Linking CEO Compensation to Organization-Wide Performance

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Linking CEO Compensation to Organization-Wide Performance"

Transcription

1 Linking CEO Compensation to Organization-Wide Performance Jean Chenoweth, Senior Vice President, Truven Health 100 Top Hospitals Programs David Foster, PhD, MPH, Chief Scientist, Truven Health Analytics Julie Shook, MPH, Director - Content, Truven Health Center for Healthcare Analytics October 2014 Overall Finding In this sample of and health systems, the total direct compensation of an organization s CEO is strongly associated with better performance of the entire organization. Executive Summary Hospital and health system chief executive officer (CEO) compensation is a controversial topic, as hospital boards and leadership focus on reform, rising costs, quality improvement, and increasing transparency. A frequently cited study on CEO compensation is a 2013 Harvard School of Public Health study by Karen Joynt and colleagues. 1 That study found that, while U.S. hospital CEO compensation was significantly associated with hospital teaching status, facility size, technology, and patient perception of care, it was not associated with quality, financial performance, or community value. The study used 2009 Centers for Medicare & Medicaid Services (CMS) Hospital Compare individual measures of performance and 2009 IRS Form 990 financial statements to analyze the relationship of CEO compensation with quality, financial performance, and community value. The purpose of hospital and health system CEO compensation is to incentivize high performance and ultimately reward an executive for effective implementation of the organization s mission, strategies, and goals factors that go beyond the CMS individual measures of performance. Researchers at the Truven Health Center for Healthcare Analytics hypothesized that CEO compensation should be associated with a score representing overall organization performance a composite of performance scores that encompasses measures of quality, operations, finance, patient perception of care, and more. To test the hypothesis, we performed regression analyses to determine whether a correlation exists between CEO direct compensation, reported by the 487 acute-care, general and 89 health systems that responded to the 2014 Integrated Health Strategies National Healthcare Leadership Compensation Survey, 2 and the hospital s or health system s composite scores on the 2014 Truven Health 100 Top Hospitals and 15 Top Health Systems balanced scorecards. 100 Top Hospitals Research

2 The 100 Top Hospitals and 15 Top Health Systems national balanced scorecards were selected based on academic validation, 21 years of field testing, correlation with Baldrige award winners 5-year rates of improvement and performance levels, and academic use for determining best governance practices. 3,4,5 The results showed highly significant correlations between CEO direct compensation and the composite score of all equally weighted hospital and health system national balanced scorecards. Further, the higher the performance levels increased on the balanced scorecard composite score, the higher compensation increased in consistent increments. Use of a Balanced Scorecard The concept of a balanced scorecard was developed by Norton and Kaplan at Harvard University 6 in the early 1990s to guide boards of public companies in objectively assessing organization-wide performance. The balanced scorecard approach enabled boards to effectively broaden the increasingly narrow focus on short-term financial results and delivered a range of key performance indicators associated with organizational goals. Those metrics provided a complete view of a CEO s success in executing all strategies and goals. In 1993, Truven Health Analytics developed the 100 Top Hospitals balanced scorecard a hospital-focused national balanced scorecard that applies public data to the balanced scorecard concept. Truven Health innovated further by creating a composite score of equally weighted scorecard measures and developing national benchmarks and medians. The objective was to measure the relative ability of hospital leadership to lead the organization to high, balanced performance across the areas of quality, efficiency, financial performance, and customer satisfaction. A hospital s 100 Top Hospitals composite score provides an unbiased assessment of its overall ranked performance, similar to external ranking of compensation comparables provided by compensation consultants. The composite score is calculated by adding together the national rank of performance for all individual measures considered. The sum of performance on all measures is then compared to the ranks of all national peers. Griffith and Alexander, University of Michigan, analyzed the 100 Top Hospitals databases and methods in 2002 and found that board use of a national balanced scorecard developed from publicly available data is valid. 3 In 2011, the U.S. National Institute of Standards and Technology selected the 100 Top Hospitals balanced scorecard to evaluate the relative performance of Baldrige award winners versus non-baldrige winning peers. 4 The results demonstrated that Baldrige award winners improved more than five times faster than peers on the national balanced scorecard over five consecutive years. Further, Baldrige award winners were two times more likely to be named Truven Health 100 Top Hospitals than non-winning peers within three years of selection for the award. 2 Linking CEO Compensation to Organization-Wide Performance

3 The 15 Top Health Systems national balanced scorecard uses the same methodologies as the 100 Top Hospitals study and aggregates member data into a system s total scores for comparison to other similar health systems. 7 The Analysis The hypothesis used for the CEO compensation research preliminary study was that total direct compensation (TDC) for a hospital s or health system s CEO is correlated with a composite score of the organization s balanced scorecard measures. The composite score of the 100 Top Hospitals or the 15 Top Health Systems national balanced scorecard was selected for use in the study. TDC was defined as total annual cash compensation plus the annualized value of long-term incentives. A hospital s composite score is the sum of the hospital s national rank on the nine equally weighted measures listed below. A health system s composite score is the sum of the health system s national rank on each of the same equally weighted measures, excluding the expense and profit metrics noted with asterisks: Risk-adjusted mortality Risk-adjusted complications Agency for Healthcare Research and Quality (AHRQ) patient safety measures CMS 30-day measures CMS Core Measures Severity-adjusted lengths of stay Expense per adjusted discharge* Profit from operations* CMS Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) Willingness to Recommend scores Five of the nine measures reflect various aspects of clinical quality inpatient outcomes, inpatient safety, post-discharge outcomes, and adherence to proxies for evidence-based medicine. Goals of the analysis were to use 2012 Integrated Healthcare Services survey data and the matching Truven Health 100 Top Hospitals composite scores to evaluate TDC at the system and, separately, hospital level, to determine the association between it and lowerperforming versus higher-performing organizations. Data Sources Truven Health 100 Top Hospitals study databases were used to assess hospital performance. The databases include: CMS MEDPAR data for federal fiscal years 2011 and 2012 CMS Hospital Compare data from 2013 for 30-day mortality and readmission rates, Core Measures, and HCAHPS Integrated Healthcare Services hospital-level data on total CEO compensation for Linking CEO Compensation to Organization-Wide Performance 3

