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As good as metrics and dashboards can be for a risk management program, they can bring legal risks if not handled properly, cautions Ari Markenson, JD, MPH, an attorney with the law firm of Benesch Friedlander Coplan & Aronoff in White Plains, NY.
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The metrics tracked in your risk management program will vary according to your own needs and concerns, but this list of commonly applicable and useful metrics comes from Alan Rosenstein, MD, medical director of Physician Wellness Services, a consulting company based in Minneapolis:
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Despite rising health care costs and shrinking reimbursement, many case managers report that they received a raise last year, but at the same time, their responsibilities increased.
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As a consumer health librarian at The Ohio State University Medical Center in Columbus, Abigail Jones, MLIS, MS, has become skilled at selecting websites that provide appropriate information for patients and families who may not read well or have low health literacy.
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What role does patient education play in patient satisfaction scores for health care organizations? How important is patient education to the patient's opinion of the entire health care experience?
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Since North Oaks Health System redesigned its case management program and assigned its RN case managers by physicians, the average length of stay has decreased by a half a day, one-day stays have decreased to within state and national averages, and the readmissions rate has decreased by 43%.
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After The Reading Hospital in Reading, PA, implemented multidisciplinary walking rounds, patient satisfaction increased and length of stay decreased at the 615-bed tertiary care hospital.
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In three months following participation in a program that provides care management and outpatient services to the frail elderly in their homes after discharge, patients in Dartmouth Hitchcock Regional Medical Center's Bridge Program experienced a 41% decrease in emergency department visits and a 27% decrease in inpatient admissions compared to the three months before the program began.
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In 2004, as talk of health care reform escalated, North Oaks Health System appointed a multidisciplinary process improvement team to determine what changes the hospital needed to make to prepare for where health care was going in the future.