According to a ranking by Statista and Newsweek, the best hospital in Finland is Helsinki University Hospital in Helsinki. Moreover, Helsinki University Hospital was also ranked as the **** best hospital in the world, among over ****** hospitals in ** countries. Tampere University Hospital in Tampere and Turku University Hospital in Turku were ranked as second and third best respectively in the Finland, while they were ***** and ***** best respectively in the World.

*Standardized units.Characteristics of the top 50 Cancer Hospitals, as ranked by the US News and World Report.

The SCImago Institutions Rankings (SIR) is a classification of academic and research-related institutions ranked by a composite indicator that combines three different sets of indicators based on research performance, innovation outputs and societal impact measured by their web visibility. It provides a friendly interface that allows the visualization of any customized ranking from the combination of these three sets of indicators. Additionally, it is possible to compare the trends for individual indicators of up to six institutions. For each large sector it is also possible to obtain distribution charts of the different indicators. For comparative purposes, the value of the composite indicator has been set on a scale of 0 to 100. However the line graphs and bar graphs always represent ranks (lower is better, so the highest values are the worst).

BackgroundThe pivotal role of Human Resource Management (HRM) in hospital administration has been acknowledged in research, yet the examination of HRM practices in the world’s premier hospitals has been scant.ObjectiveThis study explored how the world’s leading hospitals attain operational efficiency by optimizing human resource allocation and melding development strategies into their HRM frameworks. A comparative analysis of the HRM frameworks in the top five global hospitals was undertaken to offer a reference model for other hospitals.MethodsThis research offers a comparative exploration of the HRM frameworks utilized by the top five hospitals globally, underscoring both shared and distinct elements. Using a multi-case study methodology, the research scrutinized each hospital’s HRM framework across six modules, drawing literature from publicly accessible sources, including websites, annual reports, and pertinent English-language scholarly literature from platforms such as Google Scholar, PubMed, Medline, and Web of Science.ResultsThe analyzed hospitals exhibited inconsistent HRM frameworks, yet all manifested potent organizational cultural attributes and maintained robust employee training and welfare policies. The design of the HR systems was strategically aligned with the hospitals’ objectives, and the study established that maintaining a sustainable talent system is pivotal to achieving hospital excellence.ConclusionThe HRM frameworks of the five analyzed hospitals align with their developmental strategies and exhibit unique organizational cultural attributes. All five hospitals heavily prioritize aligning employee development with overall hospital growth and place a spotlight on fostering a healthy working environment and nurturing employees’ sense of achievement. While compensation is a notable performance influencer, it is not rigorously tied to workload in these hospitals, with employees receiving mid-to-upper industry-range compensation. Performance assessment criteria focus on job quality and aligning employee actions with organizational values. Comprehensive welfare and protection are afforded to employees across all five hospitals.

ContextResearch-oriented cancer hospitals in the United States treat and study patients with a range of diseases. Measures of disease specific research productivity, and comparison to overall productivity, are currently lacking.HypothesisDifferent institutions are specialized in research of particular diseases.ObjectiveTo report disease specific productivity of American cancer hospitals, and propose a summary measure.MethodWe conducted a retrospective observational survey of the 50 highest ranked cancer hospitals in the 2013 US News and World Report rankings. We performed an automated search of PubMed and Clinicaltrials.gov for published reports and registrations of clinical trials (respectively) addressing specific cancers between 2008 and 2013. We calculated the summed impact factor for the publications. We generated a summary measure of productivity based on the number of Phase II clinical trials registered and the impact factor of Phase II clinical trials published for each institution and disease pair. We generated rankings based on this summary measure.ResultsWe identified 6076 registered trials and 6516 published trials with a combined impact factor of 44280.4, involving 32 different diseases over the 50 institutions. Using a summary measure based on registered and published clinical trails, we ranked institutions in specific diseases. As expected, different institutions were highly ranked in disease-specific productivity for different diseases. 43 institutions appeared in the top 10 ranks for at least 1 disease (vs 10 in the overall list), while 6 different institutions were ranked number 1 in at least 1 disease (vs 1 in the overall list).ConclusionResearch productivity varies considerably among the sample. Overall cancer productivity conceals great variation between diseases. Disease specific rankings identify sites of high academic productivity, which may be of interest to physicians, patients and researchers.

