Tracking Code to embed into Caresight.com CareSight - Does Patient Care Really Pay? Part II

Does Patient Care Really Pay? Part II

Does Patient Care Really Pay? Part II

In my last Pulse piece, I introduced you to John Harmon, CareSight’s COO. This is John’s second installment in a series of pieces that explore the relationship between hospital finances and patient care—an important subject matter that is woven through all interactions with our clients. Be sure to follow me or our CareSight LinkedIn page so you'll know when and where his series continues.—Kenny Schiff
patiencarepaypart2.png
Hospital staff readiness and responsiveness is measured by the appropriate and efficient response to patients’ requests for help or to changes in a patient’s medical condition. These initiatives can affect every one of the Value-Based Purchasing (VBP) criteria and appear ubiquitously throughout the HCAHPS survey.
Hospitals are positively packed with alarm and alert systems, from building fire and security alarms to sophisticated cardiac monitors. These systems package up a signal from a particular source and send it to specific locations while simultaneously identifying and tracking the time, location, message recipients, and responses.
So what kinds of questions might a hospital want to answer that no one alarm and alert system can provide? And how can hospitals make sense of all the disparate and disconnected data collected from each of the systems?
Find the answers here.
John Harmon is the Chief Operating Officer at CareSight. He has over 30 years of experience helping companies grow strategically. John is responsible for CareSight’s strategic planning, financial planning and management, channel development and management, and operations oversight and reporting.
Prior to joining CareSight, John worked at Gartner Group, where he built a sales organization for a new portfolio of consulting services related to the uses of IT in strategic planning. He also worked at Pitney Bowes, where he was Director of Strategic Planning and New Business Development.
At Kodak, where he worked for more than 20 years, John was responsible for strategy coordination and business development. He held several leadership/management positions, including Director of Marketing for the Customer Equipment Services Division, Director of Quality Management, and Director of Strategic Planning for the Graphics Division. He was also involved in sales and sales management in the Business Information Systems Division.