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Today, Orlando Health Winnie Palmer delivers more than 13,500 babies each year and more than 1,400 receive care in the neonatal intensive care (NICU). 2016 Orlando Health was thrust in the spotlight following the mass shooting at the nearby PULSE nightclub that killed 49 people. By noon on June 12, surgeons had operated on 26 victims, and all ...
About Orlando Health. Orlando Health is a not-for-profit healthcare organization with $7.6 billion of assets under management that serves the southeastern United States. Headquartered in Orlando, Florida, the system was founded more than 100 years ago. The healthcare system is recognized around the world for its pediatric and adult Level One ...
gaps in care, and running quality performance reports. In one year, and touching more than 270,000 patient lives, Orlando Health was able to increase the number of its diabetic patients who received HbA1c tests by 7 percent; increase preventative mammogram screening by 10 percent and colorectal cancer screening by 9 percent; and increase the
Orlando Health also operates the National Training Center for Olympic athletes and the Orlando Health Network, which is recognized as one of the largest and highest performing clinically integrated networks in the region.
Orlando Health offers nearly 80 medical services and specialties to Central Florida and beyond.
Orlando Health is a 3,200-bed system that includes 16 wholly-owned hospitals and emergency departments; rehabilitation services, cancer institutes, heart institutes, imaging and laboratory services, wound care centers, physician offices for adults and pediatrics, skilled nursing facilities, an in-patient behavioral health facility, home healthcare services in partnership with LHC Group, and urgent care centers in partnership with FastMed Urgent Care. Nearly 4,500 physicians, representing more than 90 medical specialties and subspecialties have privileges across the Orlando Health system, which employs more than 23,000 team members. Areas of clinical excellence are orthopedics, heart and vascular, cancer care, neurosciences, surgery, pediatric specialties, neonatology, women’s health and trauma.
In FY21, Orlando Health served nearly 160,000 inpatients and nearly 3.6 million outpatients. During that same time period, Orlando Health provided approximately $648 million in total value to the communities it serves in the form of charity care, community benefit programs and services, community building activities and more. Additional information can be found at http://www.orlandohealth.com, or follow us on LinkedIn, Facebook, Instagram and Twitter @orlandohealth.
Orlando Health is a not-for-profit healthcare organization with $7.1 billion of assets under management that serves the southeastern United States. Headquartered in Orlando, Florida, the system was founded more than 100 years ago.
To meet its goals for population health and value-based billing, Orlando Health needed to automate patient engagement and unlock patient data across all clinical systems; however, this meant manually scanning through millions of records or relying on outdated claims data
Orlando Health generated $6.6 million in shared savings from two ACO contracts; using Phytel, Orlando Health was able to reach a population of 270,000 people; by using automated outreach and follow-up, Orlando Health increased the amount of gaps of care it closed by 22 percent; and all risk reporting is provided through Phytel
Government and commercial payers are transitioning from encounter-based reimbursement to new payment models that reward coordination of care and population health management. One of the keys to this transition is verifying the clinical information about their patients is up-to-date.
Phytel, an IBM Company, is a leader in physician-led population health management software that develops and sells cloud-based services that improve long-term health outcomes by helping healthcare providers and care teams coordinate care and engage patients to positively influence population health. Phytel also enables providers to meet the new healthcare quality requirements and reimbursement models by delivering proven quality care to patients based on evidence of what works best.
The health system attributed this success to strong project planning and execution, continuous communication, internal ownership and effective efforts to build a physician culture of continuous improvement.
To encourage hospitalists to use the order set , the team uses the scorecards and other means to show them that the tools would promote higher-quality care, based on the most recent evidence-based medicine, without requiring additional consults or otherwise adding time to their day.
The Right Care team recognized early that the success of the pathways hinged on willingness of the system’s hospitalists to adopt them, and this was the reason each CCT included a hospitalist. During implementation, the teams conducted regular follow-up meetings with key hospitalists to socialize the pathways and reassure the physicians that their daily workflows would not be significantly impacted.
The initiative’s first phase involved determining which diagnoses would be best to target first for developing care pathways. The Right Care team planned to use these initial diagnoses as a pilot to refine processes for developing and implementing pathways in the future. Based on the time commitment for each diagnosis, and the level of impact desired based on the time and resources invested, the team decided to limit the initial focus to six diagnosis groupings.
The key quality indicators included in scorecards were LOS, mortality, complications in care and readmissions.
Care pathways were goal-oriented and time-specific based on a patient’s progression in care. Areas of focus varied depending on the diagnosis, but pathways typically accounted for the following:
From the very start, the continual and consistent physician messaging on the importance of clinical standardization and the expected benefits was instrumental in motivating physicians to get on board with the process of developing and utilizing the refined care pathways.
Organizations throughout greater Orlando offer Orlando Health team members numerous discounts and promotional opportunities year-round.
Applause Central is a recognition program that makes it easy to say thank you to a colleague.
The Reed Group administers leaves of absence for Orlando Health team members, including FMLA.
Download the SWIFT Mobile app to access team member news and information on your mobile device.
Christine Jamieson suffers from a number of symptoms, including debilitating fatigue, a typical long Covid symptom.
Doctors are treating long haulers' symptoms, giving them diagnoses that match the signs, such as encephalomyelitis/chronic fatigue syndrome (ME/CFS) for one of the most common ailments, debilitating fatigue.
It's "an evolutionary process," he said. Janet Kilkenny said she hasn't been able to work for more than six months because of her debilitating long Covid symptoms.
Christine Jamieson suffers from a number of symptoms, including debilitating fatigue, a typical long Covid symptom. “Eight months later, I am still unable to return to work and I’ve had very few days without severe fatigue,” Jamieson said.