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Transitions in health care are changing more quickly than patients' expectations, which is why it's important to address these expectations head-on, an expert notes.
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A company with 100 employees dedicates an entire floor of the building to a fitness center, but like many companies, has had financial setbacks due to the recession. Suddenly, the employee gym looks like a very bad investment.
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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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Suppose needlesticks at one of your health care facilities rose this year compared to last year. That doesn't sound so good. Clearly things are not going in the right direction. But you need more information to understand what's happening. You need a benchmark for your needlesticks.
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Wellpoint is testing a program that allows patients the option of going to India for elective surgery, according to The New York Times.
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Face-to-face and telephone follow-up sessions appear to be more effective in the maintenance of weight loss for women from rural communities compared with weight loss education alone, according to a report in the Nov. 24 Archives of Internal Medicine.
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After Sharp Community Medical Group placed its own case managers in hospitals to help the hospitalists manage their patients, overall bed days were reduced by 12%, saving the independent practice association (IPA) about $4 million.
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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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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.
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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.
