In this article excerpt from the just-published Winter 2014 issue of PX Advisor, Berke Bilbay, Associate Vice President, Research Reporting & Platforms and Karen Sorensen, Associate Vice President, Government Initiatives discuss healthcare's increasing embrace of Internet-based patient experience surveys.
What is the eSurvey for Patients?
The eSurvey is an online survey that patients complete via the Internet. Patients receive an invitation to participate in the survey via email. They are then able to click on a link to launch the survey. Participation can be tracked in order to follow-up with non-respondents.
Best Buy does it. Home Depot does it. Even Macy’s does it.
We are talking about the instant online feedback consumers are routinely asked to provide after an experience with a business. While the rest of the world has embraced the eSurvey methodology, healthcare has been slower to implement this cost-effective and timely way to receive patient experience feedback.
But healthcare is starting to change. While acceptance has been slower in the healthcare community, HealthStream is seeing increased use of the eSurvey, especially for medical offices, emergency departments, urgent care centers, and outpatient treatment areas. As healthcare becomes increasingly wired through the electronic health record, patient portals, and online scheduling, the eSurvey has become a practical way to obtain patient feedback.
Learn more about HealthStream's Survey Research and Consulting.
How the eSurvey Methodology Works
In just three weeks, HealthStream is able to survey your entire universe of patients that have valid email addresses. Unlike traditional mail or phone methodologies where census surveying is cost prohibitive, HealthStream’s eSurvey allows you to survey all of your patients. After receipt of the patient file, HealthStream applies any de-duplication rules to ensure patients are not surveyed too frequently. We then send three waves of emails, with each wave spaced seven days apart. Completed surveys are posted overnight to Insights Online, our interactive online reporting system, and final results are available in about three weeks. No other survey methodology provides results as quickly as the eSurvey.
Response Rates that May Surprise You
While the number of Internet users is growing, perhaps the biggest concern with the eSurvey is a perception that older patients simply will not complete an online survey. While it is true that older patients are less likely than their younger cohorts to have email addresses, our experience has shown that the response rate among seniors who do have email addresses is extremely high. HealthStream’s data show that 38% of seniors with an email address complete online surveys using our threewave approach. In fact, response rates are highest among patients 65 to 74 years of age (42%), and second-highest among those 75 to 84 years of age (39%).
eSurvey Response Rates by Respondent Age
Further, HealthStream’s most current results show an overall response rate of 30% for eSurveys among patients, which compares to the national average of 33% for HCAHPS surveys (phone and mail methodologies combined).
Smartphone technology has the opportunity to further accelerate adoption of the eSurvey. In June 2013, Nielsen reported the use of smartphones had increased from 50% in 2012 to 61% in 2013. The growing number of smartphone users creates a new avenue for patients to complete an online survey. In fact, 24% of the online surveys fielded by HealthStream are completed via a mobile device. The increasing use of smartphones tablets is opening new doors for the eSurvey.
This article also addresses:
Which Survey Types are Right for the eSurvey?
Advantages of HealthStream's eSurvey
Best Practices in Email Address Collection
Developing Communication Tools
Develop Incentives and Benefits to Support Patient Email Address Sharing
Complete the form below for a complete download of PX Advisor.
Nashville, Tenn. (March 4, 2014) – HealthStream, Inc. a leading provider of workforce development and research / patient experience solutions for the healthcare industry, today announced that it has acquired Health Care Compliance Strategies, Inc. (HCCS), a Jericho, New York-based company focused on interactive and engaging online compliance training for healthcare organizations. HealthStream adds to its workforce development solutions with a comprehensive curriculum of premium courseware and an outstanding application for managing conflicts of interest disclosures, along with a team of professionals with extensive industry experience and thought leadership in healthcare compliance.
Healthcare is one of the most highly regulated industries in the U.S. and the number of regulations continues to grow, which results in growing demands for compliance training. HealthStream has long been the leading provider of workforce development solutions in healthcare, which has included its OSHA & accreditation compliance training in U.S. hospitals with its 3.7 million subscribers to its platform. With its added capabilities, courseware, and expertise from the acquisition of HCCS, HealthStream now has a comprehensive compliance solution—with a full continuum of services and training programs that addresses the broad range of compliance priorities.
