/ en Sun, 27 Apr 2025 10:48:23 -0500 Thu, 06 Jan 22 15:02:13 -0600 /node/681453 <p>This pamphlet is an example of an active DEI initiative at a health organization. They clearly define diversity and inclusion, why it's important, outlining their mission and explaining what they do, and identifying their leaders and members. Most importantly, they indicate how they should be percieved in the community and in the hospital so they may be held accountable.</p> Thu, 06 Jan 2022 15:02:13 -0600 Urban /press-releases/2017-11-02-statement-macra-physician-quality-payment-program-final-rule-cy-2018 <div class="outlineContent clearfix"><p>Contact: Colin Milligan, 202-638-5491, <a href="mailto:cmilligan@aha.org">cmilligan@aha.org</a></p><p>Marie Johnson, 202-626-2351, <a href="mailto:mwatteau@aha.org">mjohnson@aha.org</a></p><p># # #</p><p class="text-align-center"><strong>Tom Nickels</strong><br><strong>Executive Vice President</strong><br><strong>���������� Association</strong></p><p class="text-align-center"><strong>November 2, 2017</strong></p><p>This final rule continues a flexible approach to the MACRA’s physician quality payment program urged by hospitals, health systems, and the more than 500,000 employed and contracted physicians with whom they partner to deliver care. While we believe it could be adopted in 2018, we understand CMS’s decision to eventually adopt a facility-based clinician measurement option that will allow many hospitals and clinicians to spend less time collecting data, and more time collaborating to improve care. While we applaud CMS for providing much-needed relief from unrealistic and unfunded mandates for EHR capabilities for clinicians, we are disappointed the agency has yet to provide similar relief for hospitals. We also urge CMS to provide additional avenues for clinicians to earn incentives for partnering with hospitals to provide better quality, more efficient care through advanced alternative payment models.</p><p>America’s hospitals will continue to advocate for policies that align all parts of the health care systems around better care for the patients and communities we serve.</p><h2>About the AHA</h2><p>The AHA is a not-for-profit association of health care provider organizations and individuals that are committed to the health improvement of their communities. The AHA is the national advocate for its members, which include nearly 5,000 hospitals, health care systems, networks, other providers of care and 43,000 individual members. Founded in 1898, the AHA provides education for health care leaders and is a source of information on health care issues and trends. For more information, visit the AHA website at <a href="/">www.aha.org</a>.</p></div> Thu, 02 Nov 2017 00:00:00 -0500 Urban /chairpersons-file/2017-04-19-chair-file-building-culturally-competent-organization-moffitt-cancer <p>Nearly 1,500 hospitals and health systems are participating in the AHA's #123forEquity Pledge to Eliminate Health Care Disparities. <strong>H. Lee Moffitt Cancer Center and Research Institute</strong>, in Tampa, Fla., is among those health care organizations, working to ensure every person in every community receives high-quality, equitable care. The center is accelerating progress in all three pledge areas. For example, Moffitt Diversity launched Moffitt Diversity Education, which provides workforce cultural competency training. Team members completed approximately 400 modules, focused on a person-centered approach to cross-cultural care. In addition, the center established the George Edgecomb Society, a community engagement and education program focused on cancer health disparities research that broadens the center's donor base and increases awareness of cancer disparities in the black/African American community, all to ensure equitable health outcomes. Moffitt Diversity also launched a “pop-up shop” community outreach center in a local neighborhood shopping mall to provide access, screenings and education to potentially underserved populations historically at risk for cancer health disparities. This work underscores Moffitt Diversity's efforts to use innovative approaches in all priority areas to eliminate cancer health care disparities.</p> <p>For more information, contact <a href="mailto:diversity@moffitt.org">diversity@moffitt.org</a> or read the <a href="https://moffitt.org/media/6115/moffitt-diversity-annual-report.pdf">Moffitt Diversity 2016 Annual Report</a>.</p> Wed, 19 Apr 2017 00:00:00 -0500 Urban /chairpersons-file/2017-04-04-chair-file-nurses-are-key-innovation-partners-health-care <p>For example, at <strong>Carolinas HealthCare System,</strong> a team led by nurses optimized the electronic health record process by reducing documentation, removing duplicate records and organizing the technology in a more user-friendly workflow. As a result, the health system eliminated 18 million clicks for nurses documenting within the EHR and returned more than 35,000 nursing hours back to patient care. For more information, contact Becky Fox, chief nursing informatics officer, at <a href="mailto:Becky.Fox@CarolinasHealthCare.org">Becky.Fox@CarolinasHealthCare.org</a>. At <strong>JPS Health Network</strong>, in Fort Worth, TX, nurses were key in selecting a centralized monitoring system that is portable and provides real-time video observation of patients and two-way communication. As a result, during the first seven months of 2016, inpatient fall rates decreased 13% with zero reported injuries, bedside sitter hours decreased 21%, and constant patient observation hours decreased 42%, allowing more patients to be monitored. For more information, contact Trudy Sanders, vice president, patient care services, at <a href="mailto:tsanders@jpshealth.org">tsanders@jpshealth.org. </a></p> <p>JPS Health Network led a breakout session at the <a href="http://www.aone.org/">American Organization of Nurse Executives</a> 2017 annual meeting, March 30 - April 1, 2017, in Baltimore. More than 3,400 AONE members gathered to celebrate 50 years “of inspiring leaders.” The AHA values nurses and nurse leaders for their work and commitment across the health care continuum. And we applaud AONE, an affiliate of the AHA, for its leadership in the field for 50 years.