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December 15, 2004 |
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"Hospitals Bring New Urgency and Better Tools to Stroke Care"
by Richard Haugh |
| Susan Heck, then a Director with Corazon, speaks of the balance between the resources that can be/should be dedicated to a Stroke Center, and the tight operations management that must accompany any large investment in a specialty service. To read the full text of this article, visit the 2004 archives at www.hhnmag.com. |
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September 9, 2004 |
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"The Rise and Uncertain Future of Cath Labs"
by Richard Haugh |
Jim Burns, then a Director with Corazon, discusses the advent of new technology in cardiovascular services, especially drug eluting stents. He spoke to the increasing costs of coronary stent procedures with these newly-released models, while Medicare reimbursement remain significantly below costs. Jim pointed to results from The Corazon National Survey that revealed 83% of programs analyzing their DES use estimated a loss of $1,000 to $2,000 per case..."No one's making a lot of money off these procedures, from the Medicare side or the private payer side,"Jim said. To read the full text of this article, visit the 2004 archives at www.hhnmag.com.
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May 3, 2004 |
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"Operating Without a Budget: Heart Programs Adding On, But Not Adding Up Finances"
by Cinda Becker
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| Susan Heck, then Director at Corazon discusses the findings from The Corazon National Survey. Caompetion among cardiovascular programs is fierce, and though 78% of programs answering the Survey report expansion plans, only 10% of the participants are measuring profits, losses, and other indicators of financial success. Sue discussed the benefits of the service line structure to cardiovascular service profitability and efficiency, while noting other strategies for cost savings within daily operations. |
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March 1, 2004 |
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"Endovascular Accreditation: The Politically Charged Issue is Far From Resolved"
by The Endovascular Today Staff |
Susan Heck, then Director at Corazon, discusses the incidence of turf wars surrounding endovascular specialists. She talks of her experiences seeing competition among departments and/or physicians of small and large hospitals alike. From her involvement in creating Heart and Vascular Centers of Excellence, she points to examples of successful collaboration and explains how warring sides can become allies with a shared mission, clearly-defined values, high standards of care, and strong visionary leadership. Management, physicians, staff, and patients all can reap the rewards of a consolidated, multidisciplinary center for the treatment of vascular disease. To read the full text of this article, visit the archives section of Endovascular Today on their website at www.evtoday.com.
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