“HealthStream is a perfect fit for HCCS to further support development of the healthcare workforce,” said Ben Diamond, president, HCCS. “We are both focused on providing exceptional compliance solutions that, in turn, help to improve patient outcomes and promote compliance with ethical, legal, and accreditation guidelines. HealthStream has pioneered compliance solutions in healthcare and we are excited to play a role in building their robust compliance offering.”
Through the acquisition of HCCS, HealthStream adds a comprehensive curriculum of premium compliance courseware and training programs, which include several bundled offerings—like the Quality Improvement Suite, Workplace Compliance Suite, General Compliance Suite, and the Research Compliance Suite. HCCS’ courses use fast, rich content, with full motion video and interactivity. Examples of the diverse compliance topics in HCCS’ courseware include HIPAA Compliance, Bioterrorism & Disaster Preparation, Patient Rights, Reducing Medication Errors, and Health Plan Compliance. Helping organizations comply with the training requirements of Corporate Integrity Agreements (CIAs) is another specialty area of HCCS that adds to HealthStream’s overall compliance solution strategy.
HealthStream’s workforce development solutions are also expanded with HCCS’ SaaSbased application for tracking potential conflicts of interest disclosures, known as the COISMART system. Cumbersome manual processes are automated with COI-SMART as the system tracks and manages potential conflicts of interest among hospitals’ physicians, executives, and other healthcare professionals. Correspondingly, courses are also offered in “Conflicts of Interest and Research Misconduct.” COI-SMART will be offered on a subscription basis to healthcare organizations, adding another powerful, healthcare-specific application, which will be integrated with HealthStream’s workforce development platform. HealthStream’s comprehensive compliance solution will be offered primarily to corporate compliance officers in hospitals, who represent an increasingly important role in healthcare organizations. At this time, 98 percent of healthcare organizations have a corporate compliance officer (CCO) with a staff, on average, of three full-time employees. The Health Care Compliance Association now has over 9,000 active members. Alongside the growing number of federal and state regulatory requirements, the industry-wide focus on improving patient safety has further contributed to the importance of compliance programs in healthcare organizations. The addition of HCCS brings a sales team dedicated to this channel, which will be immediately expanded to cover HealthStream’s 10 sales regions.
“I would like to extend a warm welcome to HCCS’ clients and employees,” said Robert A. Frist, Jr., chief executive officer, HealthStream. “Providing OSHA & accreditation compliance solutions to healthcare organizations has been a core offering for HealthStream for over a decade and we are excited to expand the scope of our solutions in this important area. HCCS’ premium content and thought leadership add important dimensions to our compliance solution strategy.”
Read the full press release announcing the acquisition.
The Awards of Excellence spotlight innovative programs and superior leadership that support organizational excellence, workforce development, patient satisfaction, employee engagement, and more. It’s an honor to recognize our customers’ dedication to methods and processes that lead to quality improvements and, in turn, improved patient outcomes.
The HealthStream Awards of Excellence are as follows:
Excellence through Innovation℠ Awards
These awards recognize our customers who executed initiatives that have led to improved outcomes, including, but not limited to, process improvements or quality improvements.
The Patricia E. Lane Award
Excellence through Individual Innovation
HealthStream created the Patricia E. Lane Award in 2009, in honor of Patricia E. Lane. Patricia was a HealthStream System Administrator, leader of the Virginia HealthStream User Group (HUG) since its inception, and a 29-year employee of Rockingham Memorial Hospital in Harrisonburg, Virginia, who lost her life in a tragic car accident in December 2009. She touched the lives of her co-workers and many healthcare organizations from across the state of Virginia who benefited from her expertise, sage advice, and leadership.
Excellence through Insight Awards®
These awards recognize hospitals that excel in their ability to gain insight about their patients, employees, physicians, and community through research and use that information to build excellence within their organization.
Please Note: Award submissions are not accepted for Excellence through Insight Awards, as award winners are selected based solely on data collected via HealthStream's Research Solutions.
To nominate your organization for an award or learn more, visit:
By Karen Sorensen, Associate Vice President of National Initiatives, HealthStream
On February 24, 2014, HealthStream participated in the Centers for Medicare and Medicaid Services (CMS) Town Hall meeting about the Physician Compare website. Over 200 individuals representing various physician groups, medical associations, vendors, individual providers, as well as interested consumers attended the meeting either over the phone or in person at CMS headquarters located just outside of Baltimore, Maryland.
