The healthcare system is faced with a tsunami of incoming data. In fact, the average hospital produces roughly 50 petabytes of data every year. That's more than twice the amount of data housed in the Library of Congress and amounts to137 terabytes per day.

In Arizona, a woman calls 9-8-8 because her mother is refusing to take her antipsychotic medications and has threatened to hurt herself. In ten minutes after the Tucson Police Department’s Mental Health Support Team (MHST) shows up, the mom is transported to Connections Crisis Response Center where she is quickly seen by an interdisciplinary care team of psychiatrists, nurses, social workers, and behavioral health technicians. Upon evaluation, the team develops an appropriate care plan and after several hours under observation, has her crisis stabilized, scheduled for a follow up visit, and equipped with resources to recover back in her home.

Better strategies to manage length of stay have become essential in light of the ongoing staffing and operational challenges faced by hospitals and health systems.

Keeping up with rising and uncertain patient demand while operating efficiently in an infusion setting is a tall order.

Health systems are continuously examining strategies to drive operational greatness while ensuring high-quality patient care. For some organizations, a dyad leadership model — which often pairs a clinician with a nonclinical administrative leader for strategic and operational responsibility — is part of their approach. 

Most organizations rely on at least one digital "system of record" to manage critical data efficiently and securely. These systems include customer relationship management (CRM) systems, electronic health records (EHR), and other systems that collectively form the cornerstone of modern data integrity. 

Every healthcare leader has felt "stuck" when it comes to provider staffing. Join Medicus Healthcare Solutions on Tuesday, November 14th, from 10:40 to 11:20 AM at the Beckers CEO + CFO Roundtable / CMO + CNO Forum in Chicago. During the session, you will hear from four accomplished healthcare leaders and gain insight into how they have successfully overcome critical provider staffing shortages. 

It’s tough to be a health system right now.

At the 8th Annual Becker's Health IT + Digital Health + RCM Meeting, Kristen Jacobsen, vice president of marketing and product management at RevSpring, led a discussion on the challenges and opportunities in digital healthcare strategies.

The ongoing shift to value-based care has placed a significant emphasis on provider performance and outcomes. But with clinical staffing shortages near all-time highs, delivering the right care at the right time – which is the essence of effective care management – is more challenging than ever.

Healthcare and human services organizations are grappling with intense competition for direct care providers amid increasing financial pressures. As entities confront hard talent recruitment and retention choices, leaders depend on data to help make the best business decisions. However, those decisions are often delayed due to incomplete or inaccurate data, or cumbersome collection and analysis processes.

Stanford University Medical Center in Palo Alto, Calif., is requesting a revision of a city agreement that requires more than one-third of its employees to get to the hospital without cars, Palo Alto Weekly reported Oct. 18. 

In the wake of the pandemic, turnover is on the rise in many RCM teams, as employees resist back-to-the-office strategies and instead often seek remote job opportunities at other organizations. At the same time, the volume of administrative work associated with denials has increased significantly.

In a workshop at the 8th Annual Becker's Health IT + Digital Health + RCM Meeting, David Law, chief client officer at Zotec Partners and Kelly Searle, chief revenue officer at Tacoma, Wash.-based Sound Physicians, discussed the use of artificial intelligence in healthcare, specifically in revenue cycle management and efforts to improve patient satisfaction.

Gwendolyn Oglesby-Odom, EdD, MSN, RN, began serving as enterprise vice president of community engagement for Charlotte, N.C.-based Advocate Health in September, and she brought more than two decades of healthcare experience to the role.

Inpatient and outpatient settings — though riddled with staff shortages and workflow challenges — hold key opportunities for quality improvement. To realize potential here, hospitals and health systems must consider support that will drive not only advancements but also innovation across the organization.

There's a neighborhood in Salt Lake City that was full of young, growing families 20 years ago. Kids needed sports medicine and pediatric services; new mothers relied on women's clinics. 

Evanston, Ill.-based Northshore – Edward-Elmhurst Health has entered an exclusive, multi-year partnership with The National Basketball Retired Players Association. 

As Tampa (Fla.) General Hospital set out to ready a new five-year strategic plan, adjusting organizational structure was among the focuses. The goal was a new structure at the highest level to better represent the growth the system has experienced in recent years, John Couris, Tampa General president and CEO, told Becker's.

Seattle Children’s committed to becoming carbon neutral by 2025.  But how could they make that commitment a reality?