James Hekman, MD, Medical Director of Cleveland Clinic’s new Lakewood Family Health Center, discusses his calling and how the new center was custom-designed to meet the healthcare needs of a diverse community on Cleveland’s near west side.
Veteran cardiovascular quality expert Dr. Jeffrey Rich shares how a national network can champion value and excellence — and how to thrive in the era of value-based care.
How leading spine centers are refining and increasingly combining these surgical advancements in pursuit of better patient outcomes and care value.
A Cleveland Clinic case study shows hospitals can implement strategies to curb the financial impact of dramatic inpatient drug price hikes while protecting appropriate utilization.
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Functional Medicine is not a new specialty or modality, but an emerging consensus on causes and cures for disease, framed to promote healthy lifestyles and disease-preventing behaviors. Dr. Mark Hyman shares an overview.
Cleveland Clinic Cancer Center leaders Brian J. Bolwell, MD, and Alok Khorana, MD, say it’s time for the oncology community to embrace patient-centered value measures and improvements.
It’s imperative that nurses fully comprehend and understand the shift from volume to value-based care, including the dramatic and radical changes and implications this shift has to their professional practice.
Contracting with personnel from an external agency isn’t as simple as placing a phone call, then welcoming the nurse. Cleveland Clinic uses a systematic approach, developed by the hospital’s Staffing Resources Department. Now, external agency personnel are brought on board with the same expectations and requirements as Cleveland Clinic caregivers and when a nursing unit requests a long-term contract, staffing coordinators match the requirements with the appropriate external agency personnel.
Cleveland Clinic introduces a new Spine Care Path to systematically reduce variation from evidence-based care for low back pain. More challenging cases require enterprise-wide collaboration.
Starting in 2008 Cleveland Clinic’s Nursing Institute began the process of consolidating nursing costs across its system hospitals. The Nursing Institute looked at its operating budget in its entirety—looking at costs across all its facilities. The goal was to make sound decisions concerning staffing, pay practices, supplies, capital budget procurement and more. Weekender pay was one of the biggest expenses to be reined in. In one year, the institute was able to save $30 million.