 2023 ASHE began discussions with Providence about the need for a comprehensive case study to examine the feasibility of decarbonizing an existing hospital building. There had been extensive effort on guidance for decarbonizing new hospital buildings, but little information was available about the decarbonization of an existing hospital building. Additionally, there was speculation about the feasibility of decarbonizing an existing hospital from a technical and financial perspective.</p><p>As ASHE explored the concept of sponsoring a case study and investigating the feasibility of decarbonizing an existing hospital building, Providence was identified as a key partner due to its leadership in environmental sustainability and its desire to share lessons learned broadly with the field. Providence St. Peter Hospital (PSPH), a community hospital in Olympia, Wash., was selected for the case study project. The hospital is 733,000 square feet and has 372 licensed beds, and its first phase was built in 1969 during the Hill-Burton era when thousands of health care facilities were built nationwide. Geographical location and climate were considered when selecting a case study hospital and the mild climate of Olympia, Wash., was considered appropriate since it represents a baseline case study demonstrating the feasibility of decarbonizing in a temperate geographical location. In addition, the fact that PSPH was ahead of many others on its journey toward decarbonization was considered. The hospital has robust utility and building metering and utilizes 100% renewable power. As a health care system, Providence has developed a climate action plan that incorporates decarbonization strategies for anesthetic gases, transportation, waste and electricity. For PSPH, the missing piece from the overall decarbonization strategy was the thermal energy load. For that reason, the ASHE study investigated decarbonizing the thermal load specifically.</p></div> @media (min-width:768px){ .column2{ column-count: 2; } } <div class="col-sm-12 column2"><p><strong>The research for the case study took place over a year, and there were several key takeaways identified.</strong> <strong>First</strong>, it is technically feasible for PSPH to decarbonize the thermal load. However, due to the nature of the hospital as a patient care environment and the need for normal operations, it will take 10 to 15 years to achieve carbon neutrality for the thermal load. This is an important factor because it demonstrates the need for careful planning and early preparation as organizations seek to decarbonize.</p><p><strong>Second</strong>, for this hospital it is financially feasible to decarbonize the thermal load. The study estimated that full electrification of the thermal load would cost around $100/square foot in capital expenditures. Several financial mechanisms are available today that might help PSPH move forward with electrification, such as the incentives in the Inflation Reduction Act of 2022.</p><p><strong>Finally</strong>, it is noteworthy that technologies for decarbonization are emerging, continually changing and moving very quickly. Equipment that is on the cutting edge today will be out of circulation by the time the thermal system is fully electrified. This is a critical consideration and emphasizes the need to plan early and be mindful that technologies will shift.</p><p><strong>The case study provides a detailed outline of the steps one hospital is taking to achieve this feat. Yet, to be clear, this publication is not intended to be a playbook for electrifying any given hospital, nor is it meant to be a benchmark by which other hospitals pursuing this goal should be measured.</strong> The path to complete electrification is an extremely complex and bespoke process. Each electrification plan must be tailored to the specific goals of a given health care facility or system as well as regulatory requirements that govern that facility and the needs of the communities it serves.</p></div><div class="col-sm-12"><p>As a mechanical engineer who has built my career around environmental stewardship and sustainability in health care, this case study project, while a huge endeavor, was also a labor of love and a pleasure to be a part of. I would like to thank Fred Betz, Ph.D., for his tireless effort in leading the study as well as other contributors including Peter Dahl, define sustainability; Sagar Rao, NeuMod Labs; Walt Vernon, Mazzetti; and Kyle Victor, McKinstry. Other key contributors include Yousif Alshaba, Scott Acker and Mark Thynes, McKinstry; Jennifer Ashlock, Puget Sound Energy; Jeff Probst, Konvekta; and Tom Gelin, Air Flow, Inc. A huge thank you goes to the Providence Southwest Washington Foundation’s Environmental Stewardship Fund and the Washington State Society for Healthcare Engineering, whose gracious donations to support this important study ensured its completion. I would also like to thank my friends at Providence, including Ali Santore, Elizabeth Schenk, Ph.D., Dave Thomsen and Geoffrey Glass, for their leadership and commitment to the project. Lastly, I want to express my gratitude to the PSPH facilities team, including Clay Ciolek and Gregory Pries, whose dedication and expertise proved exceedingly valuable.