The Mount Sinai Hospital has received national recognition for excellence in nursing for the third consecutive time from the American Nurses Credentialing Center’s (ANCC) Magnet Recognition Program®. At the same time, Mount Sinai Queens, the Queens campus of The Mount Sinai Hospital, received a first-time Magnet® designation, widely considered the highest recognition for nursing excellence.
The Washington Post article noted: ”There’s been much written in the past year about just how hard it is to get a simple price for a basic health-care procedure.”
“About two dozen industry stakeholders, including main lobbying groups for hospitals and health insurers, this morning are issuing new recommendations for how they can provide the cost of health-care services to patients.”
The New York Times article asked the questions “What is going on here? Is This a Hospital or a Hotel?”
“The Henry Ford health system in Michigan caused a stir after it hired a hotel industry executive, Gerard van Grinsven of the Ritz-Carlton Group, in 2006 to run its new hospital, Henry Ford West Bloomfield. There are some medical arguments for the trend — private rooms, for example, could lower infection rates and allow patients more rest as they heal. But the main reason for the largess is marketing.”
These numbers are equivalent to a jumbo jet crashing every day with no survivors. Based on these figures, medical errors could be considered the third-leading cause of death in America, behind heart disease (more than 590,000 a year) and cancer (more than 570,000 a year).
An article in Beckers Hospital Review focused on clinical care variation -
“Back when he was a resident, (he) saw two physicians perform separate colonoscopies, in which they discovered polyps in their respective patients. Each, however, went about removing the polyp in a different way — one via endoscopic surgery, another through open surgery. Despite having the resources and expertise to perform the procedure endoscopically, the physician who decided on surgery said his reason was a simple one: “That’s how I like to do it.”"
A U.S News article describes a discharge regimen used by the Cleveland Clinic.
“When Richard Jones of Niles, Ohio, 70, was discharged in May, he was sent home with a digital scale to flag any weight fluctuations (a possible sign of fluid buildup), a blood pressure cuff, and other monitoring equipment tied into the hospital system. He was also assigned a telemonitoring support team of nurses, social workers, nutritionists, therapists, and doctors who would check his vital signs daily, remotely or in person, for up to 40 days. In phone and house calls, the team coordinated follow-up doctor visits and counseled the lifelong cheeseburger-and-fries fan on worrisome symptoms to watch for and how to make lifestyle changes stick.”
A New York Times article noted “LIKE most people, I am generally vigilant about paying my bills — credit cards, mortgage, cellphone and so on. But medical bills have a different trajectory. I (usually) open the envelopes and peruse the amalgam of codes and charges. I sigh or swear. And set them aside for when I have time to clarify the confusion: An out-of-network charge from a doctor I know is in-network? An un-itemized laboratory bill from a doctor I’ve never heard of? A bill for a huge charge before my insurer has paid its yet unknown portion of a hospital’s unknowable fee?”
An article in Becker’s Hospital Review reported on a study published in Health Affairs which “raised questions about whether hospitals’ reputations match the quality of care they provide. The study examined the differences between high-price and low-price hospitals and found the more costly providers were the clear winners in U.S. News & World Report rankings, which are partly (32.5 percent for the Best Hospitals 2013-14) based on their reputation with specialists. However, low-price hospitals performed better on certain outcomes-based readmissions and patient safety measures, such as postoperative blood clots. If high-price hospitals tend to have better reputations, the study raises the question of whether there’s a disconnect between how hospitals are perceived and how they perform and whether reputation should play a part in lists such as Truven Health Analytics’ 100 Top Hospitals, Becker’s Hospital Review’s “100 Great Hospitals” and U.S. News’ Best Hospitals.”