Healthcare (Amsterdam, Netherlands)
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Anesthesiologists, as experts in perioperative, critical care and pain management can demonstrate value by being part of teams focusing on outcomes shared by hospitals, surgeons and themselves. This perspective outlines ways in which anesthesiologists can provide leadership in preoperative care, determining the site of surgical care associated with the best outcomes at the lowest cost and treating both in-hospital and chronic care. Providing value for our patients will be our ability to coordinate and to collaborate with other medical professionals throughout the entire care continuum with the goal of improving patient outcome.
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Determining '"value'" in health care, defined as outcomes per unit cost, depends on accurately measuring cost. We used time-driven activity-based costing (TDABC) to determine the cost of care in men with benign prostatic hyperplasia (BPH) - a common urologic condition. ⋯ As financial risk is shifted toward providers, understanding the cost of care will be vital. Future work is needed to determine outcome discrepancy between the diagnostic and surgical modalities in BPH.
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Emerging digital technologies offer enormous potential to improve quality, reduce cost, and increase patient-centeredness in healthcare. Academic Medical Centers (AMCs) play a key role in advancing medical care through cutting-edge medical research, yet traditional models for invention, validation and commercialization at AMCs have been designed around biomedical initiatives, and are less well suited for new digital health technologies. ⋯ These centers show great promise but are also subject to significant financial, organizational, and visionary challenges. We explore these AMC initiatives, which share the following characteristics: a focus on academic research methodology; integration of digital technology in educational programming; evolving models to support "clinician innovators"; strategic academic-industry collaboration and emergence of novel revenue models.
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In addition to supporting the adoption and use of health IT, HITECH also included funds to support independent national program evaluation activities. The main challenges of evaluating health IT programs of the breadth and scale of the HITECH programs are the importance of context in the implementation and impact of the programs, the complexity and heterogeneity of the interventions, and the unpredictable nature of the innovative practices spurred by HITECH. The lessons learned include the importance of tailoring evaluation activities to each phase of implementation, flexible mixed methods, and continuous formative evaluation.
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The value and impact of process improvement initiatives are difficult to quantify. We describe the use of time-driven activity-based costing (TDABC) in a clinical setting to quantify the value of process improvements in terms of cost, time and personnel resources. ⋯ Through two rounds of performance improvements, we quantified an overall reduction in time spent by patient and personnel of 33% that resulted in a 46% reduction in the costs of providing care in the center. The performance improvements resulted in a 17% decrease in the total number of full time equivalents (FTE's) needed to staff the center and a 19% increase in the numbers of patients assessed in the center. Quality of care, as assessed by the rate of cancellations on the day of surgery, was not adversely impacted by the process improvements.