Harvard - 1
Many urban hospitals face this dilemma. Investing millions of dollars into a parking garage never seems like a great idea where limited capital is needed to fund clinical equipment. Is there any opportunity to provide incentives to employees who use alternative transportation options (public transportation, car pooling, etc.)?
Our Health System implemented an EHR well before the days of ACO’s & Meaningful Use. While we were one of the early adopters within the United States, it clearly came at a cost. We clearly did not anticipate the impact on productivity. As a result, associate and patient experience scores were low and clinical documentation was challenged. We are now planning the install of a new EHR to replace our ‘beta’ system. Our work teams are led by clinicians as opposed to traditional IT resources to process map how the technology will interact with people and process. If done correctly, clinical documentation should be integrated into the clinical workflows as opposed to after the clinical episode.
Funding parking garages never seems like a great strategic investment for most Exec Management Teams / Boards. Unfortunately, access to hospital services where most patients arrive via car as opposed to public transportation is extremely important. Think creatively to attract private and/or public funding to construct your parking garage. Keep in mind that hospitals attempting to build a profit center out of parking often end up with challenged operations with poor patient & associate satisfaction. If you are big employer in your city, partner with a developer with experience in this venue that can assist with attracting public funding.
Great question Mort!
Taylor Grace, Our Health System as attempted various forms of repless models with no success. We encountered significant challenges in breaking long-term relationships between vendor reps and surgeons. These relationships have prevented our supply chain team from achieving implant price savings through aggressive negotiations with the vendors. The surgeons often refuse to walk-away if the vendor does not participate or lower their prices. Due to aggressive market competition between the health systems within our region, the surgeons simply threaten to take their procedures to our competitor. Even our cost sharing programs have not succeeded. Have you encountered these challenges as well? If so, how did you overcome the ‘relationship factor’?
Within our Health System, we created reporting teams charged with creating dashboards. While these teams always had representation from Finance, IT, Operations, etc., each team was led by a clinical stakeholder. For instance, the surgical reporting team was led by a chair of surgery (MD) who was extremely interested in data and process improvement. This MD not only created the vision of what information provided value, he was able to identify process improvements within & outside of the operating room simply through the development of the dashboard. Since this MD was highly respected by his peers, we not only secured buy-in but other clinicians came forward with interest to participate. Similar reporting teams were developed for various clinical & non-clinical functional areas.