Since the explosion of COVID-19, most countries have put in place public health measures to “flatten the curve” and accepted the concomitant economic pull back. But there is another number everyone should watch now: the capacity in hospitals to deliver critical care in intensive care units (ICU) with ventilators. It is the metric that indicates whether hospital systems will be overwhelmed.
Topic Physicians & workforce
Income, employment, education, food security, housing, transportation, safety, and social support are all factors that affect health and well-being.
Although end-to-end digital claims management is still a distant vision, much can be gained from digitizing portions of the claims process today.
Ron Kuerbitz, Chief Executive Officer, agilon health, shares his perspective on consolidation of the sector, the role of technology, and what he’s most excited about for the future. He spoke with Neha Patel, Partner, McKinsey & Company in December 2018.
Healthcare is a key component of the US economy, but healthcare spending increases consistently outstrips GDP growth. Improving productivity in healthcare delivery could change this dynamic without harming patient care.
Planning for the future of healthcare: A conversation with Penny Wheeler, President and CEO, Allina Health
Penny Wheeler, President and CEO, Allina Health shares her perspective on the importance of partnerships in increasing value and understanding the consumer with Jenny Cordina, Partner, McKinsey and Company in an interview conducted in June 2017.
Radiology is essential to patient care, but where there's variation in spend, there's potential opportunity for payers to decrease costs.
Planning for the future of healthcare: a conversation with Benjamin Breier, President and CEO, Kindred Healthcare
Benjamin Breier, President and CEO, Kindred Healthcare shares his perspective on major trends in US healthcare and the value of an integrated approach with Shubham Singhal, Senior Partner, McKinsey and Company.
Done well, a recovery phase can be used as a catalyst—or jolt—to move a hospital trust towards a sustainable improvement in performance. Done poorly, it can leave the trust in a “turnaround trap”.
Marc Harrison, President and CEO, Intermountain Healthcare shares his perspective on overcoming challenges and his leadership priorities with Brendan Buescher, Senior Partner, McKinsey and Company.
Beating the odds: Hiring and retaining an RN workforce to optimize patient outcomes and minimize unnecessary expense
Effective workforce management can increase RN retention, reduce absenteeism, and improve patient outcomes and experience. Here's how to get ahead of emerging challenges.
Two steps—increasing healthcare-sector productivity and improving healthcare-market functioning to better balance the supply of and demand for health services—would likely produce sufficient savings to lower medical cost inflation to the rate of GDP growth.
Traditional arguments for EHR implementation such as efficiency gains and meaningful-use incentives are insufficient to maximize a health system’s returns on its technology investments. However, clinically and operationally oriented sources of value can generate an additional $10,000 to $20,000 per bed in annual margin.
Although structurally simple to create, clinically integrated networks (CINs) are difficult to get right. Health systems considering establishing CINs must think through what it truly takes to create value through these entities and then make sure they have designed the CINs appropriately.
Improving outpatient access can deliver a triple win for payors, providers, and patients.
An evolved approach to RN staffing, optimizing the nursing skill mix leads to lower costs, improved RN satisfaction and better patient outcomes. Here's how to get from 'here' to 'there.'
This series of articles examines transformational imperatives specific to health systems in the post-reform era, drawing on extensive work with healthcare stakeholders across the value chain.
Health systems (and health plans) that are serious about transforming themselves must harness the energy of their physicians. To do so, they must develop a true ability to engage physicians effectively.
By giving nurses more control over their work environment and more opportunities for professional advancement, hospitals and health systems can reduce nurse turnover, lower costs, and improve patient care.
Getting physicians to make significant changes to their day-to-day activities can be difficult. But the result can be better patient outcomes and lower healthcare costs.
Accounting for the cost of U.S. healthcare: Pre-reform trends and the impact of the recession (2011)
This report analyzes US healthcare spending trends overall and by category of care, and compares US healthcare expenditures with other developed countries.
At the time of publication, the United States spent $650 billion more on healthcare than expected, even when adjusting for the economy’s relative wealth. This report examines the underlying trends and key drivers of these higher costs.