4 Research Methods Integrated Healthcare Services contributed TDC data from 487 and 89 health systems from its leadership and compensation survey. Truven Health matched the survey data with the corresponding Top Hospitals and 15 Top Health Systems composite scores for overall organization performance on the national balanced scorecard, as well as the individual metrics. Financial data was not available for health systems. The initial analysis evaluated the association between TDC and the overall hospital or health system performance on the 100 Top Hospitals national balanced scorecard. At each level, the relevant composite performance score was used: Hospital level 100 Top Hospitals balanced scorecard composite score, including financial performance Health system level 15 Top Health Systems balanced scorecard, excluding financial performance The dependent variable of interest was total direct compensation, with independent, or predictor, variables comprised of various performance measures from the Top Hospitals study. The geometric mean of TDC was modeled against the following independent variables: Overall, or composite, 100 Top Hospital performance percentile score Mortality Complications Length of stay (LOS) AHRQ Patient Safety Indicator composite CMS Core Measures Adjusted inpatient expense per discharge Profitability CMS HCAHPS (patient impression of care provided and care setting) Subsequent analyses evaluated associations between various specific measures used in the 100 Top Hospitals or 15 Top Health Systems balanced scorecards and total compensation. We examined the distribution of by class for both 100 Top Hospitals and Integrated Healthcare Services organizations to determine that there would sufficient volume in each class, and all analyses were adjusted for standard 100 Top Hospitals class assignment, which provides stratification adjustments on bed size category and teaching status. (See Figure 1 for class assignment and distribution details.) 4 Linking CEO Compensation to Organization-Wide Performance

5 Figure 1: Percentage Distribution of Hospitals by 100 Top Hospitals Class n= Top Hospitals (2014) IHS Total Direct Compensation (n=hospital count) Percent Distribution n=82 n=75 n=112 n= Major teaching Teaching Large community Medium community Small community Top Hospitals Class Sources: Truven Health 100 Top Hospitals Study, 2014; Integrated Health Strategies National Healthcare Leadership Compensation Survey, 2014 To facilitate the analyses, SAS proc GLM was used to fit linear regression models, which would provide for the examination of associations between total direct compensation and various 100 Top Hospitals performance measures, while implementing adjustment for 100 Top Hospitals class assignments. Statistical significance was evaluated at an alpha level of Log transformation was completed as needed to ensure a more normal distribution of total direct compensation in accordance with the linear model assumptions. Duan s smearing technique 8 was used to retransform log total direct compensation back to the original units in an unbiased way. To evaluate whether there were differences between lower and higher performing organizations in terms of the association between performance and compensation, two separate models were also conducted one on lower performing organizations (in the lowest 50 percent of all /health systems) and the other on higher performing organizations (highest 50 percent). Linking CEO Compensation to Organization-Wide Performance 5

6 Results There were 487 and 89 hospital systems included in the study. Correlation results showed a value of 0.79 (p<0.0001) for overall 100 Top Hospitals performance and total direct compensation at the hospital level. At the system level, the correlation was 0.75 (p<0.0001). Specifically, we found that compensation increased by an average of 1.5 percent for each unit increase in 100 Top Hospital performance percentile. Performance at the hospital level was associated with an average increase in compensation of 1.1 percent per each unit increase in 15 Top Health Systems performance percentile. Figure 2: Percentage Change in TDC per Unit Increase in Percentile Performance of 100 Top Hospitals and 15 Top Health Systems Composite Measures 1.60% 1.40% 1.20% 1.00% 0.80% 0.60% 0.40% 0.20% 0.00% Hospital System Sources: Truven Health 100 Top Hospitals and Truven Health 15 Top Systems Studies, 2014; Integrated Health Strategies National Healthcare Leadership Compensation Survey, 2014 The analysis of individual components of the 100 Top Hospitals composite performance measure showed that profitability and expense per adjusted inpatient discharge were highly associated with compensation (p<0.0001) in a way that indicated higher compensation with better performance. Adjusted associations in the lowest- and highest-performing and health systems revealed little difference in compensation tied to performance. For the lowest 50 percent of, there was an increase in compensation of 2.2 percent per each unit increase in scorecard performance percentile. At the system level, the increase was 1.3 percent. For both the highest 50 percent of and health systems, there was an increase in compensation of 1.7 and 1.8 percent per each unit increase in scorecard performance percentile for hospital and health system, respectively. 6 Linking CEO Compensation to Organization-Wide Performance

7 Conclusions In this sample of and health systems, increased TDC is strongly associated with better performance of the organization. While the overall, or composite, 100 Top Hospitals performance score was directly and significantly associated with compensation, the examination of individual subcomponents of the 100 Top Hospitals composite showed a mixed result. Specifically, profitability and expenses per adjusted inpatient discharge showed associations with compensation. All of these results were statistically significant. A second study to further assess and validate the connection between CEO performance and compensation is planned by Truven Health, using the most current Form 990 tax returns and performance data of nearly 3,000 and 400 health systems. The results will be published in Study Limitations The results of this study are based on a limited sample of 487 acute-care, general and 89 health systems. While the sample is adjusted to reflect a national distribution of, replication of the result with a larger sample is desirable and underway. The results of this investigation are based on administrative, or claims, data. Such data do not contain much of the important clinical information that would improve the epidemiologic rigor of this type of study. The use of administrative data, however, does provide an efficient way to compare performance across many organizations, as is being done by CMS, AHRQ, and others. However, most experts agree that these types of data are not adequate for confirming the presence of causal association. In other words, these data and methods are sufficient for establishing the existence of associations, but not necessarily confirmatory for causal relationships. References 1 Joynt KE, et al. Compensations of chief executive officers at nonprofit US. JAMA Intern Med 2013; DOI: /jamainternmed National Healthcare Leadership and Compensation Survey 2014, Integrated Healthcare Services. Includes data on 175 executive positions and 39 manager positions from more than 1,350 facilities in the U.S. 3 Griffith and Alexander, University of Michigan. Comparison of Baldrige Award Applicants and Recipients With Peer Hospitals on a National Balanced Scorecard, National Institute of Standards and Technology (NIST) Brief, Comparison of Baldrige Award Applicants and Recipients with Peer Hospitals on a National Balanced Scorecard, October Prybil L, UK College of Public Health, Governance in Large Nonprofit Health Systems: Current Profile and Emerging Patterns, Kaplan RS, Norton DP. The Balanced Scorecard: Measures that Drive Performance. Harvard Business Review, Jan Feb Top Hospitals: Study Overview, Truven Health Analytics, 21st Edition, March 3, Duan N. Smearing Estimate: A Nonparametric Retransformation Method, Journal of the American Statistical Association, Vol., 78, No (Sept. 1983), pp Linking CEO Compensation to Organization-Wide Performance 7