</p> Tue, 04 Apr 2017 00:00:00 -0500 Urban /chairpersons-file/2017-02-27-chair-file-community-centered-partnership-advances-health-equity <p>The work of a Washington D.C. collaborative of hospitals and FQHCs is benefiting the entire community, particularly the most vulnerable residents. Children's National Health System, Howard University Hospital, Providence Hospital, Sibley Memorial Hospital and federally qualified health centers work together as part of the <strong>District of Columbia Healthy Communities Collaborative</strong> (DCHCC). The DCHCC works to reduce health care disparities and increase health equity for vulnerable D.C. populations. Using results from a community health needs assessment, the collaborative developed a community health improvement plan to address the identified needs. DCHCC sponsors “DC Health Matters,” an interactive web portal that provides actionable health information, resources, best practices and information about community events. DCHCC members share resources to advance health, which contributes to an effective, efficient and community-centered partnership. In 2016, dchealthmatters.org had more than 8,240 unique visitors, 11,372 visitors (sessions) and 29,884 pageviews. Actionable community health data ensure the collaborative is focusing on areas with the largest health disparities.</p> <p>For more information, contact Marti Bailey, director, Sibley Senior Association and Community Health, Sibley Memorial Hospital, at <a href="mailto:mbaile35@jhmi.edu">mbaile35@jhmi.edu</a>. Read more in the AHA 2016 Committee on Research report “<a href="/research/cor/community-health/index.shtml">Next Generation of Community Health</a>.”</p> Mon, 27 Feb 2017 00:00:00 -0600 Urban /chairpersons-file/2016-12-12-chair-file-addressing-care-disparities-and-ensuring-diversity <p>All future performance improvement projects will address health care disparities. That's the commitment and goal at <strong>Navicent Health</strong>, an 800-bed, not-for-profit health system in Macon, Ga. In 2015, the health system initiated several new quality and safety programs to address disparities, including for heart failure outcomes in African Americans. To continually build cultural competence, online education modules are available to all employees, with core training mandatory for beginning associates and patient care associates. To create and retain a diverse and inclusive organization, the leadership team works to identify, mentor and coach talented and high-level performers, ensuring diversity among qualified job candidates. Navicent Health also redesigned its governance structure and executive team to integrate diverse talent profiles. As a result, from 2012–2016, diversity on the leadership team increased to more than 15 percent, and middle management diversity increased to 17 percent. More than a third of governance committee members represent diversity. In addition, disparities initiatives are improving patient outcomes, including reducing HF readmissions for African Americans. Ninfa M. Saunders, CEO and president, says the AHA's #123for Equity Pledge to Act campaign has been a “catalyst” for the health system's “next level of performance.” Navicent Health was a 2016 AHA Equity of Care Award honoree.</p> <p>For more information, contact Roy “Reg” Gilbreath, M.D., SVP chief system of care integration officer, at <a href="mailto:gilbreath.roy@navicenthealth.org" target="_blank">gilbreath.roy@navicenthealth.org</a> or Carol Babcock, director, palliative care and healthy communities, at <a href="mailto:babcock.carol@navicenthealth.org" target="_blank">babcock.carol@navicenthealth.org</a>. The Hospitals in Pursuit of Excellence webinar “<a href="../../resources/hpoe-live-webinars/2997" target="_blank">Creating a Health-Equitable Organization at Navicent Health</a>” is available to download.</p> Mon, 12 Dec 2016 00:00:00 -0600 Urban /chairpersons-file/2016-11-14-chair-file-committed-health-equity <p><strong>AnMed Health</strong> in Anderson, S.C., is working to achieve the three core elements of the AHA's <a href="http://www.equityofcare.org">#123forEquity Pledge to Act</a>. #1: AnMed health collects and uses patient race, ethnicity and language data. #2: AnMed Health provides diversity and cultural competency training during orientation for new employees and nurses and through required, annual computer-based education for all employees. Additional training is available for system leaders. #3: For leadership diversity, AnMed participates in the Alliance for a Healthier South Carolina. In addition, AnMed is a partner in the Anderson Access to Care Coalition, part of the SC Healthy Outcomes Plan, to prevent readmissions for uninsured patients with chronic diseases who are high ED utilizers. The coalition currently serves 435 participants, and 87 percent of active enrollees had no ED visits in their first 12 months of participation. At AnMed hospitals, employee resource groups help promote a diverse, inclusive and supportive work environment. Plans for 2017 include expanding video conferencing capabilities to improve cross-cultural care and participating in Project SEARCH, a transition-to-work program for students with disabilities. AnMed recently released “<a href="http://anmedhealth.org/Patients-Families/Patient-Information/Diversity-and-Language-Services/Health-Equity-Report">Health Equity: The Case, the Call, and the Commitment</a>.