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Byline: Jean Chenoweth The CMS and insurers developing pay-for-performance programs need to take note: Top hospital performance is made, not born! The results of this year's research on the efficiency [...]

Byline: Jean Chenoweth Research conducted jointly by Solucient and Cejka Search on characteristics of chief executive officers, executive team formation and CEO evaluation of organizational success represents a new milestone [...]

Byline: Jean Chenoweth At last, after delays in the availability of 2000 Medicare cost report data, progress and new beginnings are under way in Solucient's 100 Top Hospitals program. Rather [...]

The article reports on various studies that link the compensation of hospital chief executive officers to better organization-wide performance. Topics discussed include the findings of study conducted by researchers from Harvard University that link compensation to hospital teaching status and patient perception of care and the National Healthcare Leadership and Compensation Survey conducted by Integrated Healthcare Strategies which revealed the existence of incentive plans.

The article analyzes the effects of board and executive practices in U.S. hospital performance. The magazine conducted a survey on chief executive officers (CEO) of hospitals and their board chairs together with the Thomson Healthcare Center for Healthcare Improvement. The observed effects included focus on leadership culture, leading by example by the board and executives, and accountability for performance improvement.

The article reports that the 100 Top Hospitals research demonstrates that lower-than-expected pharmaceutical utilization is associated with balanced, hospital-wide high performance, fewer unplanned readmissions of any type measured, and lower Medicare spending per beneficiary.

The article discusses a study conducted by Truven Health Analytics for Modern Healthcare which showed that narrowing systemwide variation is a more difficult challenge than reducing variation within a single hospital. The results illustrated that even the highest-performing health systems have wide inter-hospital variation on individual measures in both achievement and improvement. It cites efforts to find ways of reducing avoidable costs and increasing quality while driving higher reliability.

The author reflects on Truven Health Analytics' commitment to the Truven Health 100 Top Hospitals program.

The article discusses a Thomson Reuters' study which showed that health system hospital members deliver higher quality than independent hospitals. Using the 100 Top Hospitals Balanced Scorecard metrics revealed that health system hospital members have lower pharmaceutical intensity thereby, leading to better inpatient clinical outcomes, shorter stays and lower expenses. Health system hospitals are allegedly incline to do the right thing at the right time in raising quality and lowering cost.

The article explores the potential role of collaboration in the outstanding performance of hospitals in the U.S. Midwest, according to the most recent Thomson Reuters 100 Top Hospitals studies. The studies have revealed that Michigan, Ohio, Wisconsin, Minnesota and Iowa have posted the highest hospital performance. The rise of Midwestern hospital performance can be attributed to the decision of hospital and health system leaders to collaborate rather than compete on quality.

The article presents information on the 100 Top Hospitals Performance Matrix, a new methodology tool from the Thomson Reuters 100 Top Hospitals study which offers leaders of hospitals with a multitude of new insights into the effectiveness of their strategies to improve and enhance the performance of the organization. It discusses the importance of the tool in enhancing the understanding of hospital board members and chief executive officer of their effectiveness in a rapidly changing world.

The article deals with the hospitals in the Midwest that are included in the Thomson 100 Top Hospitals: National Benchmarks for Success from Thomson Reuters Corp. Thomson's research shows that the 100 Top Hospitals in the U.S. have significantly widened the gap versus peers by improving patient safety nationally. Based on the article, the Midwest is home to 47% of the 100 Top Hospitals national winners as well as the highest concentration of hospitals performing in the top two quintiles on the 100 Top Hospitals balanced scorecard.

A response to a letter to the editor is presented about the article "Pay More, Get More," which appeared in the May 7, 2007 issue.

The article discusses the factors affecting the efficiency and quality of healthcare services provided by hospitals. Better internal systems result to fewer number of full-time employees required to deliver quality healthcare. The 100 Top Hospitals survey conducted by Solucient assessed hospitals based on their financial outcomes, care processes, patient safety, efficiency, financial stability and responsiveness to consumers.

A response by Jean Chenoweth to a letter to the editor about the Solucient's 100 Top Hospitals Program is presented.

Presents a response by Jean Chenoweth to a letter to the editor about the 100 Top Hospitals study in the July 25, 2005 issue.

Provides information on the study conducted by Solucient and Cejka Search on characteristics if chief executive officers (CEO), executive team formation and CEO evaluation of organizational success. Differences between top-performing and median hospitals; Information on the 100 Top Hospitals program; Identification of CEO differences.

Presents a response by Jean Chenoweth, senior vice president of Solucient Center for Healthcare Improvement, to Jeffrey White's letter to the editor about the top 100 hospitals in the U.S.

Provides information on a study conducted by Solucient regarding the top 100 hospitals in the U.S. in 2004. Significance of the study to the management of hospitals; Percentage of hospitals which recorded a decrease in mortality or improvement in the speed of a patient's recovery.

Discusses the Solucient LLC 100 Top Hospitals program in the U.S. Primary objective of the program; List of opportunities that arose from the program; Information on how the program is committed to objectively identifying hospitals of high performance.