8 About the 100 Top Hospitals Program The Truven Health Analytics annual 100 Top Hospitals program uses public data to recognize exhibiting the highest performance on a national balanced scorecard relative to peers. Because only public data is used in this study for transparency purposes, all are included. There is no application form, application fee, marketing fee, or any other fee for inclusion in the study. Study results and winner lists are highly anticipated each year and have been for two decades. The Truven Health study is unique in that it evaluates on a composite score reflecting performance across key indicators, including inpatient clinical care and 30-day outcomes, efficiency, financial stability, and patient perception of care. It compares only against similar facilities in terms of size and teaching status. FOR MORE INFORMATION Please contact the Truven Health Center for Healthcare Analytics at For more information on the 100 Top Hospitals program, visit 100top.com. ABOUT TRUVEN HEALTH ANALYTICS At Truven Health Analytics, we are dedicated to delivering the answers our clients need to improve healthcare quality and reduce costs. We are a healthcare analytics company with robust, widely respected data assets and advanced analytic expertise that have served the global healthcare industry for more than 30 years. These combine with our unique perspective from across the entire healthcare industry to give, clinicians, employers, health plans, government agencies, life sciences researchers, and policymakers the confidence they need to make the right decisions, right now, every time. With our healthcare-specific expertise and tools for managing complex and disparate data, we understand how to implement and integrate tailored analytics that drive improvement. Truven Health Analytics owns some of the most trusted brands in healthcare, such as Micromedex, ActionOI, 100 Top Hospitals, MarketScan, and Advantage Suite. Truven Health has its principal offices in Ann Arbor, Mich.; Chicago; and Denver. For more information, please visit truvenhealth.com. truvenhealth.com Truven Health Analytics Inc. All rights reserved. All other product names used herein are trademarks of their respective owners. TOP

Hospital Performance Differences by Ownership

Hospital Performance Differences by Ownership 100 TOP HOSPITALS RESEARCH HIGHLIGHTS This paper evaluates whether hospital ownership is associated with differing levels of performance on Truven Health 100 Top Hospitals balanced scorecard measures.

More information

100 TOP HOSPITALS. 15 Top Health Systems Study

100 TOP HOSPITALS. 15 Top Health Systems Study 100 TOP HOSPITALS 15 Top Health Systems Study 5th Edition April 15, 2013 Truven Health Analytics 777 E. Eisenhower Parkway Ann Arbor, MI 48108 USA +1.800.366.7526 Truven Health 15 Top Health Systems, 2013

More information

100 TOP HOSPITALS. 15 Top Health Systems Study

100 TOP HOSPITALS. 15 Top Health Systems Study 100 TOP HOSPITALS 15 Top Health Systems Study 6th Edition April 21, 2014 Truven Health Analytics 777 E. Eisenhower Parkway Ann Arbor, MI 48108 USA +1.800.366.7526 Truven Health 15 Top Health Systems, 2014

More information

Physician Discovery Services Provide a Full Range of Physician Practice Solutions

Physician Discovery Services Provide a Full Range of Physician Practice Solutions Physician Discovery Services OUR SOLUTION Truven Health Physician Discovery Services experts provide insights into a hospital or health system s physician enterprise. With experience in physician assessment,

More information

Business Development. MarketDiscovery A Complete Healthcare Business Development Solution

Business Development. MarketDiscovery A Complete Healthcare Business Development Solution Business Development MarketDiscovery A Complete Healthcare Business Development Solution Helping You Focus on Profitable Growth Business development plays a key role in healthcare organizations, and like

More information

A Roadmap for Population Health: Best Practices for Achieving Operational Alignment

A Roadmap for Population Health: Best Practices for Achieving Operational Alignment RESEARCH BRIEF A Roadmap for Population Health: Best Practices for Achieving Operational Alignment Larry Yuhasz February 2014 Reform under the Patient Protection and Affordable Care Act (PPACA) demands

More information

TRUSTED PATIENT EDUCATION FOR BETTER OUTCOMES. MICROMEDEX Patient Connect. Patient Education & Engagement

TRUSTED PATIENT EDUCATION FOR BETTER OUTCOMES. MICROMEDEX Patient Connect. Patient Education & Engagement TRUSTED PATIENT EDUCATION FOR BETTER OUTCOMES MICROMEDEX Patient Connect Patient Education & Engagement Trusted Patient Education for Better Outcomes All your training, experience, tools, and technology

More information

The Progressive Journey Toward Population Health Management

The Progressive Journey Toward Population Health Management The Progressive Journey Toward Population Health Management Lee B. Sacks, MD CEO Advocate Physician Partners, Executive Vice President and Chief Medical Officer, Advocate Health Care Michael Udwin, MD

More information

CMS Readmission Penalties: Estimating the Impact of Socioeconomics and Race

CMS Readmission Penalties: Estimating the Impact of Socioeconomics and Race CMS Readmission Penalties: Estimating the Impact of Socioeconomics and Race David Foster, PhD, MPH Truven Health Center for Healthcare Analytics September 2014 Highlights Adjusting for key socioeconomic

More information

Solutions For. Information, Insights, and Analysis to Help Manage Business Challenges

Solutions For. Information, Insights, and Analysis to Help Manage Business Challenges Solutions For Health Plans Information, Insights, and Analysis to Help Manage Business Challenges Solutions for Health Plans Health plans are challenged with controlling medical costs, engaging members

More information

2012 HIMSS ANALYTICS REPORT: Quality and Safety Linked to Advanced Information Technology Enabled Processes April 2012

2012 HIMSS ANALYTICS REPORT: Quality and Safety Linked to Advanced Information Technology Enabled Processes April 2012 2012 HIMSS ANALYTICS REPORT: Quality and Safety Linked to Advanced Information Technology Enabled Processes April 2012 Sponsored By: 2 Background and Purpose Many industry observers believe that widespread

More information

Preparing for Health Care Reform Sinai Health System. Tina Spector Assistant Vice President, Quality April 25, 2011

Preparing for Health Care Reform Sinai Health System. Tina Spector Assistant Vice President, Quality April 25, 2011 Preparing for Health Care Reform Sinai Health System Tina Spector Assistant Vice President, Quality April 25, 2011 About Mount Sinai Hospital Deeply Rooted in the Tradition of Tikkun Olam, to Heal The

More information

Decision. Advantage Suite Delivers Enriched Information For Improved Decision Making

Decision. Advantage Suite Delivers Enriched Information For Improved Decision Making Enterprise Decision Support Advantage Suite Delivers Enriched Information For Improved Decision Making For the past two years, the Patient Protection and Affordable Care Act (PPACA) has been at the center

More information

Will Your Accountable Care Organization Pilot Succeed? Predict Success with Just Four Numbers.

