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If youve taken a look at the Joint Commission on Accreditation of Healthcare Organizations proposed 2006 National Patient Safety Goals (NPSGs) for hospitals, the long list may seem overwhelming at first glance.
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Your organizations governing board has ultimate responsibility and accountability to the community for ensuring the quality of patient care and services and, therefore, must be kept well informed on all issues related to quality.
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This is a journey; well know weve arrived when they dont need us anymore, says Sandy Gregg, RN, MN, MHA, director of service excellence for Providence Health System in Portland, OR. My goal is to work myself out of a job.
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Hospitals may safely upgrade the patient acuity classifications of their emergency department triage systems, but they cannot downgrade them, for fear of violating the requirements of the Emergency Medical Treatment and Labor Act.
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While Providence Health System has used such methods as measuring length of stay and focusing on “discharge by 11” to improve patient throughput, a recent Institute for Healthcare Improvement (IHI) “call around” offered some new food for thought on the subject.
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Providence Health System is pulling out all the stops as it focuses this year and next on improving patient throughput at its three Portland, OR-area hospitals, says Kathy Campbell, black belt project manager for health services integration.
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Under the banner of a comprehensive initiative called “Operational Excellence,” employees at Portland, OR-based Providence Health System are working to help their organization meet its strategic goals, says Nancy Roberts, regional director for integrated performance and Six Sigma champion.
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The University of Arkansas for Medical Sciences Medical Center in Little Rock has been on an upward trend in registration accuracy since 2000, thanks to continuous tweaking of its education program and improved auditing methods by the access department’s revenue integrity specialist team.
