May 17, 2020

Are hospitals still feeling the budget crunch?

Admin
4 min
Are hospitals still feeling the budget crunch.jpg
Written by Jay Freemont As U.S. hospitals struggle to do more with less, a growing number of these institutions will find themselves in a budget crunc...

Written by Jay Freemont

 

As U.S. hospitals struggle to do more with less, a growing number of these institutions will find themselves in a budget crunch. Complicating the short-term outlook are uncertainties about how and to what extent Obamacare will affect their operations and bottom line.

Although uncertainties abound about the effects of the Affordable Care Act (ACA), one thing seems clear, according to Shelley DuBois, a staff writer for The Tennesseean in Nashville. In an article that appeared in USA Today, DuBois says that hospitals are moving into a new era in which they will be rewarded more for the quality of the care they provide than for the volume of patients that they treat.

Focus on Successful Outcomes

Of this sea-change in the way hospitals are rewarded, DuBois writes: "As this transition occurs, hospitals must live in two worlds -- one where they still earn money per procedure and another that views the treatment of patients in a more holistic way, with successful outcomes the most important measure of a hospital's performance."

One of the yardsticks for determining quality of care is built into the ACA's Readmissions Reduction Program, which will penalize hospitals that have above-average readmission rates for patients treated for heart attack, heart failure, and pneumonia.

Penalty for High Readmissions

According to an article in Gallup Business Journal, penalties for excessive readmissions for fiscal year 2013 involve reductions of 0.01 percent to a maximum of 1.0 percent of a hospital's Medicare reimbursement revenue. Penalties increase to a maximum of 2 percent for FY2014 and 3 percent for FY2015.

These changes will put additional financial stress on hospitals with dangerously thin operating margins and make it more important than ever for them to take steps to cut costs.

In an article written for Time's Health & Family section, Dr. Toby Cosgrove, president and CEO of Cleveland Clinic, said his institution, one of the most respected in America, has found an ingenious way to reduce the cost of its equipment and supplies.

Educating Staff about Costs

While the hospital continues to focus primarily on delivering the highest quality care possible, it has been able to achieve dramatic savings by making its doctors and other hospital personnel more aware of the relative cost of the materials and supplies used in their procedures.

Prior to instituting this in-house program to raise doctors' awareness about price differentials, Cosgrove wrote, "most surgeons never [knew] that the stitch costs $5 and the staple costs $400. Traditionally, knowing the costs of a stitch or a catheter or a bone screw -- or any of the thousands of other supplies used during surgeries -- hasn't been part of many doctors' medical consciousness."

Significant Savings Realized

By asking doctors to better acquaint themselves with the cost of supplies, Cleveland Clinic was able to realize savings of $100 million after 18 months and $155 million after three years, according to Cosgrove.

In an article written for Becker's Hospital Review, Bob Herman detailed some other cost-saving strategies that have worked for hospitals around the country.

On New York's Long Island, South Nassau Communities Hospital of Oceanside was able to cut $75,000 from its annual inbound shipping costs that had previously averaged $500,000 annually. The hospital was able to negotiate more financially beneficial shipping contracts by leveraging its buying power with carriers.

Health Benefits Costs Cut

At California's Community Hospital of the Monterey Peninsula, savings were achieved on the institution's health benefits plan, which was taking a rapidly growing share of the hospital's budget.

The institution moved aggressively to promote the health and welfare of its employees, offering financial incentives to employees who are active participants in the hospital's wellness program or who complete or show improvement in five main wellness categories.

The hospital also instituted programs to help employees with chronic health problems, such as diabetes and asthma, better deal with these conditions to reduce health emergencies.

Beaumont Health System in Royal Oak, Michigan, made changes to its landscaping and irrigation systems that resulted in savings.

Low-flow sprinkler heads were added to the irrigation system, and some plants, particularly those that require high amounts of water, were selectively removed from the landscaping plan.

Beaumont also achieved savings by making changes to its lighting system. Unnecessary lighting in certain areas was removed altogether, the number of bulbs in multi-light fixtures was reduced, and light switches were installed in rooms and areas where lights don't need to be on at all hours.

These are just a few of the ways in which hospitals can reduce overall costs.

Each institution should do a top-to-bottom evaluation of its expenditures to look for areas in which costs can be cut.

 

About the Author: Jay Fremont is a freelance author who writes extensively about a wide array of business and personal finance topics, including tips on where to access free financial software.

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Jun 21, 2021

Dubai's new smart neuro spinal hospital: need to know

Robotics
smarthospitals
Cancer
Neurology
2 min
The brand new Neuro Spinal Hospital and Radiosurgery Centre has opened in Dubai. We take a look at what this smart hospital offers. 

We take a look at Dubai's new smart hospital. 

What: The Neuro Spinal Hospital and Radiosurgery Centre is a new hospital featuring state-of-the-art technology for spinal, neurosurgical, neurological, orthopaedic, radiosurgery and cancer treatments. The 700 million AED hospital, (equivalent to £138 million), has 114 beds, smart patient rooms, and green spaces for patient rehabilitation, and is four times the capacity of its former premises in Jumeirah.   It is also the UAE’s first hospital to have surgical robots. 

Where: The hospital is located in the Dubai Science Park. Founded in 2005,  Dubai Science Park is home to more than 350 companies from multinational corporations in life sciences, biotechnology and research; over 4,000 people work here each day. 

Who: The UAE's Neuro Spinal Hospital and Radiosurgery Centre was first established in Jumeirah in 2002 by Dr. Abdul Karim Msaddi, as the first as the first "super-specialty" neuroscience hospital. 

Why: With advanced diagnosis and robotics, the hospital will provide care across neuroscience, spine, orthopaedics and oncology for people residing in the UAE, as well as international patients.  

Prof. Abdul Karim Msaddi, Chairman and Medical Director of the hospital, said: “We are proud to bring world-class healthcare services to Dubai and believe our  next-generation hospital will be a game-changer for the emirate’s and the region’s medical industry.

"It will not only significantly increase the availability of specialist neuroscience and radiosurgery treatments and provide better patient care but help attract and develop local and international talent. Investing in the new centre represents our continued faith in the resilience of the region’s economy, as well as a testament to our ongoing drive towards healthcare innovation in the UAE.”

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