Will Your Accountable Care Organization Pilot Succeed? Predict Success with Just Four Numbers. White Paper Will Your Accountable Care Organization Pilot Succeed? Predict Success with Just Four Numbers. Bob Kelley Senior Vice President, Healthcare Analytics Truven Health Analytics SM February 2012

More information

TRUVEN HEALTH UNIFY. Population Health Management Enterprise Solution

TRUVEN HEALTH UNIFY. Population Health Management Enterprise Solution TRUVEN HEALTH UNIFY Population Health Enterprise Solution A Comprehensive Suite of Solutions for Improving Care and Managing Population Health With Truven Health Unify, you can achieve: Clinical data integration

More information

National Healthcare Leadership Survey Implementation of Best Practices

National Healthcare Leadership Survey Implementation of Best Practices National Center for Healthcare Leadership National Healthcare Leadership Survey Implementation of Best Practices June 2011 National Healthcare Leadership Survey: Implementation of A joint project of NCHL

More information

Commonwealth of Massachusetts Center for Health Information & Analysis (CHIA) Non-Governmental Application for Case Mix Data

Commonwealth of Massachusetts Center for Health Information & Analysis (CHIA) Non-Governmental Application for Case Mix Data Commonwealth of Massachusetts Center for Health Information & Analysis (CHIA) Non-Governmental Application for Case Mix Data Case Mix Data Request Form Published 2.17.2015 This form is to be used by all

More information

Case Study High-Performing Health Care Organization December 2008

Case Study High-Performing Health Care Organization December 2008 Case Study High-Performing Health Care Organization December 2008 Duke University Hospital: Organizational and Tactical Strategies to Enhance Patient Satisfaction Sha r o n Si l o w-ca r r o l l, M.B.A.,

More information

CAHPS : Assessing Health Care Quality From the Patient s Perspective

CAHPS : Assessing Health Care Quality From the Patient s Perspective P R O G R A M B R I E F CAHPS : Assessing Health Care Quality From the Patient s Perspective The Agency for Healthcare Research and Quality's (AHRQ s) mission is to produce evidence to make health care

More information

ANNALS OF HEALTH LAW Advance Directive VOLUME 20 SPRING 2011 PAGES 134-143. Value-Based Purchasing As a Bridge Between Value and Access

ANNALS OF HEALTH LAW Advance Directive VOLUME 20 SPRING 2011 PAGES 134-143. Value-Based Purchasing As a Bridge Between Value and Access ANNALS OF HEALTH LAW Advance Directive VOLUME 20 SPRING 2011 PAGES 134-143 Value-Based Purchasing As a Bridge Between Value and Access Erin Lau* I. INTRODUCTION By definition, the words value and access

More information

All Payer Claims Databases: Options for Consideration Feasibility Study Final Report Presentation to the Alaska Health Care Commission March 7, 2013

All Payer Claims Databases: Options for Consideration Feasibility Study Final Report Presentation to the Alaska Health Care Commission March 7, 2013 All Payer Claims Databases: Options for Consideration Feasibility Study Final Report Presentation to the Alaska Health Care Commission March 7, 2013 Overview of the Presentation Project summary Health

More information

TRUVEN HEALTH UNIFY. Population Health Management Enterprise Solution

TRUVEN HEALTH UNIFY. Population Health Management Enterprise Solution TRUVEN HEALTH UNIFY Population Health Enterprise Solution A Comprehensive Suite of Solutions for Improving Care and Managing Population Health With Truven Health Unify, you can achieve: Clinical data integration

More information

Value-Based Purchasing

Value-Based Purchasing Emerging Topics in Healthcare Reform Value-Based Purchasing Janssen Pharmaceuticals, Inc. Value-Based Purchasing The Patient Protection and Affordable Care Act (ACA) established the Hospital Value-Based

More information

ADVANTAGE SUITE. Enriched Information for Improved Healthcare Decision Making

ADVANTAGE SUITE. Enriched Information for Improved Healthcare Decision Making ADVANTAGE SUITE Enriched Information for Improved Healthcare Decision Making Escalating healthcare costs take a significant bite out of employers profitability. In the struggle against spiraling costs,

More information

HCAHPS and Value-Based Purchasing Methods and Measurement. Deb Stargardt, Improvement Services Darrel Shanbour, Consulting Services

HCAHPS and Value-Based Purchasing Methods and Measurement. Deb Stargardt, Improvement Services Darrel Shanbour, Consulting Services HCAHPS and Value-Based Purchasing Methods and Measurement Deb Stargardt, Improvement Services Darrel Shanbour, Consulting Services Today s Learning Objectives Acquire new knowledge pertaining to: A. Hospital

More information

Data Shows Reduction in Medicare Hospital Readmission Rates During 2012

Data Shows Reduction in Medicare Hospital Readmission Rates During 2012 Medicare & Medicaid Research Review 2013: Volume 3, Number 2 A publication of the Centers for Medicare & Medicaid Services, Office of Information Products & Data Analytics Data Shows Reduction in Medicare

More information

Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership.

Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership. Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership November, 2013 Project Focus and Methodology Project Focus This project

More information

PATIENT EXPERIENCE GRANT PROGRAM SERIES RESEARCH REPORT

PATIENT EXPERIENCE GRANT PROGRAM SERIES RESEARCH REPORT PATIENT EXPERIENCE GRANT PROGRAM SERIES RESEARCH REPORT Impact of a Collaborative Re-structuring of New Hire Hospital Orientation on Employee Engagement Tanya Lott, MSN, RN-BC Winnie Hennessy, PhD, RN,

More information

Surge in exec comp driven by pay-for-performance bonuses

Surge in exec comp driven by pay-for-performance bonuses EXECUTIVE COMPENSATION THE ONLY HEALTHCARE BUSINESS NEWS WEEKLY AUGUST 10, 2015 GOING UP Surge in exec comp driven by pay-for-performance bonuses By Michael Sandler The one-year pause in big payouts to

More information

The New Analytics Market Planning, Operational Assessment, and Population Health

The New Analytics Market Planning, Operational Assessment, and Population Health The New Analytics Market Planning, Operational Assessment, and Population Health Scott W. Goodspeed, DHA, FACHE Principal and Vice President ivantage Health Analytics 207.272.9934 cell sgoodspeed@ivantagehealth.com