</p><p>It is my hope that this case study will serve as a success story, meant to inspire and demonstrate that this feat, which not so long ago seemed impossible, might be, in fact, within reach. If hospital electrification were a competitive sport, PSPH would be an Olympic gold medalist. No doubt, the hospital’s incredible efforts have set a new standard and raised the caliber of what is possible in sustainability. While not every hospital can be held to the standard set by PSPH, their example should encourage more health care facilities to try. As they say, a rising tide lifts all boats.</p><p><cite>Kara Brooks, MS, LEED AP BD+C, Senior associate director of sustainability, AHA </cite></p></div></div> .shcItems{ border: solid 2px #005844; padding-top: 25px; padding-bottom: 25px; border-radius: 75px 0px; /*margin-top:50px;*/ margin-bottom:50px; padding-left:25px; padding-right:25px; } .shcItems h2{ text-align:center; color:#005844; /* margin-bottom:50px;*/ } .shcItems h3{ color:#005844; text-align:center; font-size:28px; } .shcItems h4{ color:#78be20; } .shcItems .shcItemsLine { border-bottom:solid 1px #78be20; margin-top:25px; margin-bottom:50px; } .BulletCircle ul { list-style: none; /* Remove default bullets */ padding-left: 0px } .BulletCircle ul li { margin-bottom: 7px; line-height: 1.5em; } .BulletCircle ul li::before { content: "●"; font-size: 1em; position: relative; top: 0px; color:#78be20; text-indent: -20px; /* key property */ margin-left: 20px; /* key property */ padding-right:10px } .BulletCircle ul li { text-indent: -40px; /* key property */ margin-left: 30px; /* key property */ } .BulletCircle ol li::marker{ color: #78be20; font-weight:700; <div class="row" id="Summary"><div class="col-md-12 shcItems BulletCircle"><h3>Executive Summary</h3><p>The American Society for Health Care Engineering (ASHE) funded a decarbonization feasibility case study at Providence St. Peter Hospital (PSPH) in Olympia, Wash., with the goal of verifying the technical and financial feasibility of achieving Scope 1 and Scope 2 carbon neutrality at PSPH.<sup>1</sup> This facility was selected as a typical large inpatient hospital that represents a reasonable reference for the health care industry. The operations and unique features of hospitals, such as requiring steam for sterilization, makes them more complex to electrify than many other commercial buildings.</p><p>Two major challenges are addressed in this study: (1) determining pathways to achieve electrification of the heating plant while maintaining a resilient supply of energy and supporting a full service of operations and (2) determining the impact on the electrical utility supply to achieve beneficial electrification. The goal for PSPH is to eliminate combustion-based Scope 1 emissions by electrifying the heating plant that currently exists: two dual-fueled boilers. This goal also includes discontinuing the natural gas supply to eliminate the associated upstream methane leaks and complements the 100% renewable electricity already being purchased by the hospital.</p><p>The approach to assessing and decarbonizing PSPH was to carefully analyze the existing conditions, the energy use and peak heating demand by end-use. The next step was to identify approaches to reduce heating loads through investments in certain technologies and account for the overall impact. A calibrated energy model was developed per ASHRAE Guideline 14, Measurement of Energy, Demand, and Water Savings, requirements to fill in any data gaps and to further support energy and financial analyses.<sup>2</sup> The recommended strategy is based on a systems-thinking approach to address as many demand-side energy savings measures as feasible to reduce the plant load. The installed heating capacity is 25 million British thermal units (Btu) per hour (MMBtu/hr) or 7,327 kilowatts (kW), and the measured peak load was 20 MMBtu/hr (5,861 kW), which can be reduced to 11 MMBtu/hr (3,224 kW) if all demand-side measures are implemented. The reduced heating load will enable greater flexibility on the heating hot water (HHW) distribution side in terms of smaller pipe sizes and lower temperatures. The target peak HHW temperature is 140 F to achieve efficient heat pump operation. However, this is dependent on the level of implementation of demand-side measures, especially on the envelope upgrades. Upon completion of the distribution system upgrades, the heating plant can be upgraded with air-source heat pumps as the primary source of thermal energy for normal operation and augmented with a heat recovery chiller and 100,000 gallons of HHW storage.</p><p><strong>The implementation of the decarbonization strategy will need to be phased and may take several years to implement depending on available resources.</strong></p><h4 class="text-align-center">The recommended phasing is as follows:</h4><div class="row"><div class="col-sm-6"><ul><li><strong>Demand-side upgrades (nine-year duration).</strong><ul><li>Implement air-side heat recovery upgrades.</li><li>Add insulation and glazing upgrades.</li><li>Upgrade process steam-using systems (kitchen and sterile processing areas).</li><li>Continue implementing other energy savings measures.