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The new healthcare arena offers case managers the opportunity to go out on their own as independent practitioners, but there is a downside to being your own boss.
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There is no denying the appeal of immediate bedding. When it works well, patients get attention right away, and their needs are addressed in short order. But veterans of the approach will tell you that making such a practice a reality in a busy ED requires administrative commitment and persistence.
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There's a lot more to being an independent case manager than just announcing that you're open for business. Being successful takes a lot of planning.
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A lot of people think they want to work for themselves, but they find out its not glamorous, and it does take a lot of hard work.
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As part of its efforts to decrease readmissions, OSF Saint Francis Medical Center in Peoria, IL, developed a hospitalwide initiative to create safe transitions.
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The CMS efficiency measure has once again raised the issues of length of stay management and cost reduction. These have always been a component of the role of the hospital-based case manager. In todays best practice models, these interventions must be correlated with the roles of coordination and facilitation of care, discharge planning and utilization management. The case managers roles and functions, as well as staffing ratios, must be designed in such a way as to allow for this integration of roles. Be sure that your department is focusing on how to embed this important function in your everyday practice!
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The Affordable Care Act and other provisions of healthcare reform definitely have shone a bright light on utilization, care coordination, and case management interventions.
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Eliminating distractions and standardizing the process for patient handoffs has helped a group of childrens hospitals reduce handoff errors by 69%.
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As penalties rise for readmissions, it is critical for hospitals to implement and support continuity of care initiatives as patients transition from one level of care to another.
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Lakewood Hospitals pilot project in which a patient navigator worked with at-risk patients saved the hospital $156,000 in just six months.