More information

Everything you ever wanted to know about Value-Based Purchasing* *But were afraid to ask

Everything you ever wanted to know about Value-Based Purchasing* *But were afraid to ask Everything you ever wanted to know about Value-Based Purchasing* *But were afraid to ask TAHFM - April 10, 2013 John Murray, MBA Director, Patient Experience Deric Hebert Director, Engineering Services

More information

Physician-Led Emergency Department Optimization Dashboard

Physician-Led Emergency Department Optimization Dashboard Physician-Led Emergency Department Optimization Dashboard Enhancing Efficiencies in the ED and Beyond ehealth 2015: Making Connections June 1, 2015 Dr. Tony Meriano, Chief Medical Information Officer TransForm

More information

Measuring the patient experience: Lessons from other industries

Measuring the patient experience: Lessons from other industries Healthcare Systems and Services Measuring the patient experience: Lessons from other industries August 2015 by Brandon Carrus, Jenny Cordina, Whitney Gretz, and Kevin Neher A comprehensive approach health

More information

Elim Park Health Care Center. Clinical Excellence and Quality Report

Elim Park Health Care Center. Clinical Excellence and Quality Report 2014 Elim Park Health Care Center Clinical Excellence and Quality Report Welcome to Elim Park Health Care Center s 2014 Clinical Excellence and Quality Report. We have been providing patient focused quality

More information

WHITE PAPER. How a multi-tiered strategy can reduce readmission rates and significantly enhance patient experience

WHITE PAPER. How a multi-tiered strategy can reduce readmission rates and significantly enhance patient experience WHITE PAPER How a multi-tiered strategy can reduce readmission rates and significantly enhance patient experience Vocera Communications, Inc. June, 2014 SUMMARY Hospitals that reduce readmission rates

More information

University Hospitals. May 2010

University Hospitals. May 2010 University s May 2010 The Organization University s (UH) is a diverse, not-for-profit integrated delivery system serving northeastern Ohio. The UH system consists of UH Case Medical Center, a major academic

More information

Nurse Credentialing: How to Impact Patient Outcomes in the Marketplace

Nurse Credentialing: How to Impact Patient Outcomes in the Marketplace Nurse Credentialing: How to Impact Patient Outcomes in the Marketplace Donna King, BSN, MBA, RN, NE-BC, FACHE Vice President, Clinical Operations/Chief Nurse Executive Overview... About Advocate Health

More information

Program Description and FAQ s 2016 Medicare Shared Savings Program Year

Program Description and FAQ s 2016 Medicare Shared Savings Program Year and FAQ s 2016 Medicare Shared Savings Program Year Who is the National Rural Accountable Care Consortium? The National Rural Accountable Care Consortium was formed in 2013 to pool knowledge, patients,

More information

Virtual Mentor American Medical Association Journal of Ethics November 2013, Volume 15, Number 11: 982-987.

Virtual Mentor American Medical Association Journal of Ethics November 2013, Volume 15, Number 11: 982-987. Virtual Mentor American Medical Association Journal of Ethics November 2013, Volume 15, Number 11: 982-987. HISTORY OF MEDICINE Patient Satisfaction: History, Myths, and Misperceptions Richard Bolton Siegrist,

More information

Patient Experience. The Cleveland Clinic Journey. American Medical Group Association Orlando, Florida March 14, 2013

Patient Experience. The Cleveland Clinic Journey. American Medical Group Association Orlando, Florida March 14, 2013 Patient Experience The Cleveland Clinic Journey American Medical Group Association Orlando, Florida March 14, 2013 James Merlino, MD Chief Experience Officer Overview How did Cleveland Clinic change their

More information

Purpose Driven Performance

Purpose Driven Performance Discussion Paper June 2007 Purpose Driven Performance *John R. Grabski In recent years, academics and management consultants have argued the merit of the strategic management plan that is based upon the

More information

MODELING THE IMPACT OF PAY OR PLAY STRATEGIES ON EMPLOYER HEALTH COSTS

MODELING THE IMPACT OF PAY OR PLAY STRATEGIES ON EMPLOYER HEALTH COSTS WHITE PAPER MODELING THE IMPACT OF PAY OR PLAY STRATEGIES ON EMPLOYER HEALTH COSTS Christopher Justice, MS JULY 2012 EXECUTIVE SUMMARY For the past two years, the Patient Protection and Affordable Care

More information

Coordinating Transitions of Care: It Takes a Village

Coordinating Transitions of Care: It Takes a Village Coordinating Transitions of Care: It Takes a Village Ken Laube RN, BSN, MBA: Vice President Clinical Excellence Situation/Background Patients face significant challenges when moving from one health care

More information

Physician Scorecards. Clinical Documentation and Coding Improvement. Team Goals Metrics. Data Benchmarks Compliance.

Physician Scorecards. Clinical Documentation and Coding Improvement. Team Goals Metrics. Data Benchmarks Compliance. Health Solutions Clinical Documentation and Coding Improvement Physician Scorecards Individual physician performance has a direct impact on a health system s financial, patient safety, and care quality

More information

Executive Brief: Beaufort Memorial Hospital

Executive Brief: Beaufort Memorial Hospital Executive Brief: Beaufort Memorial Hospital Beaufort Memorial Hospital Realizes $480,000 in Annualized Cost Savings with MEDHOST PatientFlow HD and Consulting Services You simply cannot strap new technology

More information

How ThedaCare Created Its Own Management System

How ThedaCare Created Its Own Management System How ThedaCare Created Its Own Management System Kim Barnas, Former SVP ThedaCare, President, Appleton and Theda Clark Medical Centers Author, Beyond Heroes Housekeeping To enlarge slides, use the expand

More information

THE NEW COSTS OF UNIONIZATION

THE NEW COSTS OF UNIONIZATION THE NEW COSTS OF UNIONIZATION THE NEW COSTS OF UNIONIZATION IN HEALTHCARE UNION ELECTIONS AND REPRESENTATION: LOWER HCAHPS SCORES AND INCREASE READMISSION RATES New Research Demonstrates Significant Financial

More information

With regard to quality and outcomes, here s a link to the quality safety and service portion of our BHSF website:

With regard to quality and outcomes, here s a link to the quality safety and service portion of our BHSF website: June 4, 2015 975 Baptist Way Homestead, FL 33030 Homestead, FL 33030 Tel: 786-243-8693 Fax: 786-243-8557 Ms. Elizabeth Dudek Secretary Agency for Healthcare Administration 2727 Mahan Drive, Mail Stop 1

