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Ray et al examined the computerized files of Tennessee Medicaid recipients to estimate the effects of atypical antipsychotic drugs on the risk of sudden cardiac death.
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When the process for using family members to review educational materials was formalized at Seattle (WA) Children's Hospital, an old survey used informally was revamped.
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Written materials should be family friendly, but oversight can be difficult when institutions have a decentralized patient education program. How is this accomplished when each department determines what material is handed out to patients? Staff at Vanderbilt University Hospital and Clinics in Nashville, TN, are currently working on this process.
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Instead of management telling UPS employees how to improve their health and safety, the company's 12,000 frontline employees, who sit on more than 3,000 "comprehensive health and safety process" committees, decide that for themselves.
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Most patient education managers agree that having written materials reviewed by the potential users of the pieces is a good idea. Yet such review is not always a part of the process unless a plan has been set in place.
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Tracking 12,000 educational documents through the process of creating an online catalog could be a nightmare. That's why Susan Kanack, BSN, RN, patient education coordinator at ProHealth Care in Waukesha, WI, set up a system to keep the project manageable. She developed a spreadsheet that follows each document through the editing phase, design phase, and uploading onto the web site.
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Before they start their job managing the care of senior members, case managers at Senior Care Action Network (SCAN) Health Plan try to sort pills while wearing heavy gloves, strain to understand a speaker whose voice is muffled, and fill out a medical information form while wearing special glasses that simulate vision loss.
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At Sharp Community Medical Group, case managers work in a variety of settings to make sure that patients are getting the care they need in a timely manner and to ensure continuity of care as patients move through the continuum.
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Because the average UPS driver walks four and one-half miles a day, you'd think it would be difficult to convince them to come in early for a two-mile warm-up walk, but they do. This is just one example of how the company's Petaluma, CA, facility succeeded in changing the lifestyles of its workers.