</p> <p>For more information, contact Juana Slade, chief diversity officer and director, at <a href="mailto:juana.slade@anmedhealth.org" target="_blank">juana.slade@anmedhealth.org</a> or Richard Grooms, chief human resources officer, at <a href="mailto:rick.grooms@anmedhealth.org" target="_blank">rick.grooms@anmedhealth.org</a>.</p> Mon, 14 Nov 2016 00:00:00 -0600 Urban /chairpersons-file/2016-10-17-addressing-housing-needs-improve-health-care <p>Homelessness is a hidden but real issue in Chittenden County, VT. <strong>University of Vermont Medical Cente</strong>r, based in Burlington, is collaborating with several community organizations to provide housing and improve health care to homeless individuals and families. A recent community health needs assessment conducted by UVM Medical Center—with “extensive” community input—identified affordable housing as one of 10 priorities. In October 2015, UVM Medical Center and community partners worked to permanently house 32 chronically homeless people with the highest health risks. The partners, including the Champlain Housing Trust, Community Health Centers of Burlington and United Way, also have provided short-term and permanent supportive housing for homeless people. The work by the medical center to provide housing for vulnerable patients, including more than 50 since 2013 in permanent, affordable, supportive housing, has resulted in improved health and considerable health care savings.</p> <p>For more information, contact Jason Williams, senior government relations strategist, at <a href='mailto:Jason.Williams@uvmhealth.org'>Jason.Williams@uvmhealth.org</a>, and view a recent <a href='https://medcenterblog.uvmhealth.org/community/housing-is-health-care/'>blog and video </a>about UVM Medical Center's work and collaboration with community partners.</p> <p> </p> Mon, 17 Oct 2016 00:00:00 -0500 Urban /chairpersons-file/2016-09-12-improving-patient-experience-care <p>Every aspect of a patient's experience of care is influenced by valuable and often underused resources: the health care physical environment and the people who manage it. A Sept. 21 Hospitals in Pursuit of Excellence webinar “<a href='../../resources/hpoe-live-webinars/2874' target='_blank'><strong>Improving the Patient Experience Through the Health Care Physical Environment</strong></a>” will discuss the “people, process, place” model that can help hospital and health system leaders identify people-centered ways to improve the patient experience. These ways include establishing a culture of caring, implementing process improvements—such as those that support patients and staff—and making improvements to the place of care—including the hospital physical environment, technology and furniture. Although the physical environment is only one factor affecting the patient experience, without a culture of caring and without processes that support patient care, hospitals will fall short of their goals. The HPOE webinar includes a look at <strong>Cape Coral (Fla.) Hospital</strong>'s work to create an optimal healing environment for patients and a better work environment for employees.</p> <p><a href='../../resources/hpoe-live-webinars/2874' target='_blank'>Register </a>for this free HPOE webinar. Sign up on HPOE.org for <a href='../../resources?type=14' target='_blank'>future webinars and view past presentations</a>.</p> Mon, 12 Sep 2016 00:00:00 -0500 Urban /chairpersons-file/2016-04-25-improving-patient-experience-through-hospital-physical-environment <p>Creating a quieter hospital environment can help the healing process and improve the patient experience. After <strong>St. Elizabeth Hospital</strong> in Appleton, Wis., made changes to reduce noise in its ED, “would you recommend” responses on patient surveys dramatically increased. Staff had complained about noise in the ED and noted that patients in exam rooms could hear conversations at the nurse stations and vice versa. Patient studies confirmed the concerns about privacy and confidentially. St. Elizabeth Hospital renovated its ED, testing several combinations of sound-reducing materials for walls, ceilings and floors. Ultimately, the hospital installed ceiling tiles with a noise reduction coefficient of 0.70, and changed from carpet to vinyl flooring. Walls were extended up to the ceiling and sound-boxed at the top and bottom. Walls joining exam rooms were constructed to achieve a sound transfer coefficient rating of 47. Seals on glass exam room doors also were improved, and integrated blinds were added to increase visual privacy. As a result of these and other changes, patient surveys before and after the ED improvements showed an increase in the “would you recommend” category from the 55th to 90th percentile.</p> <p>For more information, contact Gary Kusnierz, vice president, performance excellence, at <a href='mailto:gary.kusnierz@ministryhealth.org'>gary.kusnierz@ministryhealth.org</a>.</p> <p>A case study about this initiative at St. Elizabeth Hospital is in the HPOE guide “<a href='../../../resources/hpoehretaha-guides/2823' target='_blank'>Improving the Patient Experience Through the Health Care Physical Environment</a>.' The guide features a hospital leader checklist; “people, process, place” model; and case studies on this topic, including addressing noise, pain management, and communication and supporting staff.</p> Mon, 25 Apr 2016 00:00:00 -0500 Urban