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In a little more than a year, if a patient develops an additional condition or infection after admission, your hospital may not get paid for treating the condition.
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A proactive approach to documentation improvement has paid off for Northwest Hospital and Medical Center in Seattle.
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A "discharge by appointment" initiative at St. Joseph's Medical Center in Towson, MD, has had some success, but is being challenged by physician delays and families who aren't arriving on time.
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Patients and their families play an important role in reducing adverse events. A growing number of news reports and federal and local initiatives are calling for more consumer involvement in the prevention of medical errors.
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The Centers for Medicare & Medicaid Services (CMS) has proposed sweeping changes to the hospital inpatient prospective payment system for fiscal year 2008, which begins Oct. 1, 2007.
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A series of initiatives that includes on-site screeners for rehabilitation and long-term care, as well as a lounge for patients being discharged has helped Bay Regional Medical Center in Bay City, MI, move patients safely through the continuum of care in a timely manner.
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A case in which a Lafayette, LA, case manager was arrested and charged with obstruction of justice should serve as a reminder to case managers that they must be familiar with the Health Insurance Portability and Accessibility Act (HIPAA) as well as their local and state patient privacy laws, says Elizabeth Hogue, Esq., a Burtonsville, MD, attorney in private practice specializing in health care issues.
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A study published in the March 1 issue of the New England Journal of Medicine1 found that interventions for chronic conditions in the Health Disparities Collaboratives led to improvements in processes of care, but the authors could not document improvement in clinical outcomes.
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As a case manager, your job involves being an advocate for your patients as well as keeping your hospital's best interests in mind, and that means being informed about the business end of health care.
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Through the efforts on an interdisciplinary team, the University of Wisconsin Hospitals and Clinics has been able to shrink the number of patients who remain in the hospital for 30 days or longer from an average of 60 or 70 in-house each day to an average of 20 or fewer.
