Anne Marie Bickmore

Chief Product Officer

Anne Marie Bickmore joined Health Catalyst in December 2012 and serves as the Senior Vice President of Company Operations. Prior to coming to Health Catalyst, she worked for Lantana Consulting as the lead Project Manager (2011-2012), Director of Informatics at Swedish American Hospital Rockford, IL (2010-2011), and Intermountain Healthcare serving in multiple leadership roles both clinical and IT (1999-2011). Anne Marie has dual Bachelor’s degrees in Psychology and Nursing from the University of Utah.

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A Sustainable Healthcare Emergency Management Framework: COVID-19 and Beyond

With an ever-changing understanding of COVID-19 and a continually fluctuating disease impact, health systems can’t rely on a single, rigid plan to guide their response and recovery efforts. An effective solution is likely a flexible framework that steers hospitals and other providers through four critical phases of a communitywide healthcare emergency:
1. Prepare for an outbreak.
2. Prevent transmission.
3. Recover from an outbreak.
4. Plan for the future.

The framework must include data-supported surveillance and containment strategies to enhance detection, reduce transmission, and manage capacity and supplies, providing a roadmap to respond to immediate demands and also support a sustainable long-term pandemic response.

A Sustainable Healthcare Emergency Management Framework: COVID-19 and Beyond

With an ever-changing understanding of COVID-19 and a continually fluctuating disease impact, health systems can’t rely on a single, rigid plan to guide their response and recovery efforts. An effective solution is likely a flexible framework that steers hospitals and other providers through four critical phases of a communitywide healthcare emergency:

1. Prepare for an outbreak.
2. Prevent transmission.
3. Recover from an outbreak.
4. Plan for the future.

The framework must include data-supported surveillance and containment strategies to enhance detection, reduce transmission, and manage capacity and supplies, providing a roadmap to respond to immediate demands and also support a sustainable long-term pandemic response.

The Top Five Recommendations for Improving the Patient Experience

Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim.

But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:

1. Use patient satisfaction as a balance measure—not a driver for outcomes.
2. Evaluate entire care teams—not individual providers.
3. Use healthcare analytics to understand and act on data.
4. Leverage innovative technology.
5. Improve employee engagement.

This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.

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