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When patient access leaders made the decision to revamp the ED collection process at NorthShore University HealthSystem in Evanston, IL, they immediately set out to obtain the support of the ED medical and nursing directors, says Cindy Geaslin, director of patient registration.
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Is a patient or family member extremely frustrated with the customer service they received from one of your registrars? Or do they think it's the best registration experience they ever had?
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Several "missed opportunity" areas for copay collection are receiving close attention at Middlesex Hospital in Middletown, CT, reports Margaret Trudel, patient access manager.
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At Middlesex Hospital in Middletown, CT, members of the patient access staff have been collecting ED copays since 2004, reports Margaret Trudel, patient access manager, "but we continue to make adjustments to improve." Previously, about 12% of identified copays were collected at the hospital's main ED, Trudel says.
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(Editor's Note: This is the second part of a two-part series on patient identification processes used by patient access departments. This month, we report on new biometric technology being implemented by a growing number of hospitals. Last month, we covered processes used to verify a patient's identity, the expected impact of healthcare reform, and involving patients in the process.)
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When biometric scanning was introduced at Carolinas HealthCare System in Charlotte, NC, registrars handed out marketing and informational material to all patients.
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To improve patient safety by encouraging healthcare providers to speak up about their concerns, risk managers should focus on the influences that have the strongest effect on behavior, suggest the authors of The Silent Treatment, conducted by VitalSmarts, a corporate training company in Provo, UT, the American Association of Critical-Care Nurses, and the Association of periOperative Registered Nurses.
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When a surgeon at Cayuga Medical Center in Ithaca, NY, performed a procedure on the wrong side of a patient's back in 2008, the sentinel event stunned the hospital's administration. But it wasn't long before hospital leaders were formulating a plan to make sure it never happened again.
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In response to a task force's recommendations following a wrong-site surgical error, Cayuga Medical Center in Ithaca, NY, implemented these changes:
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CEO Rob Mackenzie, MD, used his leadership position to help drive the culture change at Cayuga Medical Center in Ithaca, NY.
