July 2, 2009 - Group Health Cooperative (GHC) is a nonprofit, consumer-governed health care organization serving 580,000 members in Washington State and Idaho through an integrated multispecialty group practice and a network of community providers.
Case Study
July 2, 2009 - In just a few years, the United Hospital Center (UHC) rose from being one of the lower-performing U.S. hospitals on process-of-care measures to being one of the top performers. This case study focuses on UHC's achievement in providing recommended treatment related to surgical care.
Case Study
July 2, 2009 - Fifteen case studies illustrate how diverse types of organized health care delivery systems promote higher performance through information continuity, patient engagement, care coordination, team-oriented care delivery, continuous innovation and learning, and convenient access to care.
Case Study
July 2, 2009 - In 2007, NorthShore University Health System achieved 97 percent compliance with Centers for Medicare and Medicaid Services (CMS) process-of-care measures, a 12-point increase in one year. The measures relate to achievement of recommended treatment in: heart attack, heart failure, pneumonia, and surgical care.
Case Study
May 22, 2009 - At The Valley Hospital, hospital leaders exemplify on a daily basis the hospital's dedication to patient service. Each morning, the chief executive officer and chief financial officer visit patients.
Case Study
April 21, 2009 - The State Investment in Culture Change Toolkit, created by the Institute for the Future of Aging Services, the research arm of the American Association of Homes and Services for the Aging, aims to help states play an active role in getting nursing homes to initiate or expand "culture change" efforts.
Tool
April 20, 2009 - Implementing Change in Long-Term Care: A Practical Guide to Transformation is a manual for nursing home staff that offers evidence-based recommendations on preparing a nursing home to take the first steps toward clinical and cultural changes, as well as methods to implement and sustain those changes.
Tool
April 15, 2009 - A state employee health plan designated hospitals, and later primary care physician practices, that met certain performance criteria as "preferred" providers, and then gave employees incentives to use them. While this initiative appears to have improved the quality of care, its impact on costs has not yet been evaluated.
Case Study
April 14, 2009 - In 2005, under pressure to improve performance on indicators of financial well-being, patient satisfaction, and clinical quality, St. Mary's Health Center leadership made a deliberate decision to focus on Centers for Medicare and Medicaid Services process-of-care measures, or "core" measures.
Case Study
April 14, 2009 - Oklahoma Heart Hospital, a for-profit hospital in Oklahoma City, Okla., has consistently demonstrated high adherence to process-of-care or "core" measures and high patient satisfaction.
Case Study
January 23, 2009 - This case study examines the services offered by the Lillian and Benjamin Hertzberg Palliative Care Institute, the palliative care program Meier founded and directs at Mount Sinai Medical Center. It also reviews the outcomes that the Institute, one of the largest academic palliative care programs in the country, has achieved both clinically and financially.
Case Study
January 23, 2009 - Maine voters rejected a beverage tax in November designed to replace the current funding mechanism that supports the Dirigo Health Program.
State Profile
December 19, 2008 - Brigham and Women's Hospital is a leading hospital nationally on measures of patient satisfaction.
Case Study
December 19, 2008 - Duke University Hospital leaders say that ensuring patient satisfaction requires both organizational and tactical strategies.
Case Study
December 19, 2008 - Flowers Hospital, a community hospital located in southeast Alabama, climbed from average to exemplary on process-of-care, or "core" measures, across four clinical areas--heart attack, heart failure, pneumonia, and surgical infection prevention--in just two years.
Case Study