Medicare Spending per Beneficiary

Detailed Hospital Expense Breakdown

By Health [source]

About this dataset

This file allows healthcare executives and analysts to make informed decisions regarding how well continued improvements are being made over time so that they can understand how efficient they are fulfilling treatments while staying within budgetary constraints. Additionally, it’ll also help them map out trends amongst different hospitals and spot anomalies that could indicate areas where decisions should be reassessed as needed

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How to use the dataset

This dataset can provide valuable insights into how Medicare is spending per patient at specific hospitals in the United States. It can be used to gain a better understanding of the types of services covered under Medicare, and to what extent those services are being used. By comparing the average Medicare spending across different hospitals, users can also gain insight into potential disparities in care delivery or availability.

To use this dataset, first identify which hospital you are interested in analyzing. Then locate the row for that hospital in the dataset and review its associated values: value, footnote (optional), and start/end dates (optional). The Value column refers to how much Medicare spends on each particular patient; this is a numerical value represented as a decimal number up to 6 decimal places. The Footnote (optional) provides more information about any special circumstances that may need attention when interpreting the value data points. Finally, if Start Date and End Date fields are present they will specify over what timeframe these values were aggregated over.

Once all relevant data elements have been reviewed successively for all hospitals of interest then comparison analysis among them can be conducted based on Value, Footnote or Start/End dates as necessary to answer specific research questions or formulate conclusions about how Medicare is spending per patient at various hospitals nationwide

Research Ideas

• Developing a cost comparison tool for hospitals that allows patients to compare how much Medicare spends per patient across different hospitals.
• Creating an algorithm to help predict Medicare spending at different facilities over time and build strategies on how best to manage those costs.
• Identifying areas in which a hospital can save money by reducing unnecessary spending in order to reduce overall Medicare expenses

Acknowledgements

If you use this dataset in your research, please credit the original authors. Data Source

License

License: Dataset copyright by authors - You are free to: - Share - copy and redistribute the material in any medium or format for any purpose, even commercially. - Adapt - remix, transform, and build upon the material for any purpose, even commercially. - You must: - Give appropriate credit - Provide a link to the license, and indicate if changes were made. - ShareAlike - You must distribute your contributions under the same license as the original. - Keep intact - all notices that refer to this license, including copyright notices.

Columns

File: Medicare_hospital_spending_per_patient_Medicare_Spending_per_Beneficiary_Additional_Decimal_Places.csv | Column name | Description | |:---------------|:--------------------------------------------------------------------------------------| | Value | The amount of Medicare spending per patient for a given hospital or region. (Numeric) | | Footnote | Any additional notes or information related to the value. (Text) | | Start_Date | The start date of the period for which the value applies. (Date) | | End_Date | The end date of the period for which the value applies. (Date) |

Acknowledgements

If you use this dataset in your research, please credit the original authors. If you use this dataset in your research, please credit Health.

Hospitals play a critical role in healthcare, offering specialized treatments and emergency services essential for public health, regardless of economic fluctuations or individuals' financial situations. Rising incomes and broader access to insurance have fueled demand for care in recent years, supporting hospitals' post-pandemic recovery initiated by federal policies and funding. The recovery for many hospitals was also promoted by mergers that lessened financial strains, especially in rural hospitals. This trend toward consolidation has resulted in fewer enterprises relative to establishments, enhancing hospitals' bargaining power regarding input costs and insurance reimbursements. With this improved position, hospitals are expected to see revenue climb at a CAGR of 2.0%, reaching $1.5 trillion by 2025, with a 3.2% increase in 2025 alone. Competition, economic conditions and regulatory changes will impact hospitals based on size and location. Smaller hospitals, particularly rural ones, may encounter more significant obstacles as the industry transitions from fee-based to value-based care. Independent hospitals face wage inflation, staffing shortages and drug supply costs. Although state and federal policies aim to support small rural hospitals in addressing hospital deserts, uncertainties linger over federal Medicare funding and Medicaid reimbursements, which account for nearly half of hospital care spending. Even so, increasing per capita disposable income and increasing the number of individuals with private insurance will boost revenues from private insurers and out-of-pocket payments for all hospitals, big and small. Hospitals will continue incorporating technological advancements in AI, telemedicine and wearables to enhance their services and reduce cost. These technologies aid hospital systems in strategically expanding outpatient services, mitigating the increasing competitive pressures from Ambulatory Surgery Centers (ASCs) and capitalizing on the increased needs of an aging adult population and shifts in healthcare delivery preferences. As the consolidation trend advances and technology adoption further leverages economies of scale, industry revenue is expected to strengthen at a CAGR of 2.4%, reaching $1.7 trillion by 2030, with steady profit over the period.