More information

Trends in Corporate Climate Change Governance

Trends in Corporate Climate Change Governance Report Chase Raines, Association of Climate Change Officers Trends in Corporate Climate Change Governance Executive Summary Climate change governance is an increasingly important issue as more organizations

More information

Why hospital management matters

Why hospital management matters Why hospital management matters A survey of almost 1,200 hospitals in seven countries shows that five factors influence the strength of a hospital s management practices and the outcomes achieved. 81 Kara

More information

50 TOP CARDIOVASCU 50 TOP CARDIOVASCULAR HOSPITALS, 2014 A NATIONAL BENCHMARKS REPORT

50 TOP CARDIOVASCU 50 TOP CARDIOVASCULAR HOSPITALS, 2014 A NATIONAL BENCHMARKS REPORT 50 TOP CARDIOVASCU 50 TOP CARDIOVASCULAR HOSPITALS, 2014 A NATIONAL BENCHMARKS REPORT Performance Report Prepared For: Sample MEDICARE ID: 999999 50 TOP CARDIOVASCULAR HOSPITALS, 2014 Sample REPORT NOTES

More information

Mode Adjustment of the CAHPS Hospital Survey

Mode Adjustment of the CAHPS Hospital Survey of the CAHPS Hospital Survey December 21, 2006 Abstract A randomized Experiment of 27,229 discharges from 45 hospitals was used to develop adjustments for the effects of survey mode (Mail Only, Telephone

More information

The Promise of Regional Data Aggregation

The Promise of Regional Data Aggregation The Promise of Regional Data Aggregation Lessons Learned by the Robert Wood Johnson Foundation s National Program Office for Aligning Forces for Quality 1 Background Measuring and reporting the quality

More information

Program Description and FAQ s 2016 Medicare Shared Savings Program Year

Program Description and FAQ s 2016 Medicare Shared Savings Program Year and FAQ s 2016 Medicare Shared Savings Program Year Who is the National Rural ACO? The National Rural ACO was formed in 2013 to pool knowledge, patients, and resources so that independent community health

More information

Understanding Patient Satisfaction Reporting in the Era of HCAHPS Robert J. Ogden

Understanding Patient Satisfaction Reporting in the Era of HCAHPS Robert J. Ogden Understanding Patient Satisfaction Reporting in the Era of HCAHPS Robert J. Ogden Consultant, HealthStream Research HCAHPS & Patient Satisfaction Reporting Robert J. Ogden, Jr. Consultant HealthStream

More information

Methodological Issues in Comparing Hospital Performance: Measures, Risk Adjustment, and Public Reporting

Methodological Issues in Comparing Hospital Performance: Measures, Risk Adjustment, and Public Reporting Methodological Issues in Comparing Hospital Performance: Measures, Risk Adjustment, and Public Reporting Harlan M. Krumholz, MD Yale University School of Medicine July 31, 2015 2015 National Forum on Pay

More information

Quantitative Assessment of PT Outcomes A Physical Therapy Selfie

Quantitative Assessment of PT Outcomes A Physical Therapy Selfie Quantitative Assessment of PT Outcomes A Physical Therapy Selfie What s a Selfie? It was the Word of the Year for 2013 Defined as a photograph that one has taken of oneself, typically with a smartphone

More information

UNIVERSITY OF ILLINOIS HOSPITAL & HEALTH SCIENCES SYSTEM: FINANCIAL REPORT AND SYSTEM DASHBOARDS May 29, 2013

UNIVERSITY OF ILLINOIS HOSPITAL & HEALTH SCIENCES SYSTEM: FINANCIAL REPORT AND SYSTEM DASHBOARDS May 29, 2013 UNIVERSITY OF ILLINOIS HOSPITAL & HEALTH SCIENCES SYSTEM: FINANCIAL REPORT AND SYSTEM DASHBOARDS May 29, 2013 Office of the Vice President for Health Affairs Board of Trustees Spring Chicago Meeting UI

More information

White Paper. Medicare Part D Improves the Economic Well-Being of Low Income Seniors

White Paper. Medicare Part D Improves the Economic Well-Being of Low Income Seniors White Paper Medicare Part D Improves the Economic Well-Being of Low Income Seniors Kathleen Foley, PhD Barbara H. Johnson, MA February 2012 Table of Contents Executive Summary....................... 1

More information

what value-based purchasing means to your hospital

what value-based purchasing means to your hospital Paul Shoemaker what value-based purchasing means to your hospital CMS has devised an intricate way to measure a hospital s quality of care to determine whether the hospital qualifies for incentive payments

More information

REAL-TIME INTELLIGENCE FOR FASTER PATIENT INTERVENTIONS. MICROMEDEX 360 Care Insights. Real-Time Patient Intervention

REAL-TIME INTELLIGENCE FOR FASTER PATIENT INTERVENTIONS. MICROMEDEX 360 Care Insights. Real-Time Patient Intervention REAL-TIME INTELLIGENCE FOR FASTER PATIENT INTERVENTIONS MICROMEDEX 360 Care Insights Real-Time Patient Intervention Real-Time Intelligence for Fast Patient Interventions At your patient s side, developments

More information

Essential Hospitals VITAL DATA. Results of America s Essential Hospitals Annual Hospital Characteristics Survey, FY 2012

Essential Hospitals VITAL DATA. Results of America s Essential Hospitals Annual Hospital Characteristics Survey, FY 2012 Essential Hospitals VITAL DATA Results of America s Essential Hospitals Annual Hospital Characteristics Survey, FY 2012 Published: July 2014 1 ABOUT AMERICA S ESSENTIAL HOSPITALS METHODOLOGY America s

More information

Embracing Accountable Care: 10 Key Steps

Embracing Accountable Care: 10 Key Steps Embracing Accountable Care: 10 Key Steps Sivakumar Nandiwada and Vijay Sylvestine Abstract For quite some time now, the U.S. healthcare market has been grappling with issues of spiraling costs and disparities

More information

Clinical Integration. Solutions. Integration Discovery Improve Outcomes and Performance

Clinical Integration. Solutions. Integration Discovery Improve Outcomes and Performance Clinical Integration Solutions Integration Discovery Improve Outcomes and Performance Integration Discovery When Clinical Integration and Performance Improvement Come Together, the Benefits Are Profound.

