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Although it is important to focus upon fire prevention in the operating room, dont forget to look at your staffs readiness to fight fire and treat a patient if a fire does occur, recommends Leanne Bales, RN, CNOR, administrator of Effingham (IL) Surgery Center.
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Even though surgical-fire prevention is discussed by staff, sometimes, it takes a fire to make you realize how little you and your staff understand the risks of fire in an operating room.
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Although AORN does not recommended home laundering, AORN is aware that some facilities require personnel to home launder surgical attire. If health care workers are required to home launder attire, steps should be taken to protect the home environment from possible contamination. Laundering practices similar to the commercial guidelines are recommended.
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The fifth in a series of Cataract Extraction with Lens Insertion best practices studies recently released by the Accreditation Association for Ambulatory Health Care Institute for Quality Improvement (AAAHC Institute) shows that more intensive staffing and patient education can reduce the amount of time patients spend in the facility.
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When reading a New England Journal of Medicine article describing intensive monitoring of blood glucose levels for surgical intensive care unit (ICU) patients on ventilators, which resulted in decreased mortality rates, James Krinsley, MD, director of critical care at Stamford (CT) Hospital, had a revelation.
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Are the terms discharge planning and case management interchangeable, or are they distinct, and is there a place for both in todays health care environment?
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A patient readiness scoring system that arose out of the tragedy of 9/11 has served as an effective way to address throughput, as well as an emergency preparedness tool, says Dee Page, RN, director of case management for Virtua Memorial Hospital of Burlington County in Mount Holly, NJ.
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A bottleneck is the part of the patient care journey that cannot meet the demand for services efficiently. At this point, services are delayed and patient care must wait.
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When the Joint Commissions new survey process was announced in 2003, quality managers at Hilton Head (SC) Regional Medical Center were challenged by hospital leadership to take a proactive role and volunteer as a test site for the unannounced survey process to take place in 2004.