Can you really make the switch from reactive to proactive in daily operational functions? Health systems implementing an integrated capacity management strategy can do just that because this approach aligns your organization to focus on contemporary problems such as correlating outcomes and cost.
Relying on intuition, some healthcare leaders think there is an inverse relationship between positive patient outcomes and healthy labor costs. When labor costs improve, they assume staff is reduced and patient outcomes suffer. And when labor costs worsen, leadership believes it’s easier to meet quality goals and control length of stay. But it doesn’t have to be that way.
“No margin, no mission.” It’s long been the rallying cry of healthcare leaders who understand that they cannot serve the needs of their communities and patients without at the same time ensuring that their organizations are financially sound. However, a recent study published in Health Affairs found that 55% of for-profit and not-for-profit acute-care hospitals were not profitable.
Football season is the favorite part of the year for many of us. Take a moment to think about the wonders of the football scoreboard. With a quick glance, anyone familiar with the game’s fundamentals can come in during the third quarter and instantly be on the same page as everyone else in the stadium.