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Its a frequent tactic of physicians: claiming that quality data are imperfect, invalid, or otherwise misleading.
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At Medical City Dallas Hospital, there is a healthy competition between two hospitalist groups who compare their outcomes with those of the other group and all the physicians in the hospital, says Beverly Cunningham, MS, RN, director of case management.
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When Christiana Hospital in Newark, DE, first instituted its hospitalist program in 1994, the hospital experienced a big drop in length of stay, especially with the uninsured patients who had no particular physician watching over them, recalls Thomas Mannis, MD, senior medical advisor for case management and head of the division of hospitalists.
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At Good Samaritan Hospital in San Jose, CA, care for stroke patients is coordinated by a registered nurse who follows the patient throughout his or her hospital stay, educates the patient and family members, and coordinates with the hospitals other case managers on discharge needs.
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A dramatic overhaul of the emergency department (ED) process at Paradise Valley Hospital in National City, CA, began with a single question from the director of emergency medicine.
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When people are unhappy with case management services, they will tell someone about it. In fact, research shows that people who have a problem are likely to tell eight to 10 other people about it. However, fewer than one in 20 people who have a complaint will protest formally.
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At Delnor Community Hospital in Geneva, IL, case managers work side by side with the clinical staff nurses, an arrangement that has helped earn the hospital the coveted magnet designation from the American Nurses Association in Washington, DC.
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When you tackle problems such as avoidable days and denials management, keep the lines of communication open with all departments in your hospital, back up your findings with data, and make sure you provide training to break the cycle, advises Jim Martin, revenue cycle management consultant with VHA Inc., an Irving, TX-based health care cooperative.
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All Saints Healthcare, a multifacility system in Racine, WI, has adapted a pre-existing template for meeting structure to more closely mesh with its strategic goals, creating a more organized meeting process, while at the same time, reinforcing key mission and vision messages with staff personnel.
