UPMC’s Post

Children’s hospitals are exploring opportunities to develop and implement ASC strategies. Here are 6 factors they need to consider. #childrenshospital #ambulatorysurgery #ASC #ecgmc

Children’s hospitals are exploring opportunities to develop and implement ASC strategies. Here are 6 factors they need to consider. #childrenshospital #ambulatorysurgery #ecgmc

Children’s hospitals are exploring opportunities to develop and implement ASC strategies. Here are 6 factors they need to consider. #childrenshospital #ambulatorysurgery #ecgmc

Children’s hospitals are exploring opportunities to develop and implement ASC strategies. Here are 6 factors they need to consider. #childrenshospital #ambulatorysurgery #ecgmc

Organization by profit center, when hospitals compete on price or are for profit. The idea is that each service is a profit center, even if they are support services (they do not bill the patient directly but inter-bille to the main service). Service managers are incentivized to become cost leaders (through bonuses associated with their profit), which guarantees the competitiveness of hospital rates. The following is a list of the largest for-profit hospitals in the United States, ordered by number (400 or more) of beds. It is about approximating the quality of medical care and innovation through applied research, when hospitals compete to maximize their financial results. 1. Methodist Hospital (San Antonio) — 1,536 2. Edinburg (Texas) Regional Medical Center — 816 3. Henrico Medical Hospital (Richmond, Virginia) — 812 4. North Shore Medical Center (Miami) — 775 5. CJW Medical Center – Chippenham Campus (Richmond, Virginia) — 762 6. Medical City Hospital (Dallas) — 668 7. University of Oklahoma Medical Center (Oklahoma City)—668 8. Plantation General Hospital (Fla.) — 655 9. Sunrise Hospital and Medical Center (Las Vegas) – 642 10. Brookwood Medical Center (Birmingham, Alabama) - 631 11. Clear Lake Regional Medical Center (Webster, Texas) - 627 12. Las Palmas Medical Center (El Paso, Texas) - 599 13. TriStar Centennial (Nashville, Tenn.)—595 14. McAllen Medical Center (Texas)—542 15. Doctors Hospital at Renaissance (Edinburgh, Texas): 530 16. Hillcrest Medical Center (Tulsa, Oklahoma) - 529 17. West Florida Hospital (Pensacola) — 515 18. Providence Memorial Hospital (El Paso, Texas) - 508 19. Wesley Medical Center (Wichita, Kansas) - 507 20. St. Francis Hospital (Memphis) — 499 21. Hahnemann University Hospital (Philadelphia)—496 22. Saint Mary's Medical Center (West Palm Beach, Florida) - 464 23. Summerlin Hospital Medical Center (Las Vegas) - 454 24. Saint David Medical Center (Austin, Texas): 451 25. JFK Medical Center (Atlantis, Florida) — 448 26. Park Plaza Hospital (Houston) — 444 27. Parkridge Medical Center (Chattanooga) - 435 28. North Shore Medical Center – FMC Campus (Fort Lauderdale, Florida) – 434 29. Northwest Houston Medical Center (Houston) - 430 30. Poplar Bluff (Mo.) Regional Medical Center - North Campus - 423 31. Corpus Christi Medical Center (Texas) - Regional Physicians - 421 32. Hospital System of the Carolinas (Florence, S.C.) — 419 33. Kendall Regional Medical Center (Miami) — 412 34. Wilkes-Barre General Hospital (Pa.) — 412 35. Bayshore Medical Center (Pasadena, Texas) — 406 36. Fountain Valley Regional Hospital and Medical Center (California) — 400