The goal of the meeting was to allow the healthcare community and consumers to provide comment about CMS’s plans for the Physician Compare website. With the two-fold purpose of encouraging consumers to make informed choices and to incentivize physicians to maximize their performance, the Physician Compare website was launched in 2010. Since that time, CMS has stated its intention to phase in public reporting of quality measures, including CG-CAHPS, over the next several years. And just last week, CMS added the first quality measures to the website – a subset of the Diabetes Mellitus and Coronary Artery Disease measures. These measures were posted for groups that participated in PQRS via the GPRO web interface in 2012. Overall, 141 Accountable Care Organizations (ACOs) and 66 practices with 100+ PQRS eligible providers using the GPRO web interface (e.g., GPROs) met the requirements for public reporting of their 2012 quality data.
How Measures Data is Displayed on Physician Compare
Once a group has quality measure data, a “Clinical Quality of Care” tab will be added to the practice’s profile page. The scores for each measure will be graphically displayed as stars, with the actual percentage listed to the right. Each of the five stars represents 20 percentage points. For example, if a group scored 80% on a measure four stars would be fully filled in. If the group scored 84% on a measure, four stars would be fully filled in and just a bit of the fifth star would also be filled. CMS says it made the decision to use the stars rating system because stars are “consumer-friendly and familiar to consumers.” In response to stakeholder feedback, the website also includes the actual percentage score.
Several of those attending the Physician Compare Town Hall Meeting were not in favor of the five-star rating system, citing concern that the stars do not allow consumers to appreciate statistical variations in the scores for complex quality data.
What About CG-CAHPS?
While we have yet to see the reporting of the Patient Experience of Care Measures, or CG-CAHPS, CMS maintains that the first survey data will be reported later in 2014 “if technically feasible” for the Medicare ACOs and GPROs. As a reminder, CMS is administering and funding CG-CAHPS data collection for these groups. Starting later in 2014, practices with 25 or more eligible providers will be able to select the CG-CAHPS survey as one of their PQRS quality measures. These practices will need to contract with a CAHPS survey vendor, such as HealthStream, to conduct the survey and submit data to CMS on their behalf. For all other providers, CG-CAHPS remains voluntary from a CMS perspective.
So, what do you think? Does the Physician Compare website allow consumers to make informed choices when selecting healthcare providers? Does it motivate providers to improve the quality of care they offer patients? Is the administrative data about providers accurate? Is the star ratings system an over- simplification of complicated data? Are you in favor of quality measures being reported at the individual provider level? Should the preview period be reduced from 30 days to two weeks, as CMS has proposed?
Share Your Opinion
Let your voice be heard. CMS is accepting written statements until 5:00 p.m. E.S.T. on Monday, March 3rd.
Via Email: PhysicianCompare@Westat.com
Division of Electronic and Clinician Quality (DECQ)
Centers for Medicare & Medicaid Services
7500 Security Boulevard
Baltimore Maryland 21244-1850
Attention: Rashaan Byers or Regina Chell
Read more about the Physician Compare Initiative at http://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/physician-compare-initiative/index.html
In this article from the just-published Winter 2014 issue of PX Advisor, Karen Sorensen, Associate Vice President, Government Initiatives, HealthStream, addresses the latest developments in the CAHPS program. Karen will be leading a free CAHPS-focused Webinar on Wednesday, February 19th, where you will be able to get your CAHPS questions answered. Link here to register for the free Webinar.
This article addresses new developments for different components of the CAHPS initative. These include:
The survey consists largely of newly-developed items specific to the patient experience in the emergency room. However, questions addressing communication, pain medication, and courteousness of staff are adapted from the HCAHPS and CG-CAHPS surveys. In addition to the “About You” demographics, the major topics addressed on the survey are summarized below:
Emergency Room CAHPS Program Requirements
While the final specifications may change once the survey becomes required, the following outlines the key specifications used for the field test:
This article also addresses new developments for:
ICH-CAHPS -- In December 2013, CMS established the requirements for the End-Stage Renal Disease Quality Improvement Program (ESRD QIP) for the 2016 payment year (2014 performance year). As part of the ESRD QIP, Medicare-certified In-Center Hemodialysis facilities will be required to conduct the In-Center Hemodialysis CAHPS survey, also referred to as ICH CAHPS, and submit completed surveys to CMS for eventual public reporting.
