Journal of Patient Experience’s Post

How the Mayo Clinic maintains its #1 hospital ranking every year. Colin, thank Elizabeth Shapiro, your McGill faculty advisor for introducing you to the world of research. And thank your father for teaching you how to think logically, and how to connect thoughts and ideas. Which also means connect research findings. You won't find all the answers in one place, but separate places and you have to do what is called wrangling in Accounting. Fitting and combining all the research findings together to get the whole picture or whole;e answer to a research query. And you learn to watch a video of the Mayo Clinic top executives talk among themselves about their standing, status., and ranking. And your own mind suggested to you that a good part of it has to do with healthcare design. And you found other information on Mayo Design thinks elsewhere too. Thank Elizabeth Shapiro. How I miss her!

On average, hospitals tend to use less than half of their medical assets at any given time and are likely to hold, on average, three times as much inventory as they need. Technology Trace Inc. is set to improve patient flow as they announce a partnership with The Research Institute of St. Joseph's Healthcare Hamilton to evaluate the application of trevii, a data analytics platform and tracking technology to improve the utilization of medical assets such as beds and stretchers, and how it could result in more effective resource management and patient flow. “Hospitals like ours have limited resources and time," said Donna Johnson, Senior Director, Acute Operations, General Internal Medicine and Emergency Services at St. Joseph’s Healthcare Hamilton. "The issue of bed shortages is certainly widely understood", says Mike Becker, CEO and co-founder of Technology Trace. "I’m excited that our technology can play a valuable role in tracking these important assets in a hospital setting and reduce loss and waste." https://lnkd.in/gFiHvJpz University of Waterloo | University of Waterloo Faculty of Engineering | University of Waterloo Faculty of Arts | OBIO | Federal Economic Development Agency for Southern Ontario | Agence fédérale de ...

How Aurora Medical is Leading the Way In the ever-evolving landscape of healthcare, advancements and breakthroughs are crucial to providing quality and efficient services in Aurora Medical sector. Among the trailblazers in this field is Aurora Medical, an institution that stands out for its commitment to innovation and patient-centric care. This blog delves into the various aspects that make Aurora Medical a beacon of excellence in the healthcare industry. https://lnkd.in/dQdN6k9m

One reason preventable harm still persists in healthcare is inadequate attention and investment in patient safety over the past 2 decades. In this new VA perspective piece, I discuss how we need to prevent patient harm and transition from a bronze age of rudimentary tool development to a golden era of vast improvement in patient safety. Patient safety research and its translation to patient care, policy, and clinical practice requires health services researchers to go beyond publishing a paper. Researchers must work closely with healthcare organizational leaders, clinicians, policymakers, and patients to ensure their findings are acted upon and to help propose and test solutions. VA National Center for Patient Safety (NCPS) offers an excellent model for doing so by funding dedicated patient safety centers of inquiry (PSCIs) nationally. We’re fortunate to have received funding from them for nearly two decades at our Center for Innovations in Quality, Effectiveness, and Safety (IQuESt). While we still have miles to go in improving diagnostic safety, this mechanism has positioned us well to make a broad impact on national policies and procedures in VA. PSCIs can accelerate the impact of multidisciplinary science in enhancing the understanding of the complexity of patient safety as well as developing and testing solutions. Thanks Peter Mills Reena D. Edward E Yackel for the commentary that inspired this piece. https://lnkd.in/dVdFP-sV

"Patient safety research and its translation to patient care, policy, and clinical practice requires health services researchers to go beyond publishing a paper. Researchers must work closely with healthcare organizational leaders, clinicians, policymakers, and patients to ensure their findings are acted upon and to help propose and test solutions." Hardeep Singh #patientsafety #qualityimprovement #patientcare #healthcare #healthcareleadership #healthcareleaders #diagnosticexcellence

Explore the latest ASC insights and market dynamics revealed in our 2024 study. https://bit.ly/3yIejmI #medtech #medicaldevices #medicaldevice #hospitals

