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In 2008, there was plenty of evidence that things weren't working very well in the ED at St. Vincent's Medical Center in Bridgeport, CT. The leave-without-being-seen (LWBS) rate was at 5%, the average wait time to see a physician was over two hours, patient satisfaction was in the single digits, and the hospital recorded eight serious safety events in that one year alone.
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With Medicare's new value-based purchasing (VBP) program set to begin impacting payments to most acute-care hospitals in October 2012, providers have been put on notice that the fee-for-service payment methodology is being gradually replaced by payment formulas that reward quality.
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(Editor's note: This issue includes the first part of a two-part series looking at the problem of staffing keeping silent when danger looms. This month we discuss the recently released report The Silent Treatment. We examine why staff don't speak up and how to address that problem. In next month's issue, we offer four recommendations to create a culture in which people speak up effectively about concerns.)
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A few months after performing breast augmentation on a patient, a California surgeon had a consensual three-month relationship with her.
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Oh my. This is such a litigious time we live in. People are hurling themselves in front of moving buses, throwing themselves down steps, and falling in food stores, all in an effort to cash in on unearned and undeserved booty from insurance companies in frivolous lawsuits.
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There's a new trend in outpatient surgery toward computer-based informed consent. But does this method offer any advantages, legal or otherwise? Yes, according to sources interviewed by Same-Day Surgery.
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A 35-year-old nurse practitioner was convicted for the murder of her husband. She became a murder suspect after investigators discovered she had lied about an extramarital affair and had surreptitiously left the hospital and driven to her house shortly before the house was discovered on fire with her husband inside.
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(Editor's note: This issue includes the first part of a two-part series on how a hospital addressed a wrong-site surgery. This month, we look at the details of the event and how the facility responded. Next month we look at what specific changes were made and how the top leader started networking with other CEOs on safety issues.)
