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The hospital quality manager should play an important role in the implementation of an Integrated Nurse Leadership Program (INLP), says Julie Kliger, MPA, BSN, RN, INLP creator and program director at the Center for the Health Professions, University of California, San Francisco; principal and founder of The Altos Group; and lead author of an article in the Joint Commission Journal on Quality and Patient Safety detailing the successful implementation on INLP in seven Bay Area hospitals that led to significant improvements in medication administration.
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By the end of the year, it's likely that every type of medical record in your hospital will be scrutinized by one auditor or another, predicts Brian Flood, managing director for KPMG LLP, the U.S. audit, tax, and advisory firm.
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If your hospital has been focusing solely on improving Medicare records in preparation for the permanent Recovery Audit Contractor (RAC) program, you may find yourself in a bind as other payers roll out their own audit programs.
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If the discharge planning community's ideal is to begin the discharge process at the door, when patients are admitted to the hospital, then community provider input is necessary for a smooth care transition.
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A group of seven hospitals in the San Francisco Bay area participated in an 18-month-long program designed to improve the reliability of medication administration by deploying nurse leadership and PI skills on a single med/surg unit. The results?
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In an effort to improve transitions of care, the nurse care coordinators at Brigham and Women's Hospital in Boston make follow-up calls to patients who have been discharged, identify problems and solve them, and answer questions the patients may have about medication, symptoms, or their discharge plan.
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When occupational health professionals at Replacements, a Greensboro, NC-based supplier of old and new china, crystal, silver, and collectibles with 550 employees, did a review of their Occupational Safety and Health Administration 300 log of work-related injuries and illnesses, they found that their largest worker's compensation numbers were coming from musculoskeletal (MSD) complaints.
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Imagine a diabetic worker leaving a "lunch and learn" on how to control her blood sugar who feels hunger pangs. As he or she walks past the vending machine, is that worker faced with a choice between a candy bar and a sugary pastry?
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As H1N1 and flu absences crop up in the workplace, your goal is twofold. You want employees to stay out only as long as necessary to limit lost productivity, yet you must keep them out of the workplace while infectious so they don't get others sick.
