Everyone is speculating about what stimulus funds mean to them....can they use them to update systems, EMR/EHR.
John Glaser says get prepared now. http://www.hhnmag.com/hhnmag_app/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/data/04APR2009/090414HHN_Online_Glaser&domain=HHNMAG
"Despite areas of uncertainty, hospital and health system leaders can take steps to prepare themselves. They can start by analyzing the financial incentives’ revenue potential and assessing the effort and expense to ensure they are using certified EHRs. They can also initiate two important conversations: first, with state officials about their intended approach to pursuing the regional and statewide health information exchange planning and implementation grants; and second, with local colleges regarding their interest in providing education for the information technology workforce that will be needed."
Friday, April 17, 2009
Emily Friedman:
"In the 1930s, the majority of hospital administrators were women; in 1940, 50 percent of members of what was then the American College of Hospital Administrators—now the American College of Healthcare Executives (ACHE)—were women. ....Now, of ACHE affiliates, only 12 percent of the women are CEOs
"Thesis 1: The future leadership pool should be similar to the overall population in terms of gender, racial and ethnic heritage, disability status and sexual orientation. This is neither a radical proposition nor an unattainable goal. As the data tell us, it is happening, anyway—to a point. That point, unfortunately, is in the CEO’s chair and the boardroom.
"Thesis 2: Despite fervent efforts by market-happy ideologues to ignore 25 years of evidence, health care is not a regular business, nor do pure competitive models apply to it. Yes, our organizations need to be operated in a businesslike manner, and competition on certain bases—quality of care, efficiency, community service—is healthy and promotes innovation. But the leaders of tomorrow will learn that the previous generation was wrong about some of the economic basics. Health insurers should not prosper by avoiding the sick; patients should not suffer because they are uninsured; the first reaction to a safety-net hospital in danger of closure should not be to try to pirate its nurses."
READ MORE of EMILY's 10 challenges facing next generation of leaders.
http://www.hhnmag.com/hhnmag_app/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/data/04APR2009/090407HHN_Online_Friedman&domain=HHNMAG
Is this a conversation that needs to occur?
"Thesis 1: The future leadership pool should be similar to the overall population in terms of gender, racial and ethnic heritage, disability status and sexual orientation. This is neither a radical proposition nor an unattainable goal. As the data tell us, it is happening, anyway—to a point. That point, unfortunately, is in the CEO’s chair and the boardroom.
"Thesis 2: Despite fervent efforts by market-happy ideologues to ignore 25 years of evidence, health care is not a regular business, nor do pure competitive models apply to it. Yes, our organizations need to be operated in a businesslike manner, and competition on certain bases—quality of care, efficiency, community service—is healthy and promotes innovation. But the leaders of tomorrow will learn that the previous generation was wrong about some of the economic basics. Health insurers should not prosper by avoiding the sick; patients should not suffer because they are uninsured; the first reaction to a safety-net hospital in danger of closure should not be to try to pirate its nurses."
READ MORE of EMILY's 10 challenges facing next generation of leaders.
http://www.hhnmag.com/hhnmag_app/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/data/04APR2009/090407HHN_Online_Friedman&domain=HHNMAG
Is this a conversation that needs to occur?
Geothermal Energy anybody?
Obama's stimulus package has a tax deduction of 30% of the cost of geothermal projects. If taxation isn't the draw, how about energy cost reduction!
Do you know what it is? Its using the earth's core temp (55 degrees) to moderate swings in above ground climate control (heating and cooling).
Interested? Read on.....
Geothermal energy is energy that is derived from the temperature of the earth. The earth absorbs 50 percent of all solar energy, and traps it as heat just below the frost line. Using a heat pump, this natural and renewable resource trapped below the earth's surface is transformed into a harnessable form of energy. This energy --geothermal energy-- provides buildings with a dependable, eco-friendly and economic heating and cooling system.
Geothermal heating and cooling technology has been given the best rating by the Environmental Protection Agency (EPA).
Geothermal energy is a renewable resource, and doesn't deplete non-renewable resources.
Geothermal energy does not produce any form of pollution. And, it doesn't contribute to the greenhouse effect.
Buildings that use geothermal energy use up to 40% less energy than other high-efficiency buildings.
Geothermal energy requires no outside sources of fuel to keep the power houses running.
According to a U.S. Energy Information Administration (EIA) report issued on Oct. 12, 2005, heating bills for all fuel types will cost Americans about one-third more during the 2005-2006 winter, on average. Projected rates for the Midwest are up to 61 percent higher than last year. With significantly rising energy costs, geothermal energy provides a cost-effective alternative for heating and cooling.
http://www.thefutureofsherman.com/energy_faq.php
Sherman Hospital plans to build one of the largest geothermal lakes in the world. Unlike other forms of geothermal technology, geothermal lakes rely on the heating and cooling properties of water.
The temperature at the bottom of the lake--a constant 55°F--will be the heating and cooling source for the hospital. The energy for the hospital will be harnessed by a lake loop-heat pump system under the water.
In addition to being recognized as one of the most environmentally-friendly hospitals in the country, Great River has saved more than $1 million annually over the cost of heating and cooling its old campus.
The United States first capitalized on geothermal energy in the early 1800s. The first commercial use? Three spring-fed baths in the city of Hot Springs, Arkansas, in 1830.
Geothermal technology is a dependable, proven technology with many uses around the world. Geothermal power plants are producing electricity in more than two countries, supplying about 60 million people with energy. In the U.S., geothermal technology supplies 4 million people in the Western U.S. and Hawaii with energy. More than 500 schools across the U.S. have adopted geothermal technology.
