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Would you rather move a seriously ill patient with chest pain and shortness of breath from one room to the next so he or she can be monitored or bring the monitor to that patient?
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In 1999, Presbyterian Hospital of Dallas had a denial rate of 1.12% of gross revenue at year end. The denial rate began to decline steadily following the implementation of a denials management team and process improvement teams, both of which include members of the case management staff. The process has saved millions of dollars. For fiscal year 2003, the denial rate has dropped to 0.2% of gross revenue.
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When it comes to improving quality, sometimes the simplest and least expensive measures work best, reports Earl Kurashige, RN, project manager for Qualis Health, a nonprofit health care quality improvement organization based in Seattle.
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Descriptions of the following positons: Payer specialists, Placement specialist, Denials management specialist, Staff assistants and Department secretary.
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In this first part of a two-part series on benchmarking, we tell about two hospitals that achieved dramatic reductions in length of stay (LOS). Next month, we discuss how to speed up admissions by addressing virtual capacity issues with the entire hospital.
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Are admitted patients being held for a long time in the emergency department while they wait for an inpatient bed to become available? Do patients in specialty care units stay longer than necessary because there is no general unit bed for them to be transferred to?
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Milan F. Feverfew for the prevention of migraine headache. Altern Ther Women's Health 2004;6(11):81-85.
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Drug-eluting stent (DES) technology may no longer be the new kid on the block, but there is still plenty of updated information as use of the devices expands into other indications and more data is gathered on niche populations. Some of those niches include the use of stents with small vessels and complicated lesions, and in diabetic populations.