Hospice CAHPS -- While the final specifications of this program have not been published, CMS has released its expected requirements for the program.
-- In January 2013, CMS mandated the addition of five new questions to the HCAHPS survey. CMS will begin to publicly report the three new questions that comprise the Care Transition composite in October 2014. That means scores from January 1, 2013 discharges forward will be included in the data that is reported publicly later this year.
Fill out the form below for a free download of the Winter 2014 PX Advisor, where you will find Karen Sorensen's complete article about CAHPS updates.
As an introduction to Mather LifeWays Institute on Aging, a new HealthStream courseware partner, we asked them the following questions. HealthStream is proud to offer this training courseware for senior living and long term care staff.
Can you tell us about Mather LifeWays and your expertise?
Mather LifeWays Institute on Aging is the research and education area of service of Mather LifeWays, a unique, non-denominational not-for-profit organization that creates Ways to Age WellSM. Staffed by nationally recognized researchers and educators, Mather LifeWays Institute on Aging is a global resource for information about wellness, successful aging service innovations, and educational programming. It conducts applied research and develops award-winning, evidence-based education programs for professionals who serve older adults.
What kinds of courseware can HealthStream customers get from Mather LifeWays Institute on Aging via the HealthStream Learning Center (HLC)?
Ongoing professional development is crucial in the senior living and long-term care industry. Mather LifeWays Institute on Aging provides resources on topics such as Falls Reduction, Peer Mentoring, Person-Directed Care, Nurse Leadership, Communication, Improving Direct Care workers observation skills, Building care teams, Communication strategies for people with memory loss, and Gerontology Online a continuing education program to enhance health care professionals knowledge and skills in the field of aging.
What are some of the big challenges you help care organizations address?
Mather LifeWays Institute on Aging programs have been shown to result in measurable improvements in the quality of care provided and workforce retention. Senior living and long-term care providers present a dynamic atmosphere where clinicians, management, and all staff in between create a network of support for residents with diverse interests, abilities, and issues. We create programs that take a practical and applicable approach to training staff on best practices for providing person-centered care. Within these best practices, organizations learn how to identify, implement, and share innovative techniques that empower senior care professionals, their employers, and individual caregivers.
Can you share any specific stories about customer achievements using your courseware?
Here are just a few testimonials direct from our customers:
- “We are getting the right staff and we are keeping them.” –St. Elizabeth Home, RI.
- “The best thing about this program is that it really serves as a foundation for culture change and becomes a way of life.” –Participant.
- “PREPARE opened my eyes to the need for planning and training and kicked off a domino effect that turned into awareness and partnerships with organizations throughout the area.” –Cascade Manor, OR.
- “Although I have been involved with disaster planning on various levels for many years, I found PREPARE to be one of the best!” – Hamilton County Hospital, KS.
Do you have any new products on which you are working?
Yes! We have a new program that will be available later this year which is focused on improving nurses’ critical thinking and clinical competencies in resident situations targeted at decreasing risk of hospital readmissions, promoting seamless care transitions, and improving the quality of care. It will simulate dynamic clinical experiences in interactive case study formats.
Why did a partnership with HealthStream make sense for Mather LifeWays Institute on Aging?
Mather LifeWays brings a national reputation in our recognition of quality research and evidence-based educational programming created for the senior living industry, and HealthStream brings its national reputation and experience in delivering high quality online education first to hospitals and now to the senior living industry. So, together, it’s an opportunity for two successful organizations to partner.
What are some urgent challenges in senior care for which you think organizations need to start preparing?
Organizations should start to address care transitions and improve communication between hospitals and senior living/long-term care communities to target reducing hospital readmissions. The Affordable Care Act proposes that long-term care communities face fines for hospital readmissions by 2017. There is also a need to start preparing for emerging technologies that will require healthcare providers to gain new skills and competencies in telehealth, simulations and virtual realities, mobile online learning, and culturally competent care delivery.
