-
Occupational health nurses tend to be "cheerleaders" for employees with chronic conditions such as diabetes or asthma, says Judy A. Garrett, health services manager at Syngenta Crop Protection in Greensboro, NC, but the same enthusiasm should be directed to healthy workers.
-
You may have sent an injured employee to a specialist early on, so that he avoided additional days away from work. Or maybe you arranged for an employee on short-term disability to work remotely so she could still be productive, resulting in a two-week savings under short-term disability benefits.
-
Does a diabetic employee attend a lunch and learn but continue to eat an unhealthy diet? Or does an obese worker lose weight and keep it off, avoiding years of costly chronic health problems?
-
Examples of financial outcomes measures include length of stay (LOS), cost per day, cost per case, and third party payer denials.
-
[Editor's note: This month we include the first part of a two-part series on demonstrating the value of case management to your organization. We cover metrics to measure and goals for your department. In next month's issue, we'll continue with examples of benchmarking and case management report cards.]
-
As part of its efforts to increase patient satisfaction and reduce length of stay, City of Hope reorganized its case management department, assigning case managers by unit and assigning all utilization review activities to a dedicated staff of registered nurses.
-
At New England Baptist Hospital, in Boston, social workers meet most patients at the pre-admission screening appointment. A case manager follows up with at risk patients after discharge to make sure they have a smooth transition home.
-
-
It happens again and again at hospitals across America. A new case manager joins a department and receives minimal on-the-job training from another case manager who is trying to do his or her own job at the same time.
-
Quality outcome metrics, compiled for the entire organization, include readmissions, discharge/disposition delays, delays in service/turnaround time, patient satisfaction, and inappropriate admissions.