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It happens again and again at hospitals across America. A new case manager joins a department and receives minimal on-the-job training from another case manager who is trying to do his or her own job at the same time.
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At New England Baptist Hospital, in Boston, social workers meet most patients at the pre-admission screening appointment. A case manager follows up with at risk patients after discharge to make sure they have a smooth transition home.
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As part of its efforts to increase patient satisfaction and reduce length of stay, City of Hope reorganized its case management department, assigning case managers by unit and assigning all utilization review activities to a dedicated staff of registered nurses.
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[Editor's note: This month we include the first part of a two-part series on demonstrating the value of case management to your organization. We cover metrics to measure and goals for your department. In next month's issue, we'll continue with examples of benchmarking and case management report cards.]
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Examples of financial outcomes measures include length of stay (LOS), cost per day, cost per case, and third party payer denials.
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Quality outcome metrics, compiled for the entire organization, include readmissions, discharge/disposition delays, delays in service/turnaround time, patient satisfaction, and inappropriate admissions.
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A lawsuit involving a terrible outcome, but good emergency department (ED) care, seemed "very defensible" to Matthew Rice, MD, JD, FACEP, former senior vice president and chief medical officer at Northwest Emergency Physicians of TEAMHealth in Federal Way, WA. Rice was about to recommend that the hospital vigorously defend the case, but it never got to that point.
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Today, it is standard practice for attorneys to do an Internet search on any adverse party and witness, according to Robert D. Kreisman, a medical malpractice attorney with Kreisman Law Offices in Chicago.
