1 ADVANCE for Executive Insight

CONTENTS
EXECUTIVE INSIGHT ı volume 3 ı no. 7-8
Hit Your Mark
Cost containment is a constant area of discussion but most providers,
especially not for profits, struggle with identifying and following through on
cost savings initiatives. Provider cost savings opportunities are often overlooked
and create performance gaps that are avoidable in an organization.
By Phil Robinson
17 CEO: Hiring a Consultant to
Maximize Efficiency
While most hospitals probably have the knowledge and insight
to handle problems internally, they often don’t have the staff
needed to deal with the situation.
By Richard A. Gianello & Kathy Omachi
21 COO: Facility Redesign to
Improve Operational Efficiency
In many markets, healthcare construction has come to a
standstill. The still teetering economy, the uncertainty of
healthcare reform and problems accessing capital are among
many reasons. See how one health system is staying
competitive through strengthening its building assets.
By Pamela Stoyanoff, MBA, CPA
24 CFO: Productivity Improvements
and Your Bottom Line
In times of reimbursement uncertainty, an increased appetite
for capital dollars and added government compliance reporting
criteria means that executive jobs are not going to get any
easier. Hospital leaders need to use technology in concert with
human capital for long-term success.
By Tim C. Lessing
Features
32 Error Reduction
Strategies
Lean processes, automation
reduce errors and drive
efficiencies in the clinical
laboratory.
By Ralph Dadoun, PhD
36 The Pharmacist’s
Expanding Role
One CPO explains how the
pharmacy is gaining greater
influence at the hospital
executive table.
By Jill Hoffman
38 The Not-So-Soft
‘Soft’ Impacts
of ICD-10
Loss of productivity for
virtually everyone engaged
in using the new code sets
is viewed as one of the
“soft” impacts that may be
difficult to measure empirically,
but will undoubtedly
translate into significant
financial shortfalls for many
organizations. How can you
minimize both?
By Patrick McNeese
Peer-reviewed article
40 Diabetes: Client &
Clinician Collaboration
Diabetes management is a
complex process, requiring
collaboration between
clients and healthcare
professionals. A recent
Adult Day Health Council
(ADHC) Research Collaborative
Diabetes Management
38
Study, for example, focused
on intensive interdisciplinary
care led by nurse case managers
made a difference in
the lives of clients.
By Sandy Keefe, MSN, RN
44 The Cloud Contract
When moving to a cloud
computing environment, the
first step is to select a vendor.
The next step is to negotiate
the contract. Contract
negotiation is like sausagemaking:
You want the final
product but you don’t want to
see how it is made.
By Chris Witt
28 CIO: Can IT Yield Clinical Efficiencies?
Clinical system implementations are complex and rushing
through them can result in negative impacts. Ensure that the
efficiency measures are clear and translate directly to the
desired benefits.
By Indranil (Neal) Ganguly, CHCIO, FHIMSS, FCHIME 32
4 ADVANCE for Executive Insight