More information

Provider Satisfaction Survey: Research and Best Practices

Provider Satisfaction Survey: Research and Best Practices Provider Satisfaction Survey: Research and Best Practices Provider Satisfaction Survey Revamp Provider Satisfaction with the health plan has been one of the most popular proprietary survey tools that TMG

More information

The Difference Between 99% and 100% Claims Accuracy Could Cost You Millions

The Difference Between 99% and 100% Claims Accuracy Could Cost You Millions CLAIMS AUDIT SOLUTIONS BENEFITS Improve payment accuracy and plan compliance Evaluate the effectiveness of your administrator s controls Ensure administrator sets up plans correctly before the plan year

More information

Improving a Hospital s Bottom Line By Improving Patient Comfort & Satisfaction

Improving a Hospital s Bottom Line By Improving Patient Comfort & Satisfaction Improving a Hospital s Bottom Line By Improving Patient Comfort & Satisfaction TM Treating the Whole Patient Disturbing noise and lack of acoustic privacy are typical concerns of traditional hospital environments.

More information

DATA WAREHOUSE SOLUTIONS FOR HEALTH AND HUMAN SERVICES

DATA WAREHOUSE SOLUTIONS FOR HEALTH AND HUMAN SERVICES DATA WAREHOUSE SOLUTIONS FOR HEALTH AND HUMAN SERVICES Turn Disconnected Data Into Actionable Information and a Single Source of Truth BENEFITS Create a master data management program to easily identify

More information

Best Practices of Highly Effective Health Plans

Best Practices of Highly Effective Health Plans Best Practices of Highly Effective Health Plans The Myers Group The Myers Group 0 BEST PRACTICES OF HIGHLY Best Practices of Highly Effective Health Plans tougher and more ambitious EFFECTIVE HEALTH PLANS

More information

Data Quality in Healthcare Comparative Databases. University HealthSystem Consortium

Data Quality in Healthcare Comparative Databases. University HealthSystem Consortium Data Quality in Healthcare Comparative Databases Steve Meurer PhD, MBA/MHS Vice President, Clinical Data & Informatics 1 2007 University HealthSystem Consortium University HealthSystem Consortium A member

More information

Health Resources and Services Administration Office of Rural Health Policy MEDICARE RURAL HOSPITAL FLEXIBILITY GRANT PROGRAM

Health Resources and Services Administration Office of Rural Health Policy MEDICARE RURAL HOSPITAL FLEXIBILITY GRANT PROGRAM Health Resources and Services Administration Office of Rural Health Policy MEDICARE RURAL HOSPITAL FLEXIBILITY GRANT PROGRAM The Noncompeting Continuation (NCC) Progress Report Addendum will be used to

More information

HCAHPS and Hospital Value-Based Purchasing (Hospital VBP)

HCAHPS and Hospital Value-Based Purchasing (Hospital VBP) Agency for Healthcare Research and Quality Advancing Excellence in Health Care www.ahrq.gov HCAHPS and Hospital Value-Based Purchasing (Hospital VBP) Agency for Healthcare Research and Quality Centers

More information

Is there an ACO in your Future? Massachusetts League of Community Health Centers Community Health Institute May 12, 2011

Is there an ACO in your Future? Massachusetts League of Community Health Centers Community Health Institute May 12, 2011 Is there an ACO in your Future? Massachusetts League of Community Health Centers Community Health Institute May 12, 2011 Are ACOs/Integrated Care Systems Here to Stay Why this time is different? Health

More information

Quality Scores Monitoring and Reporting

Quality Scores Monitoring and Reporting Section 5.1 Maintain Quality Scores Monitoring and Reporting This tool describes potential quality measurement and performance requirements for a communitybased care coordination (CCC) program, the process

More information

People intelligence from New Tech companies 2013 NEW TECH BENCHMARK REPORT

People intelligence from New Tech companies 2013 NEW TECH BENCHMARK REPORT People intelligence from New Tech companies 2013 NEW TECH BENCHMARK REPORT ANATOMY OF A NEW TECH COMPANY Average number of people 250 Survey response rate 80% 90% of companies are in the 50-1000 employee

More information

Claims Audit Solutions

Claims Audit Solutions The Difference Between 99% and 100% Claims Accuracy Could Cost You Millions Claims Audit Solutions BENEFITS Improve payment accuracy and plan compliance Evaluate the effectiveness of your administrator

More information

Impact of Talent Management Practices on Hospital Performance Metrics

Impact of Talent Management Practices on Hospital Performance Metrics Impact of Talent Management Practices on Hospital Performance Metrics Kevin S. Groves, Ph.D. Associate Professor, Pepperdine University President, Groves Consulting Group Healthcare Human Resources Management

More information

Can Hospitals Mount a Recession Recovery? A Multi-Year Review of Hospital Operating Trends

Can Hospitals Mount a Recession Recovery? A Multi-Year Review of Hospital Operating Trends White Paper Can Hospitals Mount a Recession Recovery? A Multi-Year Review of Hospital Operating Trends David Koepke, PhD May 30, 2012 Table of Contents Executive Summary....................... 1 Profits

More information

Developing Successful Hospital Partnerships

Developing Successful Hospital Partnerships Developing Successful Hospital Partnerships Michael Logan, MHA Director of Operations Services Publication Date: May 2013 2013 Sawgrass Partners, LLC DEVELOPING SUCCESSFUL HOSPITAL PARTNERSHIPS Those aging

More information

Value-Based Purchasing Program Overview. Maida Soghikian, MD Grand Rounds Scripps Green Hospital November 28, 2012

Value-Based Purchasing Program Overview. Maida Soghikian, MD Grand Rounds Scripps Green Hospital November 28, 2012 Value-Based Purchasing Program Overview Maida Soghikian, MD Grand Rounds Scripps Green Hospital November 28, 2012 Presentation Overview Background and Introduction Inpatient Quality Reporting Program Value-Based

More information

Value-Based Purchasing An Opportunity for Clinical Nurse Leaders

Value-Based Purchasing An Opportunity for Clinical Nurse Leaders Value-Based Purchasing An Opportunity for Clinical Nurse Leaders Marjorie S. Wiggins, DNP, MBA, RN, FAAN, NEA-BC Senior Vice President, Patient Care Services/Chief Nursing Officer AACN-CNL Summit, Long

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/26/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

2014: Volume 4, Number 1. A publication of the Centers for Medicare & Medicaid Services, Office of Information Products & Data Analytics

2014: Volume 4, Number 1. A publication of the Centers for Medicare & Medicaid Services, Office of Information Products & Data Analytics 2014: Volume 4, Number 1 A publication of the Centers for Medicare & Medicaid Services, Office of Information Products & Data Analytics Medicare Post-Acute Care Episodes and Payment Bundling Melissa Morley,¹

More information

Impact of Accountable Care Organizations (ACOs) on Patient-Centered Outcomes Workgroup Meeting Summary

Impact of Accountable Care Organizations (ACOs) on Patient-Centered Outcomes Workgroup Meeting Summary Impact of Accountable Care Organizations (ACOs) on Patient-Centered Outcomes Workgroup Meeting Summary Introduction On January 8, 2015, the Patient-Centered Outcomes Research Institute (PCORI) Improving

More information

Demystifying Patient Satisfaction Surveys

Demystifying Patient Satisfaction Surveys Demystifying Patient Satisfaction Surveys What you need to know about the H-CAHPS, CG-CAHPS, and PQRS and the benefits of performing patient satisfaction surveys. NCMGMA Lunch and Learn Webinar, June 11,

More information

Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership.

Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership. Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership November, 2013 Project Focus and Methodology Project Focus This project

More information

June 25, 2012. Dear Acting Administrator Tavenner,

June 25, 2012. Dear Acting Administrator Tavenner, June 25, 2012 Marilyn B. Tavenner, RN, Acting Administrator Centers for Medicare and Medicaid Services Department of Health and Human Services Attention: CMS-1588-P P.O. Box 8011 Baltimore, MD 21244-1850

More information

Appendix II. California s Delivery System Integration and Payment System (Methodology) APRIL 2013

Appendix II. California s Delivery System Integration and Payment System (Methodology) APRIL 2013 Appendix II. California s Delivery System Integration and Payment System (Methodology) APRIL 2013 http://berkeleyhealthcareforum.berkeley.edu 1 Appendix II. California s Delivery System Integration and

More information

VHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN. Karin Chernoff Kaplan, AVA, Director, DGA Partners. January 5, 2012

VHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN. Karin Chernoff Kaplan, AVA, Director, DGA Partners. January 5, 2012 VHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN Karin Chernoff Kaplan, AVA, Director, DGA Partners January 5, 2012 AGENDA > Introduction and Trends in Physician Compensation > Compensation Plan Design

More information

The Promise of Healthcare Analytics with FTI Catalyst. By Prof. Asha Saxena, Columbia Business School CEO, FTI Catalyst

The Promise of Healthcare Analytics with FTI Catalyst. By Prof. Asha Saxena, Columbia Business School CEO, FTI Catalyst The Promise of Healthcare Analytics with FTI Catalyst By Prof. Asha Saxena, Columbia Business School CEO, FTI Catalyst Asha Saxena, President & CEO, fticorporate.com, fticatalyst.com President and CEO

More information

Delivery System Reform Incentive Pool Plan (DSRIP) One Hospital s Experience

Delivery System Reform Incentive Pool Plan (DSRIP) One Hospital s Experience Delivery System Reform Incentive Pool Plan (DSRIP) One Hospital s Experience Carolyn Brown, Director Quality and Safety Vickie Wilson, Manager - DSRIP ABOUT US Santa Clara Valley Hospital and Health System

More information

Overview of the Hospital Value-Based Purchasing (VBP) Fiscal Year (FY) 2017

Overview of the Hospital Value-Based Purchasing (VBP) Fiscal Year (FY) 2017 Overview of the Hospital Value-Based Purchasing (VBP) Fiscal Year (FY) 2017 Audio for this event is available via INTERNET STREAMING. No telephone line is required. Computer speakers or headphones are

More information

Frequently Asked Questions (FAQs) about the Home Health Compare (HHC) Star Ratings

Frequently Asked Questions (FAQs) about the Home Health Compare (HHC) Star Ratings I. General IQ1: IA1: IQ2: IA2: IQ3: IA3: IQ4: IA4: What is the purpose of HHC Star Ratings and why is CMS choosing to add them to HHC now? The Affordable Care Act calls for transparent, easily-understood,

More information

Medicare Final Accountable Care Organization (ACO) Regulations Effective January 1, 2012 Median Savings of $470 Million over 4 Years

Medicare Final Accountable Care Organization (ACO) Regulations Effective January 1, 2012 Median Savings of $470 Million over 4 Years October 20, 2011 CIT Healthcare, John M. Cousins, SVP Healthcare Intelligence john.cousins@cit.com Tel: 850-668-2907 Cell: 716-867-9965 Medicare Final Accountable Care Organization (ACO) Regulations Effective

More information

Stakeholder Analysis: The Key to Balanced Performance Measures

Stakeholder Analysis: The Key to Balanced Performance Measures Stakeholder Analysis: The Key to Balanced Performance Measures Robert M. Curtice Vice President, Performance Improvement Associates The Need for Balanced Performance Measures Traditional business performance

More information

Under Medicare s value-based purchasing (VBP) program,

Under Medicare s value-based purchasing (VBP) program, RESEARCH HCAHPS survey results: Impact of severity of illness on hospitals performance on HCAHPS survey results James I. Merlino, MD, FACS, FASCRS a, Carmen Kestranek b, Daniel Bokar b, Zhiyuan Sun, MS,

More information

The University of Florida College of Dentistry

The University of Florida College of Dentistry The University of Florida College of Dentistry Faculty Compensation Why? Faculty are our greatest asset and our largest expense Disparity between private sector and academic salaries National faculty

More information

HIMSS and AHIMA: Trends in HIE Organizational Staffing. CMS ehealth Forum December 6, 2013

HIMSS and AHIMA: Trends in HIE Organizational Staffing. CMS ehealth Forum December 6, 2013 HIMSS and AHIMA: Trends in HIE Organizational Staffing CMS ehealth Forum December 6, 2013 Scott MacLean Introductions Chair, HIMSS Board of Directors Deputy CIO, Director of IS Operations, Partners HealthCare

More information

Quick Turnaround with Administrative Health Data

Quick Turnaround with Administrative Health Data Quick Turnaround with Administrative Health Data Katherine Giuriceo, PhD Research and Rapid Cycle Evaluation Group Center for Medicare and Medicaid Innovation, CMS October 2, 2015 1 Overview Center for

More information

Sponsored material Special supplement to HealthLeaders PATIENT SATISFACTION AND PUBLIC ACCOUNTABILITY

Sponsored material Special supplement to HealthLeaders PATIENT SATISFACTION AND PUBLIC ACCOUNTABILITY PATIENT SATISFACTION AND PUBLIC ACCOUNTABILITY North Mississippi Medical Center in Tupelo reinvents its cafeteria menu at least monthly. Its breast care center, located in a separate building so that patients

More information