Today's Top 20 StoriesRSS
  1. Implementing a perioperative surgical home: 5 takeaways

    Michael Skehan, MD, senior vice president, senior physician executive and CMO for Stuart, Fla.-based Martin Health System, and Sonya Pease, MD, CMO of TeamHealth Anesthesia, shared how to go about implementing a perioperative surgical home in a hospital setting at the Becker's Hospital Review 6th Annual Meeting May 7.  By Shannon Barnet -
  2. 4 steps to creating a common culture in a medical group

    Creating a common culture in a medical group is crucial to creating a sense of confidence, integrity, pride and partnership among physicians and between physicians and an organization.  By Shannon Barnet -
  3. 8 areas of focus that can create a remarkable patient experience

    Increasingly, healthcare providers are trying to go above and beyond expectations to create a whole healing experience for their patients.  By Shannon Barnet -

Survey: Meeting lean goals through system integration

Wrestling with how to reduce redundancy, remove waste and how to fully and physically integrate your organization as you grow? Take this 6-item survey to help influence the resulting industry report.
  1. The Uber strategy in healthcare — Can it work with ACOs?

    Uber and/or accountable care organizations? By Laura Dyrda -
  2. How to build a successful hospital leadership team in collaboration with physicians

    There are several industry forces causing chaos in healthcare today, including physician shortages, healthcare reform initiatives, regulatory updates and the ever-increasing cost of care. Physicians and hospital executives haven't always had close relationships, but now they're becoming strategic partners to drive real change. The question is: How can they build a successful collaboration? By Laura Dyrda -
  3. Fear and Loathing in the Hospital-Physician relationship: How healthcare leaders are coming together for better care

    The physician/hospital executive relationship hasn't always been an easy one. However, as healthcare becomes more collaborative — and ultimately patient-focused — leaders with all backgrounds are working together to provide the best care for the patient possible. By Laura Dyrda -
  4. Monkey see, monkey do: Market dynamics of the ACO movement

    While the growth of accountable care organizations is inching forward at a national level, it is starting to gain clout in specific markets across the country.  By Emily Rappleye -

How are you staffing your hospital? 

Complete a 7-item survey for an upcoming E-book about hospital workforce management and staffing to compare your experience with those of other hospital and health system leaders. 
  1. How safe is your OR? 8 things to consider

    When she witnessed a near mix-up between a hernia repair and an orthopedic surgery for a pediatric patient, the lightbulb went off for Krista Bragg, DNP, CRNA, chief nurse anesthetist and manager of perioperative education at The Reading Hospital and Medical Center in West Reading, Pa.  By Emily Rappleye -
  2. Are we ready for Medicaid ACOs? How MetroHealth managed a Medicaid population

    When Cleveland-based MetroHealth System established MetroHealth Care Plus in 2013, the enrollees pool was far-from-expected. MetroHealth Care Plus was intended to help patients who fall through the cracks — those who have no insurance, yet don't qualify for Medicaid.  By Emily Rappleye -
  3. The art and science of reputation: 3 reasons your organization needs a reputation management strategy

    Reputation is who you are, what you stand for and how you act. For healthcare organizations, reputation needs to be carefully protected, because it affects the bottom line, according to Karen Strauss, chief of strategy, marketing and communications at Toledo, Ohio-based ProMedica.  By Emily Rappleye -
  4. Multi-generational workplace: how to best connect

    Greg Rose, MD, PhD, President and CEO of teleradiology partner Rays, spoke to the 6th Annual Becker's Hospital Review Meeting about why it is important to understand, and even care, about what other generations think. Everyone in a healthcare organization will be working with different generations so there are many different reasons why it is a good idea to know what makes them tick, or at least some things about their worldview.  By Brandon Howard -

Why your EMR won't drive value-based care

You don't know what you don't know. You may think you are providing value-based services to your clients through your EMR, but without the ability to take action and ensure accountable follow-up, are you truly making a positive impact?
  1. athenahealth COO Ed Park: Lessons on customer service from Amazon

    Why is there such a big different between Amazon and the healthcare experience? This is the question Ed Park, executive vice president and COO of athenahealth posed to the audience during Becker's Hospital Review's 6th Annual Meeting in Chicago. The answer, he proposed, is Amazon's unwavering commitment to always make decisions that are in the best interest of the customer. By Tamara Rosin -
  2. The transition to ACOs and population health: 5 key thoughts

    Healthcare systems are increasingly entering into accountable care organization agreements and embracing population health management because, at their cores, they are good for patients. Each strategy aims to improve healthcare delivery through enhanced coordination of care and keeping people healthy and out of the hospital. However, both ACOs and population health efforts are riddled with challenges. By Tamara Rosin -
  3. Where do you see your hospital in 5 years? 3 CEOs respond

    Perhaps no other time period in healthcare has been as uncertain or as exciting as today, and expectedly, it will continue to be in the near future. Different kinds of hospitals, such as community safety-nets, specialized and general acute care hospitals, are all facing the challenge of transitioning from fee-for-service to a pay-for-performance system, yet each in different ways.  By Tamara Rosin -
  4. Woman's Hospital CEO Terri Fontenot names 7 key traits of transformative leaders

    As the challenges healthcare organizations face change, so must their leaders. Today is an exciting but tumultuous time in healthcare, and to be as effective as possible for their organizations, patients and other constituents, hospital and health system leaders must be prepared to adapt to uncertainty and adversity. By Tamara Rosin -
  5. 6 latest hospital, health system CEO moves

    The following hospital and health system CEO moves were announced or made in the last week. They are listed below, beginning with the most recent.  By Kelly Gooch -
  6. 5 Dallas health systems combine ACO efforts

    Five healthcare systems based in the Dallas-Fort Worth area last month announced the launch of a joint accountable care organization, comprised of 42 hospitals, 72 outpatient facilities, more than 1,300 primary care physicians and more than 4,100 specialists.  By Emily Rappleye -
  7. From strategy to reality: COO Michael Rowan spells out Catholic Health Initiatives' master plan

    A lot of conversation at the Becker's Hospital Review 6th Annual Meeting in Chicago was conceptual — a healthy amount of ideas and strategies shared between hospital and health system leaders. Then Michael Rowan, president of health system delivery and COO of Catholic Health Initiatives, got literal. By Molly Gamble -
  8. How to transform high-quality clinical outcomes into sustainable revenue

    In the transition to value-based care, healthcare industry stakeholders are facing various challenges to staying financially viable, including those presented by healthcare reform and consumerism. However, there are steps healthcare providers can take to overcome those challenges and create a sustainable revenue stream at the same time.  By Ayla Ellison -
  9. Key drivers of the Delivery System Reform Incentive Payment Program and obstacles to its success

    In 2014, CMS launched the Delivery System Reform Incentive Payment Program, an optional federal Medicaid waiver program for states with high Medicaid expenses. The program provides states with significant funding that can be used to support hospitals and other provider organizations as they aim to improve how they provide care to Medicaid beneficiaries.  By Ayla Ellison -


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