Our Mather LifeWays courseware will soon be available in HealthStream's Online Store. Please complete the form below to learn more about it.
Learn More About HealthStream's Post-Acute Care Solutions.
(This white paper was excerpted in the Winter 2014 issue of HealthStream's PX Advisor.)
Hospitals have entered a high-stakes era, where big government quality mandates are driving new business and patient care models. In the world of nurse training and bedside care this has far-reaching effects. No hospital role is more integral to the quality movement than nursing. Consequently, nurse bedside readiness is much more critical than it was even a few years ago. New nurses, whether they are fresh out of college or experienced clinicians, need to be fully competent and engaged in all patient-care processes soon after they are hired to ensure hospitals continue to meet quality and patient experience objectives. Simply said, the new hospital culture calls for high performers who have the skills and confidence to work well in diverse environments, manage complex technologies and medical equipment, as well as deliver high-touch patient care. Bringing new nurses up to speed in this dynamic care environment is a challenge to be sure, but it is imperative as Value Based Purchasing and pay-for-performance programs start to become the standard across government and commercial payers, respectively.
Preceptorships: The Cure for New Nurses
One of the best ways a hospital can prepare new nurses for the rigors of their job is by offering an advanced onboarding process that is anchored by a nurse preceptorship program. In fact, hospitals that offer well-structured preceptorships that include highly trained preceptors, not only quickly transition nurses towards clinical competency but also help them become sharpened, critical thinkers. These “super” preceptorships surpass typical checklists, mentorships, and casual buddy programs. Rather, what makes these programs a success is twofold. First, they are custom designed to quickly and thoroughly assess knowledge, attitudes, and skills; develop and teach targeted competencies; and help the new recruit assimilate into the social fabric of the organization. Secondly, nursing and teaching roles require very different skillsets. Therefore, advanced preceptorships include a formal framework in which the preceptors themselves go through training so that they are fully prepared to translate their extensive bedside experience into an organized, yet easy-to-follow learning experience.
Anecdotally, the quality of hospital preceptorships still varies widely from informal pairings of staff nurses and new recruits to full-blown learning programs with an advanced education curriculum. This needs to change. The American Hospital Association recommends that preceptorships take place over the entire first year of employment. The cost of not going the distance with new recruits can be a tough financial pill to swallow. Replacing just one nurse can cost as much as $90,000.The bottom line: Skilled preceptors provide the right training and social connections to help nurses move through the welldocumented four stages of reality shock—the honeymoon phase, shock, recovery, and resolution— that occur after leaving school and entering the workplace. It’s time to include nurse preceptorship programs in strategic planning.
This White Paper includes:
- Why precepting is more important than ever
- Giving preceptors the tools to succeed
- How preceptorships differ from mentorships
- Year 1: the cost of high nurse turnover
- Identifying qualified preceptors
- How HealthStream’s clinical orientation prepares new and experienced nurses
To Download this free white paper, fill out the form below:
Learn more about HealthStream clinical orientation training for nurses.
This is the lead article in the Winter 2014 issue of HealthStream’s PX Advisor newsletter. In it, HealthStream Vice President for Strategic Initiatives Robin Rose discusses 10 major trends that will have a major impact on care organizations in 2014.
1. It’s Time for All the Old Dogs to Learn the New Codes
In 2014 the healthcare industry will implement a massive overhaul of its coding system, and hospital CIOs are rushing to prepare for one of the riskiest conversions of their careers.
While the timing probably couldn’t be worse, the conversion to the International Classification of Diseases, Tenth Revision, Clinical Modification (ICD-10-CM) and the International Classification of Diseases, Tenth Edition, Procedure Coding System (ICD-10-PCS) is a much-needed upgrade. The U.S. has been using the now-obsolete ICD-9 coding system for more than 30 years, and this system seriously lags advances in medical technology and the uses our country needs to be making of this data, such as public health surveillance, quality and safety monitoring, and accurate reimbursement. Obviously, there are numerous benefits to the upgrade. At issue, though, are the enormity of the undertaking and the industry’s ability to meet the October 2014 deadline.