</li></ul></li></ul></div><div class="col-sm-6"><ul><li><strong>Distribution system upgrades (one- to two-year duration).</strong><ul><li>Migrate loads to existing HHW pipes after demand-side upgrades are completed.</li><li>Replace steam pipes with HHW pipes (starting in springtime to have seven months of low heating demand before cold weather arrives in winter).</li></ul></li></ul></div></div><div class="row"><div class="col-sm-6"><ul><li><strong>Replace steam converters with heat exchangers for service hot water loops.</strong><ul><li>Add variable primary HHW pumping system.</li></ul></li></ul></div><div class="col-sm-6"><ul><li><strong>Plant system upgrades (three- to five-year duration).</strong><ul><li>Add a south expansion or penthouse to the central utility plant to house the air source heat pumps.</li><li>Upgrade electrical infrastructure, add generators and add generator jacket heat recovery.</li><li>Install air-source heat pumps.</li><li>Decommission boilers.</li><li>Install thermal storage or microgrid in boiler footprints.</li></ul></li></ul></div></div><div class="col-md-10 col-md-offset-1 shcItemsLine"> </div><div class="col-sm-6"><p>There are two somewhat unique features at PSPH that simplify the electrification and decarbonization process. First, the hospital does not have humidification due to the marine climate not requiring it. Relative humidity data was analyzed that demonstrated compliance with a minimum 30% relative humidity for all hours with excursions below 30% for less than 12 hours per year. The relative humidity did not fall below 20%. Second, the service hot water (SHW) system operates at 120 F, which simplifies serving the SHW from the HHW loop rather than either running a warmer HHW loop or applying a stand alone heat pump system. Although it is more common to operate SHW systems at 140 F per Centers for Disease Control and Prevention guidance, no legionella concerns have arisen at PSPH at the lower temperatures.</p></div><div class="col-sm-6"><p>The resilience strategy is to maintain on-site diesel fuel storage that can support generators and boilers in the near term. The generators will be upgraded to include engine jacket water heat recovery to support the heating demand during a power outage when the plant is upgraded. The heat recovery effectively turns the generators into a combined heat and power system providing both electrical and thermal energy to the hospital during outages. The boilers will stay in place until operational proficiency is achieved with the heat pump plant and generator heat recovery. Current testing and emergency power use accounts for approximately 4% of annual on-site combustion emissions. Resilience solutions such as thermal storage and microgrids will be reevaluated to replace the boilers as the technology matures.</p><p>Microgrids are being implemented in a few hospitals today that can be referenced for this study and should align with this project’s timeline. For now, on-site fuel storage is being accepted as a resilience solution as it is a small emission source due to few run hours and it assists in eliminating the natural gas connection that results in methane leaks.</p></div><div class="col-md-12"><p><strong>The study investigated four potential scenarios for the hospital between 2024 and 2041 based on a regulatory framework of the recently passed Seattle Building Emissions Performance Standard.</strong></p><ol><li><strong>Scenario 0</strong> is a business-as-usual case where the hospital accepts a onetime $7.5 million fine and makes incremental capital improvements over time.</li><li><strong>Scenario 1</strong> is the minimum disruption scenario that only replaces the existing dual-fuel boilers with two electric resistance boilers plus supporting generators and leaves the balance of the systems in place.</li><li><strong>Scenario 2</strong> implements demand-side energy savings measures on 100% outside air systems, electrified process loads with heat pumps or standalone electric boilers and a host of other demand-side energy savings measures. An air-source heat pump plant would then be implemented to support the 16 MMBtu/hr (4,689 kW) heating load.</li><li><strong>Scenario 3A</strong> adds envelope energy savings measures to replace single-pane windows and insulation to uninsulated or partially insulated walls. The envelope measures reduce the heating load to 11 MMBtu/hr (3,224 kW).</li><li><strong>Scenario 3B</strong> was broken out to isolate the impact of the insulation improvements as it is a costly upgrade with a poor return on investment.</li></ol><p>A third-party cost estimate was developed to inform the three decarbonization scenarios. A detailed list of systems, components and materials is described in Chapter 7, Capital Equipment and Costs. The capital cost for Scenario 1 was estimated to be $57,711,000, or $79/ft<sup>2</sup>, for Scenario 2 was estimated to be $62,171,000, or $85/ft<sup>2</sup>, for Scenario 3A was estimated to be $80,425,000, or $110/ft<sup>2</sup>, and for Scenario 3B was estimated to be $68,400,000, or $93/ft<sup>2</sup>. For reference, a full tenant improvement (TI) on a hospital is between $100/ft<sup>2</sup> and $150/ft<sup>2</sup>. However, the square footage is the entirety of the hospital or 733,000 ft<sup>2</sup>. Also, the TI is nearly exclusively focused on infrastructure enhancements, which is atypical for a TI.