Do you know what it is? Its using the earth's core temp (55 degrees) to moderate swings in above ground climate control (heating and cooling).
Interested? Read on.....
Geothermal energy is energy that is derived from the temperature of the earth. The earth absorbs 50 percent of all solar energy, and traps it as heat just below the frost line. Using a heat pump, this natural and renewable resource trapped below the earth's surface is transformed into a harnessable form of energy. This energy --geothermal energy-- provides buildings with a dependable, eco-friendly and economic heating and cooling system.
Geothermal heating and cooling technology has been given the best rating by the Environmental Protection Agency (EPA).
Geothermal energy is a renewable resource, and doesn't deplete non-renewable resources.
Geothermal energy does not produce any form of pollution. And, it doesn't contribute to the greenhouse effect.
Buildings that use geothermal energy use up to 40% less energy than other high-efficiency buildings.
Geothermal energy requires no outside sources of fuel to keep the power houses running.
According to a U.S. Energy Information Administration (EIA) report issued on Oct. 12, 2005, heating bills for all fuel types will cost Americans about one-third more during the 2005-2006 winter, on average. Projected rates for the Midwest are up to 61 percent higher than last year. With significantly rising energy costs, geothermal energy provides a cost-effective alternative for heating and cooling.
http://www.thefutureofsherman.com/energy_faq.php
Sherman Hospital plans to build one of the largest geothermal lakes in the world. Unlike other forms of geothermal technology, geothermal lakes rely on the heating and cooling properties of water.
The temperature at the bottom of the lake--a constant 55°F--will be the heating and cooling source for the hospital. The energy for the hospital will be harnessed by a lake loop-heat pump system under the water.
In addition to being recognized as one of the most environmentally-friendly hospitals in the country, Great River has saved more than $1 million annually over the cost of heating and cooling its old campus.
The United States first capitalized on geothermal energy in the early 1800s. The first commercial use? Three spring-fed baths in the city of Hot Springs, Arkansas, in 1830.
Geothermal technology is a dependable, proven technology with many uses around the world. Geothermal power plants are producing electricity in more than two countries, supplying about 60 million people with energy. In the U.S., geothermal technology supplies 4 million people in the Western U.S. and Hawaii with energy. More than 500 schools across the U.S. have adopted geothermal technology.
"these men's lives depend on good management and great leadership".
Harvard Business Review's description of a reality TV show about deep sea fishing (http://blogs.harvardbusiness.org/hbreditors/2009/04/on_crabs_and_leaders.html) decribed above goes on. "It makes sense to focus on the inherent drama of those specific moments of leadership. Those times when their decisions have immediate, and palpable repercussions." But what caught my eye, was that they did not say great management and good leadership. On the contrary, precarious times take good management and GREAT leadership. Are we focusing enough on leadership given what is on our plates to manage?
HBR points out how they do it:
"Strategy and execution. Every crab season starts with the captains deciding where to put their pots, and then adjusting that strategy as they get real-time data on their results, in the form of full or empty pots. By focusing efficient execution, keeping the fishing fast and safe, the crew can lay more pots and catch more crabs.
"Employee onboarding (literally). The captain must integrate rookie fishermen ("greenhorns") with the veterans, without much time for orientation or feedback. Usually, a deck boss handles this, but you will hear captains assessing their greenhorns and deftly putting them in positions to succeed, or in positions to see how they handle pressure situations.
"Competitive cooperation. Like many businesses, crab fishing is full of "frenemies." The captains work with and against captains of other crab boats to ensure their own success and also the success of the industry. Captains talk about where they've found good fishing grounds, and help each other in trouble. But the sharing only extends so far. In one episode a young captain gets too aggressive looking for help finding crabs and the other captains hasten to chastise him.
"Innovation. Ever try to fix a punctured hydraulic pump 30 feet above the deck of a boat, sitting on a slick, oil-soaked crane, rollicking in rough seas, during a snow squall?
"Morale. Obviously keeping the team's attitude up is one of the most important leadership functions in this environment. In many ways it's the core of the show. How do you keep men fishing for 20 or more hours straight in freezing weather, with 20-foot seas crashing over them, when the pots are coming up empty? "
Sound familiar? As they point out, Deadliest Catch is in its fifth season. Watch it!
HBR points out how they do it:
"Strategy and execution. Every crab season starts with the captains deciding where to put their pots, and then adjusting that strategy as they get real-time data on their results, in the form of full or empty pots. By focusing efficient execution, keeping the fishing fast and safe, the crew can lay more pots and catch more crabs.
"Employee onboarding (literally). The captain must integrate rookie fishermen ("greenhorns") with the veterans, without much time for orientation or feedback. Usually, a deck boss handles this, but you will hear captains assessing their greenhorns and deftly putting them in positions to succeed, or in positions to see how they handle pressure situations.
"Competitive cooperation. Like many businesses, crab fishing is full of "frenemies." The captains work with and against captains of other crab boats to ensure their own success and also the success of the industry. Captains talk about where they've found good fishing grounds, and help each other in trouble. But the sharing only extends so far. In one episode a young captain gets too aggressive looking for help finding crabs and the other captains hasten to chastise him.
"Innovation. Ever try to fix a punctured hydraulic pump 30 feet above the deck of a boat, sitting on a slick, oil-soaked crane, rollicking in rough seas, during a snow squall?
"Morale. Obviously keeping the team's attitude up is one of the most important leadership functions in this environment. In many ways it's the core of the show. How do you keep men fishing for 20 or more hours straight in freezing weather, with 20-foot seas crashing over them, when the pots are coming up empty? "
Sound familiar? As they point out, Deadliest Catch is in its fifth season. Watch it!
Subscribe to:
Posts (Atom)