3 settembre 2012 § Lascia un commento
For centuries, hospitals have served as a cornerstone to the U.S. health care system. During various touch points in life, Americans connect with a hospital during their most intimate and extraordinary circumstances. Most Americans are born in hospitals. Hospitals provide care after serious injuries and during episodes of severe sickness or disease. Hospitals are predominately where our loved ones go to die. Across the nation, hospitals have become embedded into the sacred fabric of communities.
According to the American Hospital Association, in 2011 approximately 5,754 registered hospitals existed in the U.S., housing 942,000 hospital beds along with 36,915,331 admissions. More than 1 in 10 Americans were admitted to a hospital last year.
Hospitals make a substantial imprint on local economies. In many communities, hospitals represent one of the largest employers and economic drivers. Of the total annual American health care dollars spent, hospitals are responsible for more than $750 billion.
Despite a history of strength and stature in America, the hospital institution is in the midst of massive and disruptive change. Such change will be so transformational that by 2020 one in three hospitals will close or reorganize into an entirely different type of health care service provider. Several significant forces and factors are driving this inevitable and historical shift.
First, America must bring down its crippling health care costs. The average American worker costs their employer $12,000 annually for health care benefits and this figure is increasing more than 10 percent every year. U.S. businesses cannot compete in a globally competitive market place at this level of spending. Federal and state budgets are getting crushed by the costs of health care entitlement programs, such as Medicare and Medicaid. Given this cost problem, hospitals are vulnerable as they are generally regarded as the most expensive part of the delivery system for health care in America.
Second, statistically speaking hospitals are just about the most dangerous places to be in the United States. Three times as many people die every year due to medical errors in hospitals as die on our highways — 100,000 deaths compared to 34,000. The Journal of the American Medical Association reports that nearly 100,000 people die annually in hospitals from medical errors. Of this group, 80,000 die from hospital acquired infections, many of which can be prevented. Given the above number of admissions that means that 1 out of every 370 people admitted to a hospital dies due to medical errors. So hospitals are very dangerous places.
It would take about 200 747 airplanes to crash annually to equal 100,000 preventable deaths. Imagine the American outcry if one 747 crashed every day for 200 consecutive days in the U.S. The airlines would stand before the nation and the world in disgrace. Currently in our non-transparent health care delivery system, Americans have no way of knowing which hospitals are the most dangerous. We simply take uninformed chances with our lives at stake.
Third, hospital customer care is abysmal. Recent studies reveal that the average wait time in American hospital emergency rooms is approximately 4 hours. Name one other business where Americans would tolerate this low level of value and service.
Fourth, health care reform will make connectivity, electronic medical records, and transparency commonplace in health care. This means that in several years, and certainly before 2020, any American considering a hospital stay will simply go on-line to compare hospitals relative to infection rates, degrees of surgical success, and many other metrics. Isn’t this what we do in America, comparison shop? Our health is our greatest and most important asset. Would we not want to compare performance relative to any health and medical care the way we compare roofers or carpet installers? Inevitably when we are able to do this, hospitals will be driven by quality, service, and cost — all of which will be necessary to compete.
What hospitals are about to enter is the place Americans, particularly conservative Americans cherish: the open competitive market. We know what happens in this environment. There are winners and losers.
A third of hospitals now in existence in the United States will not cross the 2020 finish line as winners.
28 marzo 2011 § Lascia un commento
Di seguito potete trovare un articolo tratto dal sito dell’ INSTITUTE OF MEDICINE, dove si tratta di miglioramento continuo all’interno del servizio sanitario.
Ho appositamente selezionato questo articolo in quanto rappresenta la perfetta fotografia del sistema Sanitario a livello Globale e le domande che vengono poste sono le stesse che dovremmo porre a tutto il personale tutti i giorni.
Fondamentale, siamo in ambito pubblico che in ambito privato, ricordarsi che la soddisfazione dei nostri clienti è il primo e più importante elemento a cui dobbiamo fare riferimento – senza questo punto il nostro lavoro non è servito a nulla; Questo messaggio deve essere trasferito a chiunque viva all’interno della struttura, chiunque partecipi alle attività di tutti i giorni.
In un momento in cui il Mondo e le Aziende, pubbliche e private, sono prese dalla frenesia del lavoro, non dobbiamo dimenticarci che rispettare le persone che lavorano all’interno e rispettare i nostri clienti deve rappresentare la MISSIONE PRIMARIA
Ora provate a leggere
“Improving the Organization of the U.S. Department of Health and Human Services (DHHS) to Advance the Health of Our Population
- Consensus Study
- An IOM ad hoc committee will be convened to examine the current mission, governance, and organizational structure of the Department of Health and Human Services. The committee will make recommendations to Congress and DHHS to ensure that the Department is aligned to meet the public health and health care cost challenges that our nation faces. The committee should consider recommendations that are short-term and administratively feasible, as well as long-term recommendations.
In conducting the study and preparing its report, the committee will consider the following questions:
What are the unifying elements of the mission of the Department? What are the missions of its constituent agencies, and how do their activities relate to the public health, health care quality, and health care cost challenges facing the United States?
- Are the activities of individual agencies aligned to optimally support the overall health mission of DHHS? Should the operations of individual agencies be changed, consolidated, or realigned to make them collectively more effective in advancing the health of the nation?
- How can the governance of DHHS be best organized to support and manage its responsibilities, function and mission? How could the focus of the individual agencies be improved to enhance their accountability and efficiency?
- How can relevant data be collected, integrated and shared within and outside of DHHS in a way that is available, transparent and useful for government and public decision-making?”
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