</p><p>A cost model using 2024 dollars was built for a 17-year time frame that compiled capital cost, energy cost and carbon fines using the cost estimate, energy models and an estimate of a future Olympia, Wash., carbon fine based on the current Seattle Building Emissions Performance Standard fine structure. The cost results are compiled in the following figure.</p><div class="col-md-12 spacer"><img src="/sites/default/files/2025-01/Electrifying-Heat-in-an-Existing-Hospital_Chart-01-v2_1170x588.jpg" alt="Providence St. Peter Hospital Cost Model Scenarios From 2024 to 2041 | Cost numbers per square foot for BAU ($62, 10, 20) Scenario 1 ($85, -, 79), 2 ($69, -, 83), 3a ($65, -, 110), 3b ($65, -, 93) in Utilitay Cost, Carbon Fines, and Capital"></div><div class="col-md-6"><p><strong>The total cost of ownership over 17 years for each case is as follows:</strong></p><ul><li><strong>Scenario 0:</strong> $67.2 million ($92/ft2)</li><li><strong>Scenario 1:</strong> $124.2 million ($169/ft2)</li><li><strong>Scenario 2:</strong> $112.6 million ($154/ft2)</li><li><strong>Scenario 3A:</strong> $130.0 million ($177/ft2)</li><li><strong>Scenario 3B:</strong> $118.4 million ($162/ft2)</li></ul></div><div class="col-md-6"><p>The most cost effective fully electrified solution is Scenario 2, though it is still $45 million more costly over 17 years than Scenario 0, the business-as-usual case. It is worth noting that this study does not include utility rate escalations or utility incentives. Furthermore, some of the capital equipment, such as heat pumps, may decline in cost as the market matures. More cost details are available in Section 2.4.</p></div></div><div class="col-md-10 col-md-offset-1 shcItemsLine"> </div><div class="col-md-12"><h3><cite>Notes</cite></h3><ol><li><cite>EPA. “Scope 1 and Scope 2 Inventory Guidance.” </cite><a href="https://www.epa.gov/climateleadership/scope-1-and-scope-2-inventory-guidance" title="EPA | Scope 1 and Scope 2 Inventory Guidance"><cite>EPA Center for Corporate Climate Leadership</cite></a><cite>.</cite></li><li><cite>ASHRAE. </cite><a href="https://technologyportal.ashrae.org/journal/articledetail/2473" title="ASHRAE | ASHRAE Technology Portal"><cite>ASHRAE Technology Portal</cite></a><cite>.</cite></li></ol></div></div></div> Mon, 02 Dec 2024 16:16:53 -0600 Financial Management /aha-center-health-innovation-market-scan/2024-11-19-mobilizing-data-operational-efficiency-health-care-path-forward <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/Mobilizing-Data-for-Operational-Efficiency-in-Health-Care-A-Path-Forward.png" data-entity-uuid="3abc47d8-455f-4794-9a0e-da95207d61b5" data-entity-type="file" alt="Mobilizing Data for Operational Efficiency in Health Care: A Path Forward. The cover of the AHA Market Scan Trailblazers report Mobilizing Data to Improve Operational Efficiency. Download now." width="100%" height="100%"></p><p>In October 2021, McKinsey & Company released a <a href="https://www.mckinsey.com/industries/healthcare/our-insights/administrative-simplification-how-to-save-a-quarter-trillion-dollars-in-us-healthcare" target="_blank" title="McKinsey & Company: Administrative simplification: How to save a quarter-trillion dollars in US healthcare">landmark report</a> highlighting a critical issue in the U.S. health care system: administrative inefficiency. According to the report, approximately 25% of total U.S. health care expenditures — about $1 trillion — go toward administrative tasks. Even more striking, nearly 30% of these expenditures stem from inefficiencies. Fast forward to September 2024, and the latest <a href="https://www.commonwealthfund.org/publications/fund-reports/2024/sep/mirror-mirror-2024" target="_blank" title="The Commonwealth Fund: Mirror, Mirror 2024: A Portrait of the Failing U.S. Health System">Commonwealth Fund report</a> confirms these concerns, ranking the U.S. ninth out of 10 high-income countries in administrative efficiency, only ahead of Switzerland.</p><p>This growing issue leaves health systems across the nation grappling with an essential question: How can hospitals and health systems improve efficiency to alleviate these costs?</p><p>The newly published AHA Market Scan Trailblazers report, <a href="/aha-center-health-innovation-market-scan/2024-11-15-mobilizing-data-improve-operational-efficiency" target="_blank" title="Mobilizing Data to Improve Operational Efficiency">“Mobilizing Data to Improve Operational Efficiency,”</a> offers a compelling solution. It explores how health systems are leveraging emerging technologies to unlock and mobilize core data sets, thus driving substantial operational improvements and better care outcomes.</p><h2>The Path to Efficiency: Data Mobilization in Health Systems</h2><p>In a recent <a href="https://guidehouse.com/insights/healthcare/2023/2024-health-system-digital-and-it-investments" target="_blank" title="Guidehouse: 2024 Health System Digital & IT Investments">survey by Guidehouse</a>, health care executives emphasized digital and IT investments as the leading strategies for operational efficiency. Digital innovation, they believe, has the potential to orchestrate patient care in the most streamlined way possible.