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No ED cuts its average door-to-doc time from 93 minutes to 20 minutes by accident. The success story at Memorial Hermann Memorial City Medical Center in Houston was the result of discovering a patient flow model at another facility that was superior to theirs, and then continuing to search out additional models to come up with their own system that best addressed their specific needs.
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By implementing a Lean process change that it calls TAPP (Team Assessment Pull Process), the ED leadership in the Children's Healthcare of Atlanta system has realized a 25-minute reduction in median overall turnaround time, from 192 minutes to 167 minutes, excluding its fast track.
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A patient's chart is unavailable. Verbal orders are not yet written in the patient's chart. The identification bracelet is not yet on your patient. These are three reasons that an ED nurse may fail to comply with one of The Joint Commission's National Patient Safety Goals (NPSGs): the requirement for use of at least two patient identifiers.
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When Brookhaven Memorial Hospital Medical Center redesigned its case management function, merging the social work, utilization review, and clinical guidelines departments, the hospital cross-trained staff in all three departments to handle case management functions.
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As hospitals experience an increasing number of audits for medical necessity of admission, it's more important than ever to make sure that patients are in the appropriate status and that the medical record contains the documentation to support the status, says Deborah Hale, CCS, president and CEO of Administrative Consultant Services LLC, a health care consulting firm based in Shawnee, OK.
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A Six Sigma project to improve documentation of patient status has resulted in increased satisfaction, increased productivity, and decreased denials for Medicare reimbursement for Virtua Health, a four-hospital health system in southern New Jersey.
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At Summa Health System, hospital case managers, called patient care coordinators, often are the first people to alert the palliative care team when a patient could benefit from a consultation and the first people the team contacts to find out what's going on with a particular patient.
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Dania Anderson, LCSW, is something like a detective. As an outreach coordinator for Health Integrated, a targeted population health management company, Anderson visits doctors' offices, hospitals, clinics, group homes, soup kitchens, and other community agencies in her quest to locate health plan Medicaid members receiving Supplemental Security Income (SSI) benefits who could benefit from Health Integrated's care coordination programs.
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An approach that incorporates its telephonic integrated health coaching services with health plan case management and other health management programs, community-based resources, and physician practices has paid off for Health Integrated.
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If you are managing the care of a catastrophically ill or injured patient who needs complex care planning, coordination of resources from many sources, and a large allocation of financial resources that could cause the patient to reach his or her maximum lifetime benefit, it could be helpful to you and the patient to find out who may be sharing the risk.
