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The metrics tracked in your risk management program will vary according to your own needs and concerns, but this list of commonly applicable and useful metrics comes from Alan Rosenstein, MD, medical director of Physician Wellness Services, a consulting company based in Minneapolis:
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As good as metrics and dashboards can be for a risk management program, they can bring legal risks if not handled properly, cautions Ari Markenson, JD, MPH, an attorney with the law firm of Benesch Friedlander Coplan & Aronoff in White Plains, NY.
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The Appellate Division of New Jersey has delivered a resounding victory to the provider community, protecting them from endless and harassing requests for confidential business information while "investigating" whether providers should receive payment for services.
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The ruling in Selective Insurance Company v Hudson East Pain Management, Docket No. A-0433-09T1, makes clear that health care providers can sometimes say no when insurers demand records.
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The Rhode Island Department of Health is fining Rhode Island Hospital in Providence $300,000 for what the state says is a pattern of significant surgical errors.
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An 88-year-old woman was taken to a local hospital after being found sitting outside her son's home, apparently confused. She was then transferred to a nursing facility, where she was diagnosed with altered levels of consciousness and inability to perform activities of daily living. The woman was again admitted to the hospital and fitted with a vest-restraint system.
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A woman was admitted to the hospital after suffering a heart attack. The woman was a high fall risk and eventually fell and fractured her nose and cut her forehead. The woman was fitted with an oxygen mask. Shortly thereafter, the electrocautery combined with oxygen from the mask, sparking a fire and leaving the woman with first and second degree burns. A jury returned a verdict of $1,215,000 in Michigan.
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Some topics are obvious when it comes to using metrics, but using metrics to study the behavior of employees and physicians doesn't get as much attention, notes David G. Danielson, JD, CPA, senior vice president for clinical risk management with Sanford Health, a health care network based in Sioux Falls, SD
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This is the first of a two-part series that examines strategies for employee retention. This month we look at the importance of patient satisfaction surveys and exit interviews.
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Asking employees what they think of their employer can be tricky. To obtain truthful answers, you want the survey to be anonymous, and one way to ensure anonymity is to use an outside source to conduct the survey, says Moses Altsech, PhD, founder of Marketing Hospice, a Madison, WI-based marketing consulting service.