</p><p>At the forefront of this effort is real-time location system (RTLS) technology. By capturing data at every point in a patient’s care journey, RTLS technology empowers health systems to gather valuable insights on patient movements and care processes. With data-driven decision-making now a reality, the global health care market for RTLS technology is set to grow significantly — projected to quadruple by 2032.</p><h2>How RTLS Technology Transforms Hospital Operations</h2><p>RTLS offers health systems a bird’s-eye view of patient care processes, enabling them to track who did what, when and where across their facilities. However, to realize the full potential of the data, hospitals must integrate it with existing health information technology systems, according to Rom Eizenberg, chief revenue officer at <a href="https://kontakt.io/solutions/healthcare-variation/" target="_blank" title="Kontakt.io: Healtcare">Kontakt.io</a>, a New York-based tech firm.</p><p>By creating a unified data ecosystem, hospitals can merge RTLS data with the electronic health record and administrative, clinical and financial systems. Artificial intelligence (AI) then analyzes the consolidated data, transforming unstructured information, like clinical notes, into actionable insights. This interoperable system also leverages internet-connected technology, allowing devices to communicate autonomously without manual input.</p><p>Hospitals and health systems that implement such data ecosystems gain real-time insights into:</p><ul class="red"><li class="red"><span><strong>Patient locations:</strong></span> Physical and medical location within the care process.</li><li class="red"><span><strong>Care team availability:</strong></span> Which staff members are available and where they are.</li><li class="red"><span><strong>Medical resources:</strong></span> The status and availability of equipment, spaces and other assets.</li></ul><p>Previously, these insights were siloed across various systems, limiting their impact. An AI-driven RTLS platform unites these data points in a single, centralized location, empowering anyone who needs access to view the comprehensive care picture.</p><h2>Case Study: Northeast Georgia Health System’s Data-Driven Safety Initiative</h2><p>Northeast Georgia Health System (NGHS), a five-hospital system with 950 beds, collaborated with Kontakt.io to develop an RTLS solution to enhance both patient and staff safety. Together, they deployed Bluetooth low-energy smart badges equipped with a duress button, allowing staff to communicate their identity and location to security instantly if needed.</p><p>The results have been transformative: More than 10,000 NGHS staff members now are equipped with these badges, providing real-time location data to help prevent and mitigate dangerous situations. The impact has been profound — not only enhancing safety for both staff and patients, but also improving patient outcomes by streamlining response times and coordination.</p><h2>Key Benefits of Data Ecosystems for Health Care Efficiency</h2><p>By building an integrated, AI-driven data ecosystem, hospitals can convert data into powerful efficiencies, benefiting administrative, clinical, financial, operational and workforce functions. Here’s how each area is transformed:</p><h3>Administrative</h3><p>Staff members spend less time searching for patients, staff and equipment. Data-driven automation reduces time spent on paperwork and manual tracking, allowing personnel to focus on higher-value tasks.</p><h3>Clinical</h3><p>Patients experience reduced wait times for procedures, diagnostics and discharge, leading to better outcomes and higher satisfaction scores.</p><h3>Financial</h3><p>With accurate, real-time data capture, billing and coding processes become more efficient. This leads to improved charge capture, better claims management and enhanced revenue-cycle performance.</p><h3>Operational</h3><p>Hospital staff spend significantly less time coordinating logistics and searching for resources, as real-time data reveal the location of patients, staff, equipment and space. Efficiency in these areas translates to cost savings.</p><h3>Workforce</h3><p>By reducing job stress and burnout, hospitals can boost staff satisfaction and retention rates. Personnel, especially clinical staff, can focus on practicing at the top of their licenses, leading to improved care delivery.</p><p>As more hospitals and health systems recognize the advantages of integrating RTLS with their existing systems, the promise of streamlined, efficient and responsive health care becomes more tangible. By making targeted investments in digital and IT infrastructure, health care leaders can unlock vast potential for operational efficiency, improved patient care and staff well-being across the sector.</p><p><a href="/aha-center-health-innovation-market-scan/2024-11-15-mobilizing-data-improve-operational-efficiency" target="_blank" title="Mobilizing Data to Improve Operational Efficiency"><strong>DOWNLOAD</strong></a><strong> the full Trailblazers report now!