The specifics of surgical work in one of the major Saratov evacuation hospitals later transformed into Saratov Scientific Research Institute of Traumatology and Orthopedics (NIITONSSMU) remains underresearched. In fact, the work done in the Evacuation Hospital No. 995 is also disclosed fragmentarily. During World War II years about 10.000 Red Army soldiers were admitted to the traumatology and orthopedics Evacuation Hospital No. 995. 162 people worked in the hospital back then, 16 of them were doctors and 64 were nurses. A few days into the war Hospital No. 995 commenced work with the staff and equipment of an ordinary surgical hospital. There were 400 beds in the hospital and initially it received those with severe wounds of lower extremities, but over time switched to the treatment of gunshot hip fractures, injuries of hip and knee joints. In the last years of the war, the hospital mainly treated these types of patients – as much as 90 per cent of them had traumas and orthopedic problems (Fig. 1). 1942 and 1943 were the hardest because of the Battle of Stalingrad. At this time the hospital received a large number of soldiers with traumas and orthopedic injuries as well as those with all other types of wounds; they were particularly numerous in the autumn of 1942. The data on the hospital work during 1941-1945 is presented in Fig. 2, 3, 4. They show the great work of the hospital team done during the war years. Figure 4 shows the gradual growth in the number of surgeries as well as their specifics: there were a great number of vascular surgeries and amputations in the first years of the war, and soon after the WWII was over the number of sequestrotomies and surgeries for ununited fractures increased suggesting the change of the type of medical care provided in the hospital. Even at the hardest time, during the Battle of Stalingrad, the hospital staff managed to provide good medical care and saved the lives of many wounded soldiers. Great professional skills of surgeons and nurses of the hospital made the most complicated surgeries possible. They employed an integrated approach to treatment and took into account all factors affecting the outcomes thus enhancing the efficiency of treatment and recovery that enabled soldiers to return to the army.

The industry has encountered challenging conditions, with revenue falling at a CAGR of 1.2% to $28.5 billion over the past five years, despite a bump of 4.9% in 2023 alone. Hospitals have met a high degree of fiscal uncertainty via to the whittling down of the Patient Protection and Affordable Care Act (PPACA) from the prior administration, while a renewed focus on it by the Biden administration has already boosted the number of health-insured consumers, bolstering demand for hospital construction. From legislative hurdles to the global pandemic outbreak causing construction stoppages amid a surge in demand for hospital capacity, the industry has endured significant volatility.The industry includes private and public hospital construction, though private hospital construction makes up nearly 80.0% of the total. Growth in the value of both private and public hospital construction has been insufficient to keep up with inflation. This inconsistency in private and public markets helps to explain the halt in industry revenue growth, while at a broader level, hospitals have opted to shift acute care services to off-campus locations to reduce costs and reach a larger patient pool. The move has helped hospitals mitigate lower admission and inpatient days, but these facilities are smaller and generate less revenue for enterprises. As demand for hospital space in 2020 skyrocketed amid the pandemic, the industry couldn't respond rapidly due to local and state work stoppages.Going forward, revenue growth for the industry will resume as total health expenditure remains strong and the value of private nonresidential construction fully recovers and accelerates ahead of declines exhibited during the pandemic. As the population ages, a rising senior demographic will embolden demand for hospital services. In the post-pandemic world, government support for hospital capacity will also rise, benefiting industry performance. Overall, industry revenue is slated to grow at a CAGR of 3.0% to an estimated $33.0 billion in 2028 as profit recovers to 3.3%.

