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NOVEMBER 2009

 
 Quote of the Month
 
 
"Success demands singleness of purpose."
 

Vincent Lombardi




Collecting small co-pays and deductibles
 
 

"There are patients who can't pay," says AHA official James Bentley. "But there are also patients who have some portion of their bill that they simply don't pay. What hospitals have done is to try, with fairness and decency, to collect from people who can pay."
 
How true!  Uncompensated care to hospitals has exploded as the ranks of the uninsured have grown and higher deductible plans have become more prevalent. Especially in these tough economic times, hospitals have to become more creative and assertive in collecting the revenues that are owed to them by patients.  Their survival may depend on it.
 
Hospitals are undertaking lots of initiatives to improve patient billing and collections.  Here's a uniquely innovative idea that can generate millions of dollars of impact for hospitals.  Co-Pay Collect is a program that allows hospitals and other providers to place small patient charges on their patients' home or cellular phone bills.  The program is in use in the hospital, ambulance company and emergency physician arenas.  Companies using the service have increased patient balance collections by 200 to 400% with high levels of patient satisfaction. 
 
Some people think this idea was pretty revolutionary, but the more you think about it, the more sense it makes.  By placing the smaller patient balances on the phone bill, Co-Pay Collect is elevating the priority of payment.  Everyone knows that the medical bill is the last thing that gets paid, after the rent, utilities, credit card bills, etc.  But when was the last time someone chose not to pay their phone bill? 
 
If you'd like to learn more about this unique program and other creative solutions for capturing patient revenue, email Ken Bast at Bast@Consultant.com.


 
More
Quotes
 

Focus on where you want to go, not on what you fear.
 
Anthony Robbins
 


Presence is more than just being there.
 
Malcolm S. Forbes
 
 
The greatest thing in the world is not so much where we are, but in what direction we are moving.

Oliver Wendell Holmes
 
 
Safety Gurus: Penalize Doctors Who Don't Follow the Rules
WSJ's blog on health and the business of health.
 
Should hospitals start penalizing doctors and nurses who fail to follow patient safety rules?
That's one solution proposed by Peter Pronovost of Johns Hopkins and Robert Wachter of the University of California at San Francisco. Writing in the New England Journal of Medicine, the doctors contend that the failure to hold clinicians accountable for patient safety is the main reason health care is still riddled with errors, adverse events, and just plain non-adherence to some of the most basic rules.

(Compliance with hand hygiene rules ranges from 30% to 70% at most hospitals, and few have sustained rates over 80%, the authors note, while there are about 4,000 wrong-site surgeries in the U.S. annually despite a universally accepted protocol for preventing them.)

In the decade since the Institute of Medicine's landmark  " To Err is Human" report, which estimated that up to 98,000 people a year die of medical errors, many hospitals have embraced a "no blame" model: Instead of focusing on a single individual to blame for a mistake, they've tried to set up systems to prevent mistakes, catch them before they cause harm, or mitigate harm from errors that do reach patients. That's all well and good if it works, but many hospitals are now finding that a blame-free culture creates its own safety risks, Pronovost and Wachter write.

Punishments such as revoking privileges for a chunk of time tend to be used for administrative infractions that cost the hospital money - things like failing to sign the discharge summaries that insurance companies require to pay the hospital bill. By contrast, hospital administrators may just shrug their shoulders when it comes to doctors who fail or refuse to follow rules like a "time out" before surgery to avoid operating on the wrong body part.

Docs and nurses who fail to follow rules about hand hygiene or patient handoffs should lose their privileges for a week, Pronovost and Wachter suggest. They recommend loss of privileges for two weeks for surgeons who fail to perform a "time-out" before surgery or don't mark the surgical site to prevent wrong-site surgery.

Pronovost - best known for his development of medical checklists designed to improve patient safety - tells the Health Blog that he still sees a tremendous amount of "pushback" when he speaks to doctors. Many still resist checklists and don't feel bound by hand washing rules, even though they've been shown to prevent harm to patients.

"Some of these doctors just come to the meetings to throw spears at me," he says. "We know how important these things are for patient safety, but there needs to be some accountability for infractions," he adds. The suggested penalties "are an attempt at a practical way to hold people accountable." 
 
 
FOCUS?  Focus 5?            Hospital Focus 5?
 
I hope you noticed a new name for the company, a new look and a new logo.  The changes are designed to highlight important aspects of successfully guiding the challenging and complex organization that every hospital is.
 
I've had the pleasure of working with a number of hospital CEOs over the course of my career.  The most successful of them had one big thing in common: a focus on the handful of "important" things.  This ability to focus is especially important for new CEOs since they are very likely to be inundated by demands, requests, proposals and suggestions from their physicians, board members, employees, community members, auxiliary members, etc., etc.  (In case you were wondering, those demands, requests, proposals and suggestions never go away.)  
 
In that setting, if the CEO loses focus and gets dragged into every issue, they will find (often too late) that they accomplish nothing.  They spent a lot of time and energy with nothing to show for it.  That, as we all know, often is very damaging to one's career.
 
On the other hand, stressing the idea of achieving measurable accomplishments by focusing on outcomes can result in many good things.  Some of them are:
Better patient care
Better quality
Better productivity
Better management
Better communication
 
Which results in:
Survival & Success!
What then is Focus 5?  It's an approach to getting work done every day, by every employee throughout the entire organization.  It creates an integrated, sustainable culture that redefines the way a hospital does business in every department.  It gets everyone to focus on the important things.  And, of course, there are five areas to concentrate on...  
  • Quality
  • Accountability
  • Strategy
  • Communication
  • Growth
Over the next few months I'll discuss each of these areas.  In addition, in  a few weeks you will receive information on our new web site and my new email address.  As always, your input is appreciated.
 
