Katrina aftermath. 'Don't forget us'.
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Biomedical subjects
Publications and source records attributed to Howard Larkin.
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Hurricane Katrina was expected to provoke major hikes in the prices that hospitals pay for supplies and commodities. But other forces--global demand for raw materials and for access to shipping, in particular--are having an even bigger impact on everything from heating oil to synthetic gloves. Hospitals are using old strategies and creating new ones to try to manage risk and blunt the effect of this inflationary spiral.
With the 2006 hurricane season near and memories of last year's storms painfully fresh, here are 12 priorities hospitals should set in preparing for natural and other disasters.
It might not be as glamorous as the mission to the moon, but creating a national health care IT infrastructure could prove as complex and costly. Just how complex, how costly and how long it will take are open to debate, but nearly everyone agrees that achieving that goal should be a national priority and that Americas can-do spirit will prevail.
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The crushing cost of insurance is fundamentally changing U.S. health care. Companies shift costs to employees, but low-wage workers often can't absorb them. Hospitals struggle to provide equitable care to all in the face of a payment system that seems to encourage rationing by income and insurance status. Have we reached the tipping point?
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To meet the needs of obese patients, hospitals are investing in new equipment and renovations, reconsidering processes to avert injuries to staff, and retraining staff to treat those patients with sensitivity. Innovative hospitals are even developing new service lines.
Every crisis presents an opportunity, and today's med-mal insurance squeeze is no exception. Forced to seek innovative solutions or lose essential physician services, hospitals are finding that sponsoring liability coverage for doctors can pay off. Such sponsorship provides leverage to engage physicians in comprehensive risk-management programs.
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As the nature of health care risk has changed, risk management has moved from an afterthought to major prominence in strategic, operational and financial planning.
Highly skilled nurse practitioners dedicated to patient management and coordinating all aspects of complex cases can have a positive impact on clinical outcomes and costs. They can also be an effective way to offset limits on residents' work hours. Hospitals increasingly use advance practice nurses beyond such traditional settings as neonatal units, encouraged by recent studies underscoring their benefits.
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