Archive for the ‘Healthcare Systems’ Category

November 10th, 2011  Posted at   Healthcare Systems

Although many have heard of nurse case management before, people are often unaware or misinformed on what it actually is and what role it plays in the medical care process. Understanding case management nursing will help you understand not only the processes of medical care as a whole, but also how specific diseases or patient problems are managed differently than others, while still providing the care needed.

Brief Description

In short, case management nursing is a medical cost containment service focused on developing a comprehensive care plan, for a specific client, with a specific set of needs, over a long-term period. Most often case management is needed for patients with long-term diseases or injuries such as AIDS patients, workers compensation patients, and even children with long-term conditions. Most case management nurses specialize in a specific area of treatment. This ensures a comprehensive treatment plan for the patients and a more efficient diagnosis and treatment period. It’s also common for there to be on-site case management nurses at some specific treatment locations and care facilities.

Function

The basic function of such services is to make sure the care that is needed is received on time and most effectively to meet a patient’s and care provider’s needs. As simple as this may sound, it’s a very complex task. To create the most beneficial cost containment plan, with the utmost results, nurse case management directs and coordinates treatment over the course the entirety of the treatment period including PPO channeling and specialty referrals. For many illnesses such as cancer this can be a lengthy period of treatment including primary care visits surgery, chemotherapy and follow up care. Others such as such as workers compensation and surgery patients may have a smaller period of treatment or may require different considerations for their injuries or health problems. (more…)

November 9th, 2011  Posted at   Healthcare Systems

Insights and Strategies for Recruiting Executives in Small and Rural Hospitals

Marie Vienneau chuckles as she describes the setting of Maine’s Millinocket Regional Hospital, the 25-bed Critical Access facility over which she presides as CEO: “We’re a small town in a cold climate, 40 miles from the nearest Walmart. The North Maine Woods begins just north of us… we’re literally at the end of the road.”

For Vienneau, and thousands of other small and rural hospital CEOs, directors and board members like her across the country, isolation determines the way in which both hospital staff recruitment and retention are accomplished. And yet with 20% of the US population living in areas defined as rural by the 2000 US Census (now totaling over 60 million Americans), the need for effective staffing in out-of-the-way locations is as great as ever.

When it comes to recruitment in small and rural hospitals, and despite popular perceptions, the good news is that it’s not all bad news (not by a long shot). Many of the most successful small and rural hospitals, in fact, use their unique surroundings and remote locations to their advantage in bringing aboard qualified medical staff at all levels. One key, it seems, is in knowing how to leverage a small or rural hospital’s unique assets.

Play to your strengths, but don’t oversell

Stressing the benefits of life in a beautiful, natural setting, far from the congestion, crime and high cost of living more typical of urban areas, was a recommendation made by nearly all of the people interviewed for this article. Tana Casper, for example, Chief Nursing Officer of Grand Itasca Clinic & Hospital in Grand Rapids, Minnesota remarked, “Because of our location and the characteristics of the region, our appeal is the outdoors and an outdoor lifestyle. It’s an important part of any recruitment,” she says, “and we include a heavy emphasis on the region and what it has to offer in our recruiting materials, our Web site, and our discussions with potential hires.”

For those who appreciate rural life, the opportunity to enjoy fishing, camping, hiking and other outdoor activities year round, and just minutes from where they live and work, is a treat and a benefit to relocation. That said, successful candidate placement comes not from convincing people to relocate to small and rural areas, but rather from finding people who will be a good fit because of the interests they already have.

As Joseph Woodin, President and CEO of Gifford Medical Center in Randolph, Vermont, explains, “If somebody doesn’t want to be here, you can’t pay them enough to be here. An extra $50,000 to be in a place you don’t want to live doesn’t work.”

Instead, says Woodin, the key is to have frank conversations with candidates about what life is like, and to not overstate the benefits of small town living. Woodin’s discussions with candidates include providing information regarding distances to nearby cities, quality of schools, recreational activities, and of course, weather – all in an effort to put all the cards on the table. Woodin has these discussions early in the interview process and continues probing to find out why a candidate might want to live in rural Vermont. Drilling down with candidates regarding their interest in the region allows him to differentiate between the person who will fit in well and thrive in a rural setting, and the person who is simply attracted to a fictional fantasy of small-town America. (more…)

November 9th, 2011  Posted at   Healthcare Systems

This article is intended to encourage the conversion of chart data from your legacy EMR into a new EMR. It is the author’s hope that discussing potential problems and their magnitude will encourage careful planning and the assignment of adequate resources to complete the project successfully.

The complexities, increased risks and potential problems associated with the migration of chart data from one EMR to another create more than anxiety. They are the source of potentially serious problems. However you can migrate your data successfully and avoid all associated problems or manage them within your established risk tolerance.

The four keys to succeeding are:
1. planning
2. allocating the best people resources within your organization
3. selecting a qualified conversion partner
4. hiring an independent consultant

Independent Consultant:
A consultant can be likened to a keystone which is placed at the apex of a stone arch. Without the keystone, the strength and stability of the arch is severely compromised. Much effort will be expended to shore up the arch in the absence of the keystone.

The role of an independent consultant is to bring the three or four parties together on a level field of communication. The reason real estate brokers don’t like buyers talking with sellers is the all too frequent breakdown in communications which nearly always results in a dead deal. The same applies here. The consultant can hear and say things the various parties cannot and that communication is vastly important in the complex, hugely time consuming EMR Implementation project. The consultant must address the data migration directly. He or she may or may not be assigned responsibilities for the full implementation project.

Suggested tasks for the Consultant:
1. clarify and document expectations of each party
2. review the data migration plan
3. modify the plan as needed
4. understand and communicate what can and what cannot be migrated and why
5. identify and communicate data items which may not be available for conversion and why
6. these data items will remain questionable until the conversion work is underway
7. determine and document the testing criteria required to validate an acceptable conversion
8. document why some items can be accepted with less than 100% accuracy and get all parties to agree in writing
9. monitor the time table at major deliverable points
10. monitor and report progress between major deliverables
11. ensure complete and open communication among all parties (more…)