We hope you had a happy Thanksgiving. Can you believe 2016 is just around the corner?
The holidays are here, and the last place anyone wants to be this time of year is as a patient at a hospital. That said, the holidays also bring an increase in patients seeking elective surgery, most likely due to the recovery time. Thanks to time off work and being surrounded by family members, it’s the best time of year for many. Some studies have shown that surgeries can increase up to 20% during the holidays.
You’ve heard it time and time again…After “this many” decades of working for one organization, “so-and-so” has now found themselves looking for a new job. Sometimes it’s voluntary, and sometimes not, but no matter what, transitioning careers late in life can leave anyone asking, “What now?”
This process of recareering, as this transition process is often called, is becoming more and more common as the hardworking baby boomers retire later and continue working even in retirement.
Recareering offers a unique set of challenges, including the risk of less pay and fewer health benefits. That said, there are positives to changing careers at an older age, which can in some cases include job flexibility and more relaxed work environments.
There are numerous factors affecting rural hospitals internally and externally, and in this Q&A, we’ve identified some, though not all, of the factors impacting organizations, as well as ways in which organizations may or may not be influenced. It is impossible to speak of Rural and Critical Access Hospitals (CAH) in generalizations, but there are common issues impacting many of these organizations. Also, there are approximately 400 hospitals commonly referred to as “tweeners”, or, more specifically, those hospitals between 25 and 100 beds that do not receive Cost-Based Medicare/Medicaid reimbursement and are paid instead on the Medicare Prospective Payment method. Many of those face some of these and other unique challenges.
There are numerous factors affecting rural hospitals internally and externally, and though it’s impossible to speak of Rural and Critical Access Hospitals in generalizations, there are common issues that are impacting these organizations.
Many rural hospitals are facing serious financial challenges, some of which might be resolvable, while others might not.
Here are a few factors that could be resolved or positively influenced with internal or external resources, including those provided by COORS
The world of healthcare is changing faster than ever. Many are referring to this period of reform as a time of transformation across the healthcare system as a whole.
Here are a few of the ways you’ve probably noticed healthcare changing
Fact: The majority of the nation’s healthcare workforce is comprised of women.
Fact: Only a fraction of the top leadership positions, particularly in the C-Suite, are women.
Fact: We can change that.
CoorsHealthcareSolutions.com (COORS.com): Is this Coors Healthcare Solutions’ first time being involved with the Annual Leadership Summit (Summit)?
Cheryl Coors (CC): This is the first year that COORS has been involved with the Summit, and we are very proud to be able to help sponsor such a large and diverse gathering of healthcare professionals.
COORS.com: What about the Summit inspired the COORS organization to become a sponsor?
Medical error might seem to be a taboo topic in our industry, but why? It’s happening, and according to recent claims, it’s happening more often than it should. Preventable medical errors are being made, like patients receiving operations intended for a different patient, physicians arriving to the wrong site, and surgical instruments being left in patients’ bodies. In fact, new research suggests that medical error is causing thousands of patient deaths each year.
Although many rural communities have lost some of the energy of years past, their economy has yet to suffer, thanks to rural healthcare systems. According to a recent article in The New York Times (original article), hospitals have become “economic anchors” for these rural areas, forming a sort of “oases of economic stability across the nation’s heartland.”
In this day and age, the key to a successful strategy is to keep it specific, with measurable goals and clear milestones. If you’re like other healthcare organizations and leaders, you’ve probably gotten away without this kind of precise strategy for years, and you’ve likely even been successful without it. As you’ve undoubtedly noticed in healthcare costs, policies, and care models, however, times are changing in healthcare, and the organizations without strong strategies are facing new and unforeseen challenges, while those with strategies continue to persevere.