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Written by Barbara A. Fuchs, RN, BSN, MS, CCMEP, CPHQ
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Thursday, 01 October 2009 16:39 |
 Managing Before, During and After the Crisis
In Part I of this series, the discussion centered on workplace restructuring and how that affects the managers and staff who remain with the organization through the changes. The focus now shifts to managers and staff that are terminated by the organization.
Losing employment is always a major event in a person’s life but even more so in difficult economic times. The Holmes and Rahe Stress Scale, a psychological measurement that studies “life change units,” rates job loss as one of the top 10 most stressful life events. Loss of self-esteem, concerns about the job market, and loss of financial security and benefits are only some of the factors involved in job loss.
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Written by Vergil L. Metts, PH.D.
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Monday, 17 August 2009 21:51 |
 How a NYC Hospital Adopted Toyota's Legendary Change Methods to Dramatic Effect
I recently had the pleasure of meeting Todd Hixson, who directs the performance improvement program at Metropolitan Hospital, a 341-bed unit of New York City’s mammoth Health and Hospitals Corporation (HHC), which, serving 1.3 million people annually, is by far the nation’s largest municipal health care system. Todd’s program, aptly named “Breakthrough,” has produced stellar results in an environment that, let’s just say, doesn’t always roll out the red carpet for new ideas. But it’s hard to argue with numbers like 17 percent outpatient revenue growth on a mere three percent increase in patient count — numbers directly attributed to Breakthrough.
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Written by DONNA MERRICK, MED, BSN, AND SUSAN OHR, RN, MSHS, RN-C, CPHQ
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Wednesday, 12 August 2009 14:45 |
 A Look at URAC’s Revised Standards and New Measures
In April 2008, URAC began revising the case management standards with the help of 40 industry volunteers. The standard revisions and new measures were approved by URAC’s Board of Directors in December 2008. The measures call on the industry to conscientiously address transitions of care throughout the case management process. In this time of health care practitioner shortages, these standards provide further guidance on the use of non-case manager support personnel and clarify the requirements for practicing as a case manager as well as a supervisor. This revision also sets the stage for the industry to establish data collection tools, uniform assessment categories and care plan templates designed to provide the data needed to determine if program performance measures are being met.
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