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How Orlando Health dealt with mass murder

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Orlando Regional Medical Center.

This is Becker’s Hospital Review’s very interesting look   at how Orlando Health, a six-hospital system with two affiliated hospitals, dealt with the carnage left by mass-murdering Islamist Omar Mateen on Sunday.

Becker’s reports that:

1. “Orlando Health’s Orlando Regional Medical Center took in most of the victims. ”

2. “The hospital tweeted at 8 a.m. Sunday it had cared for just under 50 victims of the attack. ”

3. “Orlando Health put its facilities under lockdown for visitors early Sunday {June 12} morning.  ”

4. “The hospital allowed family members of confirmed patients to visit during the lockdown. The hospital also provided family members with multiple ways to access information about loved ones — it provided information at a local senior center and established a victim hotline, 407-246-4357.”

5. “The hospital is not accepting in-kind donations due to the nature of the incident. It also asked those who wished to donate blood not to come to the hospital, but to go to a blood center. ”

 


3 happy stories of population-health management

 

Healthcare IT News looks at how three organizations  are successfully managing population health in part by investing in technologies to ease the transition to value-based care.

The first is Orlando Health, a private, not-for profit  system that has created a clinically integrated network  platform through technology. Orlando Health uses the platform as a single reference source for patient data, which  are used to  target those who meet certain criteria. Those patients are  automatically contacted  via phone, email and text and informed of care gaps. Further, the platform is used to contact their primary-care physicians for appointments, automatic electronic reminders of which are  sent to patients.

Then there’s Northeast Georgia Diagnostic Clinic, a multi-specialty practice that  uses a platform to build registries of chronically ill patients  to identify care caps and do outreach, especially regarding patients discharged from hospitals or ERs who needed follow-up care to prevent readmissions.

Finally, there’s Charleston (W.Va.) Internal Medicine, a small independent practice. It uses population-health management technology to expand the number of patients in its “medical neighborhood” concept via automated daily e-mail campaigns to remind patients about wellness visits and lab tests.


How she helped turn around Orlando Health

Modern Healthcare touts its Excellence in Governance awards for highly effective board members. Its winner for health systems is Dianna Morgan, chair of Orlando (Fla.) Health. The magazine says she “stepped in at a turning point in the history of that institution and helped lead a transformation that set the stage for future success.”

The publication reported:

”The not-for-profit hospital system was losing millions of dollars on its day-to-day operations. It fired CEO Sherrie Sitarik in September 2013, soon after Morgan became chair. And it was evaluating whether it should sell to another organization.“’It’s fair to say our strategy was unclear,’ said Morgan, 62. ‘We knew we were operating in a volume environment and needed to make a shift to a value environment, but (we) had not really plotted the road map to make that shift.” ‘

Dramatic signs of its turnaround, says Modern Healthcare:

“The $2.1 billion system posted an 8.7% operating margin in the first quarter of fiscal 2015—well above the not-for-profit industry average—compared with operating losses in the millions a little more than a year before. The system partly credits its turnaround to sizable investments in physicians and outpatient sites. Pay cuts and layoffs also helped improve its finances.”
But then,  “non-for-profit” h0spitals are often more profitable than “for-profit” ones.

 

 


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