</strong></p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } h2 { color: #9d2235; } ul.red { list-style: none; } ul.red li.red::before { content: "\2022"; color: #9d2235; font-weight: bold; display: inline-block; width: 1em; margin-left: -1em; } Tue, 19 Nov 2024 06:30:00 -0600 Financial Management /aha-center-health-innovation-market-scan/2024-11-15-mobilizing-data-improve-operational-efficiency <div class="raw-html-embed"> </div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2024-01/Trailblazers_Amazon_banner_1170x250.png" alt="Cover of Mobilizing Data to Improve Operational Efficiency " width="1168" height="250"><div><h1>Mobilizing Data to Improve Operational Efficiency</h1></div></header></div> h2{ margin-top: 0px; } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } p.center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } <div class="row"><div class="col-sm-8"><h2>Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance</h2><p>Hospitals and health systems that build integrated, efficiency-producing data ecosystems by investing in cloud-managed, AI-driven RTLS, IoT and AI technology can convert their new superpower — automated capacity management — into virtually limitless operational, clinical, financial, administrative and workforce benefits.</p><p>Hospitals and health systems that build such an integrated, efficiency-producing data ecosystem acquire new capabilities. In real time, at any point in the patient journey, the hospitals and health systems now know:</p><ul><li>Where a patient is physically at any point in real time.</li><li>Where a patient is medically, in terms of treatment plan.</li><li>Where a patient is medically, in terms of medical condition or health status.</li><li>What clinical staff are available to care for a patient.</li><li>What medical equipment or other clinical assets are available to care for a patient.</li><li>What clinical space is available to care for a patient.</li></ul><div class="row"><div class="col-sm-12"><p><strong>Sponsored by:</strong><a href="https://kontakt.io/solutions/healthcare/" target="_blank" title="kontakt.io | Creating Responsive Health Systems"><strong><img src="/sites/default/files/2024-11/Logo_Kontakt_transparent_834x313.png" alt="kontakt.io logo" width="834" height="313"></strong></a></p></div></div></div><div class="col-sm-4"><a href="https://kontakt.io/solutions/healthcare/" target="_blank" title="kontakt.io | Creating Responsive Health Systems"><img src="/sites/default/files/2024-01/Trailblazers_logo-924x265.png" alt="TrailBlazers logo" width="100%" height="100%"></a><p><br><a href="#DownloadNow" title="Mobilizing Data to Improve Operational Efficiency | Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance"><img src="/sites/default/files/2024-11/Traiblazers_Kontakt_cover_777x600.png" alt="Cover, Mobilizing Data to Improve Operational Efficiency | Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance" width="100%" height="100%"> </a><br><a class="btn btn-primary" href="#DownloadNow" title="Download, Mobilizing Data to Improve Operational Efficiency | Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance">Download</a></p></div></div> .y-hr3 div:nth-child(2) { border-top: solid 15px #67c1c3; margin: 50px 0px; height: 0px; <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row"> <img src="/sites/default/files/2024-11/Trailblazers_Kontakt_HCA_700x532.png" alt="xxxxxxxxxxxx"> </div>--><div class="col-sm-5 col-md-6"><img src="/sites/default/files/2024-11/Trailblazers_Kontakt_Section1-infographic.png" alt="An integrated, efficiently-produced data ecosystem model | * Existing Administrative, Clinical and Financial IT System: EHR, Patient Accounting, Other administrative systems, Other clinical systems, other financial systems * AI-Powered Cloud-managed Platform: Inform, Predict, Recommend, Orchestrate * New RTLS Data: Patients, Clinical staff, Medical equipment and other assists, Clinical spaces" width="1500" height="1021"></div><div class="col-sm-7 col-md-6"> /* Just for this one */ @media (min-width:1200px){ h2.HeaderMobileShift{ margin-top: 50px; } } <h2 class="HeaderMobileShift">Using Data to Become More Efficient</h2><p>Improving clinical operational efficiency and using new technologies to mitigate administrative burdens among staff rank high on health care leaders’ priority list. Digital technologies and other HIT systems can help organizations become more efficient by:</p><ul><li>Capturing new data.</li><li>Consolidating and contextualizing data to predict inefficiencies in workflows.</li><li>Point to solutions to mitigate these inefficiencies now and in the future.</li></ul><p><a href="#DownloadNow" title="Download, Mobilizing Data to Improve Operational Efficiency | Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance"><strong>READ MORE.</strong></a></p></div></div><div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row"><div class="col-sm-4"><img src="/sites/default/files/2024-11/Trailblazers_Kontakt_NE_Georgia_HealthSystem_700x532.png" alt="Medical staff" width="700" height="532"></div><div class="col-sm-8"><h2>Case Study: Northeast Georgia Health System</h2><h3>Improving Workplace Safety</h3><p>To ensure the safety and well-being of staff and patients as well as to show the larger community that it is committed to providing a safe and secure work environment, NGHS leadership has implemented a safety solution at a scale that protects both staff and patients in all EDs, inpatient units, ICUs, procedural areas, and more.