The differences between the two coding versions are significant. ICD-10-CM codes are the ones designated for use in documenting diagnoses. They are 3–7 characters in length and total 68,000, while ICD-9-CM codes are 3–5 characters in length and number only 14,000. The ICD-10-PCS are the procedure codes. They are alphanumeric, 7 characters in length, and total 87,000, while ICD-9-CM codes are 3-4 numbers in length and total a mere 4,000 codes. Hospital CIO John Halamka, from Beth Israel Deaconess Medical Center, characterizes the shift from ICD -9 to ICD-10 as “one of the largest, most expensive and riskiest transitions that healthcare CIOs will experience in their careers.”
With less than one year to go, a survey by Health Revenue Assurance Associates (HRAA) indicates that some 78% of hospitals have begun ICD-10 CM training, and 64% have started PCS training. However, hospitals will not only have to master their internal coding but will also need to coordinate this coding with their payers and physicians, whom many fear are less prepared for the transition. Expect to see a frenzy of activity and many white-knuckle moments throughout 2014 as the healthcare industry attempts to jump this monumental hurdle by next October.
2. Meaningful Use Has Us All Shook Up
Hospitals and eligible professionals will scramble to be ready for BOTH the ICD-10 conversion and Stage 2 Meaningful Use implementation in October 2014.
Although CMS recently announced that they were extending the Stage 2 Meaningful Use deadline for another year—through 2016—no one should be fooled into thinking that makes anything easier for hospitals or eligible professionals in 2014. CMS did not change any of the 2014 start dates for Stage 2, and providers will still have to begin Stage 2 attestation in 2014 to receive the maximum reimbursement from CMS. Many in the industry had been pushing CMS to delay the START of the Stage 2 implementation one year to 2015. Instead, CMS added an additional year to the END of the program, giving providers more time to qualify. The main benefit of the extension is that hospitals and eligible professionals who are behind (who were going to miss the 2014 start date and reimbursement anyway) now have an extra year to catch up before moving to Stage 3.
The year 2014 continues to be a pivotal one for both Stages 1 and 2 of Meaningful Use:
- To receive full reimbursement from CMS, hospitals still face the October 1, 2014 deadline for going live with BOTH the new ICD-10 coding and Stage 2 of Meaningful Use.
- As of October of 2013, some 15% of hospitals and nearly 40% of eligible professionals had yet to receive an incentive payment from CMS for meeting the Stage 1 criteria of meaningful use. These providers will need to meet all Stage 1 requirements in 2014 in order to avoid a penalty (25% of their annual payment update) in 2015
This extension from CMS marks the second schedule adjustment to meaningful use in the past 2 years. In late 2012, CMS extended the start of Stage 2 from 2013 to 2014. Stage 2 was to have a 2-year window, with Stage 3 starting in 2016. Stage 3 will now start in 2017.
To see the rest of the article, complete the form below to download this issue of PX Advisor.
We may be entering the age of value-based medicine, but are all hospital leadership roles truly wired to create value? Probably not, given that healthcare is experiencing change like never seen before. The past decade has been marked by the steady pulse of reform and the impact of the Accountable Care Act (ACA). Industry disruptions are happening at breakneck speed. From advances in technology and quality improvements to new models in patient care and financing, the healthcare industry of today is vastly different from even a few short years ago.
Upgrading HR Leadership Roles
These innovations signal that changes are also in store for key hospital leadership roles. Indeed, high-performing hospital leadership teams are experiencing their own metamorphoses as they prime themselves to react to complex mandates like ICD-10, Meaningful Use, and CAHPS surveys. Now is the time to evaluate key responsibilities within the ranks to ensure everyone is prepared to carry forth the strategic goals of his/her organization, especially those who have oversight of the day-to-day actions of healthcare providers.
HR Moves From Transaction to Strategy
Nowhere is this need more apparent than when it comes to the role of healthcare human resources, which has traditionally been more transactional in nature. Still, as healthcare transitions from a volume-based, (or fee-for-service) payment model to one in which payment is connected to the value of the care delivered, organizations will place more emphasis and resources on creating advanced talent management strategies. According to some estimates, healthcare talent already comprises half of a healthcare organization’s costs—totalling 60-70 percent of operating expenses.
