The Philadelphia PSRO--a secret society?
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The Körner report recommends that there should be an annual census of all in-patients in psychiatric units who have been there in excess of one year. A study involving the collection of the 'Körner Minimum Data Set' at a district psychiatric unit found that the current patient information system does not always provide adequate or accurate information. It is also found that seeking these data is time-consuming if the census enumerator is not involved with patient care. It is therefore suggested that the most accurate information on long stay psychiatric patients might be obtained if such a census were conducted and coded by DHSS collectors using a special census form to be completed by the ward doctor. The accuracy of medical records might also be improved if the completion of the front sheet of the case notes were made the responsibility of the ward doctor.
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A number of commentators have recently argued that the practice of patient dumping is on the increase. While the evidence in support of that contention tends to be anecdotal, it has reached a volume sufficient to precipitate legislative action. In this article, we will differentiate the concepts of patient transfer and dump and present an empirical examination of a sample of inpatient transfers including descriptions of patient, hospital, episode, and compensation characteristics.
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Two major issues that respiratory care managers must deal with are overutilization of services and cost containment. Using the therapy evaluation program detailed here, respiratory personnel assist the physicians in therapy assessment, communicate suggestions to them, and document the patient care plan on a concurrent patient care audit form.
The program evaluation system has evolved into a valuable tool for improved management of patient programing and accountability, providing objective assessment of patient functions. Each program states primary objectives, measurements, and expectancies to determine how well it has met the objectives. The objectives deal with areas that reflect the patient's overall function, which ultimately determines what level of care the patient will need after discharge. The functional assessment scale (FAS), an ordinal rating scale of values ranging from total dependence to total independence, is used to measure the objectives within the parameters and to assess the severity of the disability, progress, and outcome. Concurrent evaluations enable physicians, therapists, and administrators to identify where problems occur in the individual's program and to change treatment accordingly. The FAS generates quarterly management reports that demonstrate achievement of the objectives, using the measurements and goal expectancy, and facilitate pattern analysis. The system easily integrates with the facility's current operations, including quality assurance.
In a climate of financial viability in early 1986, productivity measurement and analysis were implemented as major components of the quality assurance program at University Medical Center at the Arizona Health Sciences Center. The purpose was basically to balance the benefits of conducting an integrated quality assurance program with the operational costs. A fully integrated quality assurance program was implemented at University Medical Center during June, 1985. Comprehensive, 100 percent chart screening is conducted utilizing occurrence screening criteria and criteria for all required JCAH clinical monitors. The quality assurance program is based on the Medical Management Analysis (MMA) system established by Joyce W. Craddick, M.D. Since the immediate plan of the hospital administration's financial sector was to develop units of service for nonrevenue-producing cost centers, the QA director was obligated to develop standards that would demonstrate effective management of the QA department's resources and would project revenue requirements for program development. The QA director elected to conduct a productivity study which resulted in the establishment of performance standards that are currently utilized in budget development to determine staffing needs; to appraise employee performance; and to perform trend analysis.
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