Frontiers of Health Services Management最新文献

The application of technology in precision medicine (i.e., using data to tailor care for specific groups) and machine learning (modeling data to develop new ways to meet particular needs) plays a vital role in population health. And yet, technology alone cannot resolve the challenges presented by the underlying social determinants of health (SDOH) and the structure of healthcare institutions. Progress requires a partnership of stakeholders to build holistic solutions. Typically, a rigid institutional reliance on a sequential process of hypothesis, study, experimentation, and evaluation drives the development of health programs and policies. While this process works in many cases, the results are not always long-lasting. The roots of many health problems persist in their communities, despite expanded funding and advanced resources. In light of this reality, should healthcare leaders do more of what has been done in the past, or should they explore another way-a new way of thinking-to design collaborative, people-driven programs and policies that can improve and sustain the health of their communities? The response presented here and detailed in our book, Public Health and Health Systems Management: A Population Health Perspective (scheduled for publication in 2025 by Health Administration Press), considers healthcare's complex structure and SDOH and promotes the value of design thinking to address those factors.

With so much data available, health system leaders are challenged with sifting through it all to find the most useful information for decision-making. Meritus Health implemented effective approaches to understand, use, and communicate large amounts of data to alleviate some of this burden. These processes include system-wide daily huddles, dashboards, and standardized communication write-ups.

Since the early 2000s, artificial intelligence (AI) has raised concerns regarding its use in healthcare to manage vast amounts of patient data, ensure proper handling, and maintain robust security measures. Nevertheless, contemporary healthcare organizations are exploring ways AI can safely enhance operational efficiency and support their patient populations. Successful, evidence-based utilization relies on a well-defined ambulatory strategy, and operational efficiency must be foundational to that strategy. Patient no-shows and appointment compliance, especially in the context of social determinants of health such as access, present inherent obstacles to patient and provider satisfaction, continuity of care, practice productivity, and the financial sustainability of an organization. To address these obstacles, Berkeley Research Group has been working with Phoebe Physician Group. Their shared objective is twofold: enhance patient encounter volume and the associated revenue. This article provides insights into the steps taken to integrate AI and machine learning to mitigate the problem of no-shows by automatically double-booking appointments for patients with a high probability of not showing up. A glimpse into the outcomes achieved and lessons learned throughout the process also is presented.

Harnessing the power of data is a necessary competency in fueling innovation, improving financial and clinical outcomes, and achieving operational excellence. It can be analyzed, visualized, dashboarded, and embedded into workflows seamlessly with very little technical expertise. Moreover, data can galvanize organizational culture with its neutrality, transparency, and portability. Using data to highlight qualitative evaluations, patient experiences, and employee performance can help validate perceptions and identify broader organizational opportunities. Yet useful data is frequently nonexistent, invalid, or insufficient. Moving from promise to realization requires reframing data management, as described here.

Reports of medical mistakes have splashed across newspapers and magazines in the United States. At the same time, instances of overuse, underuse, and misuse of management tactics and strategies receive far less attention. Tactics to increase health systems managers' participation in management research include training in evidence-based management, investment in management research projects, and implementing knowledge management systems. To help in understanding and applying an evidenced-based approach to decision-making, the article excerpt provides practical tools and strategies to develop a questioning organizational culture.

To translate raw data into information that is understandable and actionable, healthcare leaders must leverage decision-making tools that can drive strategic innovation, improve processes, and shape the future of healthcare. Continuous changes in healthcare delivery require constant monitoring of an expanding range of data. Population demographics, psychographics, and availability of care all must be considered, as well as provider practice patterns, patient utilization, clinical and service quality, costs, and many other key variables over time. RWJBarnabas Health is navigating significant changes in its approach to managing data. A unified operating model is driving standardization, continuous quality improvement, and cost reductions across the system. The solution is based on an electronic health record system designed to meet the needs of the entire system, an array of carefully selected external data sources, and a business intelligence tool to enable leaders to quickly draw insights from all the available data.

At the downturn of the COVID-19 pandemic, JPS Health Network sought creative ways to ramp up services and reengage patients in care. The network's strategies for population health management, community engagement, and access to care came together in 2022 with the initial development of the JPS Health and Wellness Program. Today, the program supports patients-particularly those most in need-in navigating the continuum of care. Offerings include classes and resources covering behavioral health, heart disease, diabetes, COVID-19, nutrition, and injury prevention. The program also provides referrals to partner agencies to address social determinants of health. Another important aspect of the JPS Health and Wellness Program is its role in workforce development to accommodate these vital new offerings.

It comes as no surprise that healthcare leaders today face unprecedented challenges. Some are immediate. Others are long-term. Many are interrelated. All are complex. None of them are small, as they include financial sustainability, mission, quality and patient safety, rapidly advancing technology, changing consumer expectations, new market entrants, healthcare inequities, and more regulation. One challenge, though, tops that list: workforce shortages. Although many individuals continue to be drawn to healthcare, the numbers are insufficient to meet increasing demand. Transforming care models will be crucial in meeting the needs of communities. The development of core competencies in driving transformation-embracing innovation and technology, creating a shared vision, and engaging teams in this process-is essential in leading this transformation.