Take a look at the article below on ER wait times.  It's interesting to see billboards and web sites that give estimates on how long you'll be waiting.
 
Let me know your thoughts.  Email me and also follow me on Twitter!   http://twitter.com/HospitalFocus5
 
 
Ken


 
KGB 2009

 
 
Get ER wait times in advance
Receive local emergency room wait times via text, Internet and on a billboard

Largo Medical Center, St. Petersburg General Hospital and Northside Hospital and Tampa Bay Heart Institute's Emergency Room wait times are now live and up on a billboard.

This new billboard is located near the intersection of Starkey and Ulmerton Roads in Largo featuring the wait times of all three hospitals. This is Pinellas County's first electronic Live ER wait time billboard.

This ER wait time billboard will be updated electronically approximately every 30 minutes, using an average from the previous four hours.

Largo Medical Center, St. Petersburg General Hospital and Northside Hospital and Tampa Bay Heart Institute's ERs consistently rank below the national wait time average of one hour.

In March 2009, the three hospitals kicked off a very successful ER wait time initiative by posting the information on their Web sites at www.largomedical.com, www.stpetegeneral.com and at www.northsidehospital.com.

At the same time a text messaging campaign was launched. A person can also receive these wait times via text. Just text ER to 23000 and you will be prompted to enter your zip code. You will immediately receive the wait times of the three closest HCA hospital ERs.

In addition to superior ER wait times, these hospitals house accredited Chest Pain and Stroke Centers.
 
In an interesting related article...
 
Most ERs don't meet recommended wait times  
 
http://www.annemergmed.com/webfiles/images/journals/ymem/lihorwitz.pdf
 
Study objective: Prolonged emergency department (ED) wait time and length of visit reduce quality of care and increase adverse events. Previous studies have not examined hospital-level performance on ED wait time and visit length in the United States. The purpose of this study is to describe hospital-level performance on ED wait time and visit length.
 
Methods: We conducted a retrospective cross-sectional study of a stratified random sampling of 35,849 patient visits to 364 nonfederal US hospital EDs in 2006, weighted to represent 119,191,528 visits to 4,654 EDs.  Measures included EDs' median wait times and visit lengths, EDs' median proportion of patients treated by a physician within the time recommended at triage, and EDs' median proportion of patients dispositioned within 4 or 6 hours.
 
Results: In the median ED, 78% (interquartile range [IQR], 63% to 90%) of all patients and 67% (IQR, 52% to 82%) of patients who were triaged to be treated within 1 hour were treated by a physician within the target triage time. A total of 31% of EDs achieved the triage target for more than 90% of their patients; 14% of EDs achieved the triage target for 90% or more of patients triaged to be treated within an hour. In the median ED, 76% (IQR 54% to 94%) of patients were admitted within 6 hours. A total of 48% of EDs admitted more than 90%
of their patients within 6 hours, but only 25% of EDs admitted more than 90% of their patients within 4 hours.
 
Conclusion: A minority of hospitals consistently achieved recommended wait times for all ED patients, and fewer than half of hospitals consistently admitted their ED patients within 6 hours.

Leora I. Horwitz, MD, MHS
Jeremy Green, BA
Elizabeth H. Bradley, PhD
 
From the Center for Outcomes Research and Evaluation, Yale-New Haven Hospital, New Haven, CT  (Horwitz); and the Section of General Internal Medicine, Department of Internal Medicine (Horwitz),
Department of Epidemiology and Public Health (Green, Bradley), and Robert Wood Johnson Clinical Scholars Program (Bradley), Yale University School of Medicine, New Haven, CT.
 

 

Emergency departments offer online updates on wait times
Proponents say that patients who know how long they may wait can make better decisions on when and where to go for urgent health needs.
By Pamela Lewis Dolan, amednews staff. Posted Oct. 19, 2009.
 
Patients usually assume when they go to the emergency department that there is going to be a wait. Now some emergency departments are letting them know how long it will be.

Several hospitals across the country are developing real-time wait clocks on their Web sites to give patients without a critical or life-threatening injury or illness an idea of how long they can expect to wait to be seen. The hospitals say it can help patients decide where to go for care and could mean that some patients forgo an ED visit altogether.
 
Michael Saxe, MD, chair of the Dept. of Emergency Medicine at Middlesex Hospital system in Middlesex County, Conn., said he doesn't see a downside to the practice. Middlesex, which started posting its wait times in September, has three locations. Many patients who are equal distance between two of the locations find it useful when determining where to go, he said.

The time that Middlesex displays is based on the longest wait of a current patient in the waiting room. Dr. Saxe said the hospital system decided to go this route as opposed to using median times, as many hospitals do, because half the times would be overestimated, the other half underestimated. This way, the hospital exceeds expectations the majority of the time.
So far, the wait-time reports have been well-received, Dr. Saxe said. "Everyone who hears about it thinks it's a great idea."
 
Officials at Gulf Coast Medical Center in Panama City, Fla., said the hospital has worked hard in recent years to bring its wait times close to the national standards of 35 minutes and is using the wait clocks as a way of showcasing those efforts.

"We would not post the times if they were four to five hours," said Sheila Bradt, RN, director of the emergency department at Gulf Coast. And because the times are displayed, it helps set the hospital apart from the competition, she said.

The hospital uses the average wait time from the previous four hours and updates the clock every 30 minutes. Times are posted online as well as on a large billboard in town, and can be sent to patients' cell phones.

The national standard for emergency department waiting time is 35 minutes. 
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Hospital  FOCUS 5

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A consulting firm that...
 
Believes hands on, down in the trenches, operational experience combined with consulting expertise is vital in obtaining real, lasting results for clients.
 
Has experience in acute care hospitals, health systems, medical schools, CCRCs and other healthcare organizations.