This study looks into the connections between patient loyalty, patient satisfaction, and the quality of healthcare services provided in Telangana, Indias public and private hospitals. Data were gathered from 600 respondents, equally distributed throughout seven hospitals, using the SERVQUAL instrument. A stratified random sample was used in the study to guarantee thorough insights from admitted patients. Important results show that patient happiness and loyalty are highly influenced by the perceived quality of healthcare services. Furthermore, particularly in areas like medical treatment, operational activities, and physical upkeep, patient satisfaction acts as a mediator in the relationship between service quality and loyalty. When comparing private hospitals to public hospitals, higher levels of satisfaction and loyalty were found. The study emphasizes how crucial it is for healthcare services to continuously improve their quality to improve patient outcomes and institutional reputation. Future studies should examine how demographic factors and longitudinal effects affect patient views in various healthcare environments. by Maragani Srinivas | Dr. P. Venkataiah "A Study on the Impact of Healthcare Service Quality on Patient Satisfaction and Loyalty in Select Public and Private Hospitals" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-8 | Issue-4 , August 2024, URL: https://lnkd.in/dkYjZtQw Paper Url: https://lnkd.in/dXgMy3ys

Cared For, Albeit In Pieces ! In the ever-evolving landscape of modern medicine, a fundamental dichotomy has emerged: compartmentalized versus personalized care. Despite both approaches aiming to improve patient outcomes, they represent distinct paradigms with divergent implications for healthcare delivery. The debate is intensifying on tackling the (?) threat posed by compartmentalized care and encouraging a transition towards personalized care, an imperative for the future of medicine. Compartmentalized care, characterized by segmentation of medical specialties with prioritization of disease-specific interventions, has long been the cornerstone of traditional healthcare models. In this approach, patients are often (inadvertently), treated as a collection of organs and symptoms rather than as unique individuals with diverse needs and preferences. While compartmentalized care has yielded significant advances in diagnosis & treatment, it has also fostered fragmentation, inefficiency, and disparities in access to care. In contrast, personalized care represents a paradigm shift towards holistic, patient-centered approaches that prioritize individualized treatment plans tailored to each patient's unique biological, psychological, and social context. Leveraging advancements in genomics, digital health technologies and shared decision-making, personalized care seeks to empower patients as active participants in their own healthcare journey. This approach not only has been observed to enhance clinical outcomes but it also promotes patient satisfaction, adherence to treatment, and overall well-being. The immediate threat posed by compartmentalized care lies in its propensity to perpetuate siloed practices, fragmented care pathways, and missed opportunities for early intervention and preventive care. Patients navigating complex healthcare systems often encounter disjointed communication, duplicated tests, and conflicting treatment recommendations, leading to frustration, confusion, and suboptimal outcomes. Personalized care offers a compelling alternative that transcends disciplinary boundaries and fosters collaboration among multidisciplinary care teams, embracing a biopsychosocial model of care that considers patients' values, preferences, and life circumstances thereby holding a promise of more effective, efficient, and equitable healthcare delivery. To address this insidiously engulfing disparity, healthcare stakeholders must prioritize investments in interdisciplinary education, technological infrastructure, and value-based reimbursement models that incentivize personalized approaches. Fostering a culture of innovation, collaboration, and patient-centeredness, we may navigate the complexities of modern medicine with empathy, efficacy, and integrity, ensuring that well-being of patients remains the foremost priority in our collective quest for healing and wellness. 😅 Monologue ends ! Comments invited 🙏  

Interested in scaling remote patient monitoring (RPM) across your health system? Read our new NEJM Catalyst paper to learn about NYU Langone Health's 6 year journey implementing RPM: https://lnkd.in/edzGHKXG Key Lessons: (1) Recognize that ongoing remote patient monitoring (RPM) challenges related to patient engagement, staffing demands, and reimbursement potential call for continuous improvement efforts. Maintain a playbook of RPM best practices to scale improvements across the health system. (2) Invest in direct Bluetooth syncing and loaner programs to increase uptake and mitigate inequities. (3) Account for reimbursement or related financial sustainability considerations early in implementation. (4) Engage RPM-related vendors frequently with a flexible outlook to shape their product offerings and continuously improve your RPM program. (5) Design user-friendly RPM management interfaces to ensure that patients do not slip through the cracks and to reduce provider cognitive burden when reviewing values. (6) Work with practices to tailor RPM workflows on the basis of resource constraints. Facilitate partnerships between groups of similar practices (patient populations or indications for RPM) that could team up to centralize their RPM programs. (7) Systematically offboard both inactive and stable patients to optimize resource allocation and facilitate interpretable metrics for strategic improvements.