</p><p><a href="#DownloadNow" title="Download, Mobilizing Data to Improve Operational Efficiency | Orchestrating care delivery through technology can improve clinical, financial, administrative and workplace performance"><strong>READ MORE.</strong></a></p></div></div><div> .SponsorMarketoForm { background-color: ; 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document.getElementById("successAndErrorMessages").innerHTML = "<div><p>Thank you for downloading the latest AHA Trailblazers.<\/p><a class='btn btn-wide btn-primary' data-view-context='top-level-view' href='https:\/\/www.aha.org\/system\/files\/media\/file\/2024\/11\/Trailblazers_Kontakt.pdf' target='_blank' rel='noopener noreferrer nofollow'>Download the Report<\/a><\/center><\/div>"; return false; }); }; }); <div id="successAndErrorMessages"> </div></div></div><div class="col-sm-3"><img src="/sites/default/files/2024-11/Traiblazers_Kontakt_cover_777x600.png" alt="Thriving in the New Health Care Economy | How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability" width="600" height="777"></div></div></div><div class="col-md-1"> </div></div></div></div> Fri, 15 Nov 2024 14:00:00 -0600 Financial Management /aha-center-health-innovation-market-scan/2024-10-15-thriving-new-health-care-economy <div class="raw-html-embed"> </div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; text-align: center; text-indent: 0px; padding: 10px 20px; } } @media (max-width:530px) { .Banner_Title_Overlay_Bar h1 { position: relative; background-color: #63666A22; } } /* Banner_Title_Overlay_Bar // */ <header class="Banner_Title_Overlay_Bar"><img src="/sites/default/files/2024-01/Trailblazers_Amazon_banner_1170x250.png" alt="Cover of How to Strengthen Your Nurse Retention Strategy" width="1168" height="250"><div><h1>Thriving in the New Health Care Economy</h1></div></header></div> h2{ margin-top: 0px; } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } p.center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } <div class="row"><div class="col-sm-8"><h2>How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability</h2><p>Health system executives have described it perfectly. There isn’t a more succinct description of the new health care economy that emerged from the COVID-19 pandemic. Because things are different, and nearly everything in this new economy is different.</p><p>What’s not different, though, is how some hospitals and health systems operate. As a result, many organizations are struggling to achieve clinical, financial and operational efficiency. What they need is a new operating model — one that matches and overcomes the material changes happening in their markets. Traditional, marginal responses to those material changes won’t cut it anymore.</p><p>This Trailblazers report from the ���������� Association’s Market Scan outlines the key tenets and characteristics of that new operating model and details how two health systems are using that model to respond sustainably to the material market forces that are permanently changing their respective health care economies.</p><div class="row"><div class="col-sm-12"><p><strong>Sponsored by:</strong><a href="https://guidehouse.com/industries/health" target="_blank" title="Guidehouse"><strong><img src="/sites/default/files/2020-03/Logo_Guidehouse_834x313.jpg" alt="Guidehouse logo" width="834" height="313"></strong></a></p></div></div></div><div class="col-sm-4"><a href="https://guidehouse.com/industries/health" target="_blank" title="Guidehouse"><img src="/sites/default/files/2024-01/Trailblazers_logo-924x265.png" alt="TrailBlazers logo" width="100%" height="100%"></a><p><br><a href="#DownloadNow" title="Thriving in the New Health Care Economy | How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability"><img src="/sites/default/files/2024-10/Traiblazers_Guidehouse_cover_777x600.png" alt="Cover, Thriving in the New Health Care Economy | How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability" width="100%" height="100%"> </a><br><a class="btn btn-primary" href="#DownloadNow" title="Download, Thriving in the New Health Care Economy | How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability">Download</a></p></div></div> .y-hr3 div:nth-child(2) { border-top: solid 15px #67c1c3; margin: 50px 0px; height: 0px; <div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row"><div class="col-sm-4"><img src="/sites/default/files/2024-10/Trailblazers_Guidehouse_FirstSection_700x532.png" alt="Stethoscope on top of a calculator" width="100%" height="100%"></div><div class="col-sm-8"><h2>How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability</h2><p>Think of the new operating model as a new way to run a hospital or health system. The model combines discipline, rapid improvements, digital technologies and operations capabilities in a well-integrated, well-sequenced way to achieve sustainable improvements in business, consumer experience and cost. The new operating model translates strategy into structure. It dictates where and how the critical work gets done across a hospital or health system. It defines the hospital or health system as a whole, not as individual parts.