Hospital services are currently being stretched at the seams as they struggle to navigate financial constraints and workforce shortages while appointment waiting times remain high. Hospitals faced unrivalled pressure during the COVID-19 outbreak and this necessitated the release of significant government funding to help hospitals boost their capacity to treat afflicted patients. According to the King’s Fund, NHS funding rose from £148.9 billion in 2019-20 to £191 billion in 2020-21. Hospitals are still facing long elective backlogs, growing by around 100,000 cases monthly, according to the BMA. Over the five years through 2024-25, industry revenue is therefore expected to marginally rise at a compound annual rate of 0.2% to reach £115.1 billion. Hospitals are contending with stagnant real-term funding growth, exacerbated by inflationary pressures in the three years through 2024-25 and increasing demand for healthcare services due to a growing and ageing population. NHS England has a planned 2024-25 budget of £165 billion in real terms, which is only a 0.2% rise on 2023-24. In March 2025, the government announced plans to abolish NHS England, in a move to remove administrative hurdles it feels are preventing improvements in the hospital sector. Hospitals have been pressured to manage costs while dealing with a workforce crisis, highlighted by dependency on temporary staff to maintain safe staffing levels. Public healthcare budgets have failed to keep pace with soaring demand. Hospitals are struggling to match pre-COVID-19 activity levels, which has boosted demand for private hospitals as more patients seek private treatment. As a result, industry revenue is projected to grow by 0.9% in 2024-25. Revenue is estimated to climb at a compound annual rate of 2.3% over the five years through 2029-30 to £128.7 billion. Hospitals’ performance will depend on how much funding is available for an already over-burdened institution. The Labour government’s plan for hospitals over the next decade will be released in spring 2025 which will determine what resources are at the industry’s disposal in the coming years. With workforce shortages projected to worsen without substantial investments in training and recruitment, hospitals will need a plan to build a sustainable long-term staffing model. Dependency on international recruitment will become more of a challenge as global healthcare systems grapple with their own workforce shortages. Embracing technological advancements and digitisation like virtual wards will be key to improving efficiency and patient care, with planned capital funding aimed at transforming medical technology.

The number of smokers in Saudi Arabia was forecast to continuously increase between 2024 and 2029 by in total 0.4 million individuals (+8.85 percent). After the fifteenth consecutive increasing year, the number of smokers is estimated to reach 4.88 million individuals and therefore a new peak in 2029. Notably, the number of smokers of was continuously increasing over the past years.Shown is the estimated share of the adult population (15 years or older) in a given region or country, that smoke. According to the WHO and World bank, smoking refers to the use of cigarettes, pipes or other types of tobacco, be it on a daily or non-daily basis.The shown data are an excerpt of Statista's Key Market Indicators (KMI). The KMI are a collection of primary and secondary indicators on the macro-economic, demographic and technological environment in up to 150 countries and regions worldwide. All indicators are sourced from international and national statistical offices, trade associations and the trade press and they are processed to generate comparable data sets (see supplementary notes under details for more information).Find more key insights for the number of smokers in countries like Qatar and Oman.

The number of smokers in the United Arab Emirates was forecast to continuously increase between 2024 and 2029 by in total 0.1 million individuals (+4.13 percent). After the fourteenth consecutive increasing year, the number of smokers is estimated to reach 2.53 million individuals and therefore a new peak in 2029. Shown is the estimated share of the adult population (15 years or older) in a given region or country, that smoke. According to the WHO and World bank, smoking refers to the use of cigarettes, pipes or other types of tobacco, be it on a daily or non-daily basis.The shown data are an excerpt of Statista's Key Market Indicators (KMI). The KMI are a collection of primary and secondary indicators on the macro-economic, demographic and technological environment in up to 150 countries and regions worldwide. All indicators are sourced from international and national statistical offices, trade associations and the trade press and they are processed to generate comparable data sets (see supplementary notes under details for more information).Find more key insights for the number of smokers in countries like Kuwait and Lebanon.

During the financial year 2023/24, the busiest hospital provider in England was the ************************************************ with over *** thousand admissions. This trust encompasses four hospitals in the Birmingham area, one of the largest urban areas in England. The second-busiest trust this year was the ******************************************, with approximately *** thousand admissions. Accident and emergency admissionsFrom April to June 2023, there were around *** million accident and emergency (A&E) attendees (including at A&E departments not in hospitals) in England. After the drop in A&E attendances during the COVID-pandemic, numbers have risen again to previous levels, with a trend towards an increasing number of individuals seeking emergency care. Over ***** percent of A&E attendees in England in 2022/23 were first diagnosed with a sprained ankle, knee, wrist, or foot, and over **** percent were diagnosed with a respiratory infection. Furthermore, *** percent were found to have ‘no abnormality detected’ which could be detrimental to a service that is already stretched. Waiting too longOver the last few years in the A&E department, the NHS has been falling behind the target that ** percent of patients should be seen within **** hours of arrival. The last time this target was reached was back in July 2015. Not just the A&E department, but other services also require lengthy waits. It is no wonder that the ******** of respondents surveyed were fairly or very dissatisfied with the length of wait for many aspects of NHS care. Moreover, in general, levels of satisfaction with the way NHS runs is at an all-time low.