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A recent development has put greater emphasis on pressure ulcer prevention in hospitals: The Centers for Medicare and Medicaid Services (CMS) will stop reimbursement for certain hospital-acquired conditions, including pressure ulcers, as part of an update to the hospital inpatient prospective payment system.
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A variety of improvement projects are going on throughout your organization. Some are aimed at improving the efficiency of services and some are undertaken in an effort to reduce adverse events. There are also customer satisfaction and documentation improvement projects. And the list goes on...
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Seasonal increases in respiratory illnesses. Overflowing emergency departments (EDs) when other hospitals go on ambulance diversion. Scheduling issues with the operating room. Physicians failing to make timely decisions on transferring patients. Your facility failing to grow in response to the needs of the community.
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Nearly half (43%) of hospitals surveyed in the first half of 2007 were not compliant with The Joint Commission's standard requiring medications be properly and safely stored, and 20% were non-compliant with the requirement for medication orders to be written clearly and transcribed accurately.
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During a February 2008 Joint Commission survey at Temple East/Northeastern Hospital, a 187-bed community hospital in Philadelphia, surveyors asked several staff members if they knew how to contact The Joint Commission about quality or safety concerns.
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Do you have an effective system in place to evaluate the quality of care received by children at your organization?
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At Maimonides Medical Center in Brooklyn, NY, congestive heart failure (CHF) has been among the top discharge diagnoses for many years.
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It puts behavioral health patients at risk if the players coming to the table are not coordinating efforts to make the most efficient use of available resources, notes Mark Catalano, LCSW, manager of admissions at Seton Shoal Creek Hospital in Austin, TX.
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Review of physician performance by peers is effective when done properly, but the process is time-consuming and often very subjective.
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A major software upgrade has dramatically increased the ability of a New Jersey health system's behavioral health call center to serve as a "one-stop connection" for local emergency departments, psychiatric emergency screening services, and a stand-alone psychiatric hospital, says Dawn Fenske, director of Saint Barnabas Management Services in Toms River, NJ.