</p><p><a href="#DownloadNow" title="Download, How to Strengthen Your Nurse Retention Strategy | Focus on continuous monitoring and improvement to retain clinicians"><strong>READ MORE.</strong></a></p></div></div><div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row"><div class="col-sm-4"><img src="/sites/default/files/2024-10/Trailblazers_Guidehouse_Main_Line_Health_700x532.png" alt="Exterior of Main Line Health" width="700" height="532"></div><div class="col-sm-8"><h2>Case Study: Main Line Health</h2><h3>The End of Seasonality</h3><p>Under President and CEO Jack Lynch III, Barbara Wadsworth, Main Line’s executive vice president and chief operating officer, and Director of Performance Excellence Martha Rudi, Main Line pivoted its operating model. The new model focuses on what Rudi calls “dynamic and innovative” solutions to Main Line’s capacity challenges as well as other material market changes like staffing shortages and an aging patient population.</p><p><a href="#DownloadNow" title="Download, How to Strengthen Your Nurse Retention Strategy | Focus on continuous monitoring and improvement to retain clinicians"><strong>READ MORE.</strong></a></p></div></div><div class="row y-hr3"><div class="col-md-3"> </div><div class="col-md-6"> </div><div class="col-md-3"> </div></div><div class="row"><div class="col-sm-4"><img src="/sites/default/files/2024-10/Trailblazers_Guidehouse_SSM_Health_700x532.png" alt="Exterior of SSM Health" width="700" height="532"></div><div class="col-sm-8"><h2>Case Study: SSM Health</h2><h3>Whiteboarding the Future State</h3><p>SSM Health once ran under a traditional command-and-control management style. Mandatory directives came from the top down. It worked. But as market changes turned material from marginal, the system needed to evolve to continue fulfilling its mission as a Catholic health system. Here is how the health system evolved.</p><p><a href="#DownloadNow" title="Download, How to Strengthen Your Nurse Retention Strategy | Focus on continuous monitoring and improvement to retain clinicians"><strong>READ MORE.</strong></a></p></div></div><div> .SponsorMarketoForm { background-color: ; padding:5px 25px; border: solid 2px #307FE2; margin:50px 15px 0px !important; display:inline-block; } .SponsorMarketoForm h3{ margin:10x 0 0 0 ; color:#eaaa00; font-size:.7em; text-transform:uppercase; font-weight:400; letter-spacing:3px; max-width:200px; /* Custom for the copy length */ background-color:#fff; padding: 5px 15px; position:relative; top:-35px; height: 0px; } .SponsorMarketoForm h2{ color: #002855; } .SponsorMarketoForm .SponsorMarketoFormHolder{ background-color: ; padding:15px; display: inline-block; margin-bottom:25px; } .SponsorMarketoFormHolder form{ margin: auto; } @media (max-width:640px){ .SponsorMarketoForm { padding:5px 0px; } .SponsorMarketoForm .SponsorMarketoFormHolder{ padding:15px 0px; } } /* Marketo Over-ride */ .mktoForm .mktoFormRow:nth-child(3){ float: left; } /*Center the last row .mktoForm .mktoFormRow:nth-child(4){ margin-left:15%; } */ .mktoForm label{ font-size: 0px; width: 0px !important; } .mktoForm input{ height: 30px } .mktoForm .mktoButtonRow{ float: left; } .mktoForm .mktoButtonWrap { margin-left:20px !important; } .mktoForm .mktoButton { background-color: #307FE2 !important; border: 1px solid #307FE2 !important; color: #fff !important; padding: 0.4em 1em; font-size: 1em; background-image: none !important; min-width: 190px; margin: 0 15px; border-radius: 4px; padding: 10px 20px; transition: all .25s ease-in-out; text-shadow: none; white-space: normal; height: 30px; font-weight: 700 } .mktoForm .mktoButton:hover{ background-color: #002855 !important; border: 1px solid #002855 !important; color: #fff !important; } .mktoForm .mktoClear { clear: none; } <div class="row spacer" id="DownloadNow"><div><div class="col-md-1"> </div><div class="col-md-10"><div class="cta--image-container full_width SponsorMarketoForm"><h3>Download Now</h3><div class="col-sm-9"><h2>Thriving in the New Health Care Economy</h2><div class="SponsorMarketoFormHolder">   MktoForms2.loadForm("//sponsors.aha.org", "710-ZLL-651", 3641); MktoForms2.whenReady(function(form) { if (form.getId() == 3641) { form.onSuccess(function(values, followUpUrl) { form.getFormElem().hide(); document.getElementById("successAndErrorMessages").innerHTML = "<div><p>Thank you for downloading the latest AHA Trailblazers.<\/p><a class='btn btn-wide btn-primary' data-view-context='top-level-view' href='https:\/\/www.aha.org\/system\/files\/media\/file\/2024\/10\/Trailblazers_Guidehouse_Oct.pdf' target='_blank' rel='noopener noreferrer nofollow'>Download the Report<\/a><\/center><\/div>"; return false; }); }; }); <div id="successAndErrorMessages"> </div></div></div><div class="col-sm-3"><img src="/sites/default/files/2024-10/Traiblazers_Guidehouse_cover_777x600.png" alt="Thriving in the New Health Care Economy | How Hospitals and Health Systems Can Pivot Their Operating Models for Sustainability" width="600" height="777"></div></div></div><div class="col-md-1"> </div></div></div></div> Tue, 15 Oct 2024 08:41:53 -0500 Financial Management