In fact, an American Society for Healthcare Human Resources Administration (ASHHRA) report on workforce strategies for the future recommends that hospitals “develop new work models that increase efficiency, workforce satisfaction, and patient outcomes.” (American Hospital Association, 2010) These are areas in which HR can and should play a more prominent role, given its deep focus and expertise on important aspects of workforce management, including recruitment, retention, and training.
Ready for Change
Certainly no other management position has a stronger foundation than HR to take the healthcare workforce into the value-based era. To be sure, having a powerful workforce is going to be the linchpin of success for the hospital of the “not so distant future.” As hospitals break ground with new strategies, workforce innovation will become more important. They will need to foster a “culture of improvement, accountability, and high performance.” (American Hospital Association, 2012) In addition, trends such as the development of accountable care organizations (ACOs) and patient-centered medical homes (PCMHs) demonstrate that every notch along the healthcare continuum is becoming more connected and more dependent on a high performing workforce.
HR Should Focus on Engagement and Creating Value
To these points, there is a growing consensus among industry experts and groups such as ASHHRA that the time is right for human resources to take on a more strategic, expanded role when it comes to talent management. HR leaders are important catalysts in creating a culture of engagement and value. Entering and remaining in the strategic space with other senior executives, however, is still very much a play-by-play scenario. HR leaders will need to move beyond their tactical roles to hone and demonstrate a new set of value-focused skills. Hospitals that do nurture innovation among their HR leaders and support them as they develop strategic talent management plans will differentiate themselves in the marketplace.
This white paper addresses:
- The New Role and New Vision for Healthcare HR Leaders
- How HR Needs to Evolve Beyond Just Transactions
- Strategic Questions HR Leaders Need to Ask
- The Importance of Developing Business Acumen and Staying Ahead of Healthcare Trends
- Designing a Winning HR Strategy in the Value Era
- Connecting Professional Development to Value-Based Goals
- Adding Value: Top Six HR Leadership Characteristics
- HealthStream’s Performance Management Solutions
Register for a free download below.
By Karen Sorensen, Associate Vice President, National Initiatives
We want to pass along some information about the In-Center Hemodialysis CAHPS Survey and some important milestones you’ll want to be aware of for this year’s survey requirements.
If your In-Center Hemodialysis facility served more than 30 patients in 2013, you will need to contract with a CMS approved survey vendor, such as HealthStream, to administer the ICH CAHPS Survey in 2014.
CMS has posted the following steps facilities need to take to begin their participation.
- Designate a staff member to serve as your facility’s ICH CAHPS Survey Administrator.
- Go to the ICH Website at the following link and complete the ICH Facility User Registration Form to obtain user credentials to access the private links on the ICH CAHPS website. https://ichcahps.org/ForFacilities/FacilityUserRegistration.aspx
- When registering for credentials to access the private links on the ICH CAHPS website, the system will automatically generate a customized Consent Form for the ICH facility. Print, sign and have the Consent Form notarized and mail it to the ICH CAHPS Coordination Team at the address that appears at the top of the form.
- Contract with one of the CMS-approved ICH CAHPS Survey vendors to administer the ICH CAHPS Survey on behalf of your ICH facility.
- After selecting one of the CMS-approved ICH CAHPS Survey vendors, log into the ICH CAHPS Website and complete the online “Authorize a Vendor Form”, which authorizes the Data Center to accept ICH CAHPS Survey data from your contracted ICH CAHPS Survey vendor.
- Check the ICH CAHPS Website regularly for news and updates about the ICH CAHPS Survey and participation requirements.
HealthStream will be participating in the required vendor training sessions on February 10th and 11th. You may also attend the sessions by completing the online training registration form by Feb. 5th, 2014. However, the training is not required for ICH facilities
- Session I, Monday, February 10, 2014, 8:30 a.m. to 12:30 p.m. EST
- Session I, Monday, February 10, 2014, 1:30 p.m. to 5:30 p.m. EST
- Session II, Tuesday, February 11, 2014, 8:30 a.m. to 12:30 p.m. EST
- Session II, Tuesday, February 11, 2014, 1:30 p.m. to 5:30 p.m. EST
The training registration form is available at the following link. https://ichcahps.org/Training/RegistrationForm.aspx
Look for more information about ICH CAHPS in the next issue of HealthStream’s PX Advisor, which will be published later this month, or contact us directly here.