Congratulations to Shirley Paulson, DNP, MPA, RN, NEA-BC, recipient of The DAISY Foundation, #NurseLeader #DAISYaward here in Northern California Kaiser Permanente. How do I sum up the significant impact Shirley has had not only on the Adult Service Line but Kaiser Permanente in general? There are a few words that come to my mind – game changer, trailblazer, difference maker. If you were to ask Shirley to sum up her numerous accomplishments, she would just say, “I was doing my job.” Her unwavering commitment to high-quality care is evident in the positive feedback I consistently receive from her team, the local medical center leadership, and her numerous collaborative partners across KFH & TPMG. She is a tireless leader who holds herself and her team to a high level of excellence that borders on perfection but translates into a level of service that is very difficult to replicate.   She and her team are among the top leaders in Regional PCS for the number of publications, abstracts, and presentations given to date. She is a lifelong learner and a strong advocate for advancing science and clinical discovery.  She and her team had (7) abstracts accepted to the 2023 National Nursing Conference as poster or podium presentations. In May 2023, she was a podium presenter at the 2023 FULD National Institute for EBP Summit.   She is a sought-after expert and serves on many regional and national committees that span the spectrum between quality, nursing practice, and technology. She leads a number of region-wide, interprofessional initiatives designed to either increase member access to critical services or enhance the quality of services provided to include and these are just a few: Internalization of Dialysis Services, Expansion of inpatient chemo services, Tele-critical Care, Telemetry Optimization, and CHF. Her exceptional professionalism, kindness, dogged determination, and empathy have created a nurturing environment where her team can excel and thrive.   So, all that may sound great, but all those accomplishments and accolades are nothing compared to what you cannot see and what her Team feels.  With all that happens and no matter how busy she may be, our Team knows Shirley will always make time for each of us as a person. Like a “momma bear,” she leads us, protects us, and supports us professionally and personally. This is why Shirley will always have such a special place in so many hearts. They say the true measure of a leader is what they do when no one is around and when no one is watching. Well, Shirley, your Team is always watching, and they see you, the real you that is endless in your commitment, honor & integrity. And that is why we love you all the more! We will always be thankful to you for all the hard work and effort you have put in to make us who we are. We are your forever fans and, in our hearts, you are always a winner! Stephanie Woods, Meghan Kielty, MSN, RN, CENP, Jim D'Alfonso, DNP, RN, NEA-BC, FAAN, Janet Jule, DNP RN, NEA-BC

What makes a children's hospital a true unicorn in healthcare? Cincinnati Children's Hospital is a model of excellence in healthcare. This hospital stands out for its quality pediatric care and its adherence to the principles of #HighReliability Organizations (#HRO). How is this achieved? ➡ Excellence in Child Care: The hospital is recognized for its high-quality pediatric care. ➡ Constant Innovation: Investments in innovative technology and processes to improve patient outcomes. ➡ Governance Model: Effective organizational structure that promotes security and efficiency. ➡ Community Impact: Active engagement in the community to promote children's health and well-being. ➡ Adherence to HRO Principles: Cincinnati Children's commitment to the principles of HROs has resulted in significant improvements in patient safety and operational efficiency, making it a true example for healthcare to follow. Do you know how your organization can benefit from implementing HRO principles? #patientsafety #healthcare #hro #highreliability

Very interesting! When looking at design we also need to be taking into account our access control capabilities, security and Visitor management and flow. Design in regards to security is not only a brilliant defensive strategy for workplace violence prevention, it should take into account opportunities for offensive strategic operations as well as giving the organization profitable elements of design that aid in sustainability. #healthcare #innovation

We know there are over 160,000 people living with a stoma across England. Yet, not everyone receives the best care possible . That is why we have launched a new, independent working group to advance stoma care services in England: Advancing Stoma Care Services: Evidence-based Proposals for a Best Practice Pathway (ASCS). Together, we want to address the inequalities in stoma care management 🔎 How? Our project will explore what best practice in stoma care looks like to address the unmet need for standardised and evidence-based care interventions that integrate patient-centricity. 🤷 Why? NHS Foundation Trusts must currently develop their own stoma care management pathways – meaning some people receive high quality care based on the most up to date evidence whilst others do not, simply because of where they live. Read more here https://lnkd.in/e6Rr-rJu