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"We're all glad it's pretty much over," Margaret VanAmringe, MHS, The Joint Commission's vice president for public policy and government relations, says with a laugh.
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Interesting things going on out there, aren't they? Town meeting riots, "death panels," trillion-dollar budgets, "evil businesses." As a clinician, a business owner, and a health care consumer (I broke my foot skydiving a few weeks ago), I've got to tell you: I am OK with the system as it is . . . almost.
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The outbreak of a novel H1N1 virus in the spring was a colossal pandemic preparedness drill for a future virus or for a stronger resurgence of the strain this fall.
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Preventing patient falls is a constant struggle for hospitals. And as Medicare has cut reimbursement for falls as a "never event" and patients are getting increasingly older and sicker, it will continue to be a challenge.
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When a dedicated nurse and a quality improvement consultant come together, beautiful things can happen. It starts with an idea, a problem that begs for a solution, and then the work on finding the answers begins.
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A combination of face-to-face and telephonic case management has resulted in high patient satisfaction ratings and a significant decrease in health care utilization for patients with complex medical needs.
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You know just how complex your job is. How can you get your board on board with quality and not overwhelm them?
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When staff at the Cincinnati Children's Hospital Medical Center (CCHMC) began working on reducing ventilator-associated pneumonia rates, they armed themselves with more than a bundle.
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North Shore-Long Island Jewish Health System based in Great Neck, NY, was awarded with the National Quality Forum's 2010 National Quality Healthcare Award.
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When Henrico Doctor's Hospital in Richmond, VA, launched a hospitalwide initiative to improve patient throughput, the team was able to shave 2.5 hours off the average discharge time and decrease the average length of stay on the medical unit from almost 10 days to five days in the first six months of the project.
