(ED. NOTE: Two words which turns private doctor’s blood into ice, and sends tingles up their spine; two words, that leave some mumbling, shaking their head, sometimes leaving their spouse; those two words are:
Now, in these days of Obamacare another term is added to those dreaded words which evoke similar feelings
That word is starting to render PMD’s incoherent, and sobbing, like the MD above, but here follows an article which may help)
Hospital readmission – that frightening term that every chief financial officer dreads. This monster accounts for millions of dollars in preventable spending for the healthcare industry each year. And in spite of its reputation as a completely preventable event (outside of true emergencies), it clings to hospitals nationwide, devouring precious time from workers and racking up countless costs.
What does it take to combat this adversary? Strong planning, patient engagement and proper leveraging of data, according to Patricia Scott, RN, MSNA, BSN, RHIA, CPMSM, CPHQ, vice president of quality, risk and case management with IASIS Healthcare Corporation.
Patricia Scott, who is also VP of regulatory compliance, will be presenting at the Dorland Health Measurement Conference 2013
. During her session, “Making the Call: Capturing Patient Perceptions to Drive Key Improvements,” she will explain the importance of a strong patient discharge program, offering a look at what it takes to create one, how it can help prevent readmissions and how data can help shape these efforts for more positive health and financial outcomes.
In-Depth: The IASIS Callback Program
The IASIS Healthcare callback program is designed and refined specifically for the IASIS patient population, continuing to monitor and educate patients post-discharge and ensuring that the patients that require the most help are the ones getting the information that they need. This individualized approach is what makes the difference between an effective callback program and one that fails to make a difference, notes Scott.
Connecting to patients and taking note of their perception and understanding of the instructions given to them is crucial in ensuring the post-discharge process goes as well as possible, says Scott. Critical questions include:
- Did they receive the medication instructions?
- Did they understand them?
- Did they get the chance to ask follow-up questions?
“If medication and instructions are way over their heads,” says Scott, “then we need to learn how to best change that and improve that for our patient population.”
We use [the callback program] for feedback as well as a risk management tool,” Scott explains. “All of our programs are integrated within our company – the callback program is not operating in a vacuum. It’s linear in terms of the numbers of components that it looks at and people that it touches within our company.”
This individualized approach benefits any hospital looking to create better outcomes through such programs, and careful collection and interpretation of data is important for proper tailoring of the methodologies and programs a hospital may leverage.
“If you go into [data aggregation] just because you want to reduce 30-day readmissions and you look at AMI heart failures, pneumonia – just what the federal government has been looking at recently, you miss an opportunity to serve a lot of patients within your own organization,” she adds.
Of course, getting initial efforts of data collection and leveraging can be a daunting task for hospitals that are unaccustomed to the practice. It’s tempting to jump headfirst into the deep end of data management in an effort to reap the rewards and start improving outcomes as soon as possible, a move that Scott considers somewhat reckless.
“There’s so much information, data and requirements…coming at organizations and particularly hospitals because of the business we’re in. People should take a step back and formulate their quality case management plans,” she says.
Most important is the ability to turn that data into something usable. Collected data that ultimately serves no purpose aside from wasting time and resources has the opposite effect of what the industry hopes to achieve through big data.
“You can’t monitor everything,” Scott continues. “There’s so much data coming in right now, you can’t possibly turn every single thing into information. If severity index is trending or what have you, you have to take a step back. Examine those metrics that are really going to tell you how well you’re doing from a quality perspective and from a financial perspective as well, so you can align quality with efficiency. To us, that equals value.”
– See more at: http://www.dorlandhealth.com/case_management/best_practice/Calling-Patients-Post-Discharge-Leads-to-Thriving-Satisfaction-Reduced-Readmissions_2894.html?goback=%2Egde_3711419_member_267230489#%21