[6 MIN READ]
The overwhelming majority of malpractice lawsuits in emergency medicine and other acute care venues involve the failure to diagnose. In most cases, these patients are discharged home where the missed diagnosis results in an adverse outcome or death. Fortunately, the patient “bounces back” in some cases, creating another opportunity to make the right diagnosis.
[4 MIN READ]
All of us experience a never-ending number of first impressions.
Consider that first visit to a restaurant that was highly recommended by friends. After being seated, five or ten minutes go by without a server coming to the table. When the server finally arrives, they seem distracted with no discernible facial expression. How does this indifference make you feel?
Or what about the flight attendant who treats you like an empty seat when you try to ask a simple question?
In either case, the chance for a warm, enjoyable experience is diminished after such a cold beginning.
The same is true for patients in their initial encounter with healthcare providers, whether they’re physicians, nurses or other personnel.
It appeared to be a typical, run-of-the-mill board meeting at Hospital System “X.” Patient admissions had been slowly on the rise; healthcare teams seemed to be handling the increasing demand for services as the hospital facility continued to display an inviting appearance.
Early in the meeting, the hospital CFO presented the data requested by board members; suddenly things took a dramatic turn. Several months of data had revealed that a profit drain had developed within the system. And worse news was that month-to-month figures showed this was not just a temporary “blip” in financial performance, but that it had become a consistent and expanding downward trend. Hospital System “X” still was operating in the black, but not to the satisfaction of the board. They immediately called upon top management to identify the problem areas and propose appropriate solutions.
[4 MIN READ]
Every patient – regardless of the time of day or department to which they present – needs to encounter a high-quality experience. Improving patient experience and ensuring its consistency involves reducing the variability between departments, clinicians and shifts.
To achieve this high goal, you need to get buy-in from the entire clinical community – an effort led by clinicians for clinicians to help all truly understand and buy into the mission and purpose of providing a high-quality patient experience.
Using the industry analyses to galvanize organizational support for defining a provider-patient communication model is a great first step.
[6 MIN READ]
Physicians, nurses and other “healers” have had special relationships with patients for centuries. This unique bond between those who provide medical treatment and those who receive their care is currently being endangered by a massive and impersonal healthcare delivery system that is becoming more dependent on automation and technology with each passing year. The good news is that patient attitudes, impressions, and subsequent compliance with treatment plans can be positively influenced when healthcare professionals improve their communication skills with their patients.
Studies show that there is a clear relationship between high patient satisfaction and healthcare organizations that provide safe, quality care. A report by Health Grades (May 2012) noted that hospitals that were ranked (by patients) in the top percentages for nursing and physician communication had lower rates of adverse patient safety events. For example, bed sores occurred approximately 46% more frequently in hospitals that patients had ranked in the lowest 10% for provider communication.
[9 MIN READ]
Hospital discharge is cited as a vulnerable point in a patient’s care transition.
Its effective execution has significant implications on a patient’s recovery trajectory.
The most effective tool in a clinician’s toolbox to promote patient healing is the effective delivery of communicating discharge instructions for patients.
Before discussing best practices for reviewing discharge instructions with patients, let us review what patient discharge should NOT look like:
[3 MIN READ]
Over the past few blogs, I have written about the interaction of the physician and the patient. I have also discussed that physician satisfaction is the force that drives the practice of medicine. I am hoping that I have made a strong case for the topic today. But what is exactly the “missed obvious?”
There has been a tremendous push toward patient satisfaction.
So great was the push that payment structures, financial assistance, and government evaluations of hospitals and physicians were based on it. What is astonishing is that studies show patients to be more interested in how the physician interacted with them than how he or she treated them.
Over the last few years, many of our clients have expressed interest in demonstrating the impact that various system-wide performance improvement initiatives might have on patient outcomes or financial metrics. One of our colleagues from a large hospital system recently posed a similar question about triage. Like many initiatives, given there are so many variables in play, it is extremely difficult to pinpoint a cause and effect with triage; however, let’s explore four areas in which you could expect to see improvements with an efficient, safe triage process.
Patient experience is an area of healthcare that has a significant impact not only on an organization’s reimbursement, but also on a hospital’s professional liability (HPL) and exposure to litigation. As a result of recent regulatory changes from the Affordable Care Act, it appears that hospitals have become even more judicious in their allocation of resources to various internal initiatives. With this in mind, let’s explore recent evidence that supports a rational, targeted approach for impacting HCAHPS that should lead to an improvement in reimbursement and reduction in liability.
As the healthcare industry constantly evolves and “return on investment” remains a focus, it is becoming more imperative that risk managers allocate their budgets in areas that have the greatest impact on mitigating claims and litigation.
Fortunately, The Sullivan Group has the luxury of working with many large, sophisticated, self-insured hospital systems as well as smaller single-site facilities and physician groups. This experience has helped us identify four key areas that an organization should consider when developing its loss prevention strategy.
