The Hospital Executive's Guide to Emergency Department Management

The Hospital Executive's Guide to Emergency Department Management

by Kirk B. Jensen



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The Hospital Executive's Guide to Emergency Department Management by Kirk B. Jensen

Timely advice and strategies for overcoming the healthcare reform challenges to your ED! The January 2014 Affordable Care Act (ACA) rollout will impact your hospital's ED for years to come. The Hospital Executive's Guide to Emergency Department Management, a best-selling book now in its second edition, offers effective strategies and solutions to help you meet the challenges your ED faces in the post-ACA healthcare climate. In this timely new book, you will find refined tactics for dealing with increased patient flow, efficiently handling the needs of special populations, crafting models of compensation and physician employment, and much more. The authors of this book, Kirk B. Jensen, MD, MBA, FACEP, and Daniel Kirkpatrick, MHA, FACHE, have worked within countless hospital systems over many years with the sole purpose of improving ED performance, quality of care, and the bottom line. The Hospital Executive's Guide to Emergency Department Management, Second Edition, is an essential resource for ED executives determined to remain financially sustainable while incorporating new models of reimbursement, compensation, and physician employment in the era of healthcare reform. Key new topics include: A new chapter discussing the ACA's impact on the provision of emergency services A new chapter presenting considerations and strategies for managing the needs of special ED patient groups, including psychiatric and geriatric populations The essential road map to operational excellence in your ED!

Product Details

ISBN-13: 9781615693436
Publisher: HCPro, Inc
Publication date: 04/01/2014
Pages: 276
Product dimensions: 7.00(w) x 8.90(h) x 0.60(d)

About the Author

Kirk B. Jensen, MD, MBA, FACEP, has spent more than 20 years in emergency medicine management and clinical care. He is the chief medical officer of BestPractices, Inc., and an executive vice president with EmCare. A longtime member of the faculty of the Institute for Healthcare Improvement (IHI), Jensen has championed some of the most innovative solutions in emergency medicine operations and management, and has coached more than 300 EDs through the process of improving operations and clinical services.

Daniel G. Kirkpatrick, MHA, FACHE, has more than 30 years of healthcare management experience in consulting, staff, and administrator roles. In 2013, he created and became managing partner of Partners in Improvement, a healthcare consulting firm. Previously, he led practice operations at BestPractices, Inc., an emergency medicine leadership and staffing practice based in Fairfax, Va. Kirkpatrick has extensive consulting experience helping group practices and hospitals in meeting their operational and financial goals, as well as enhancing their service, leadership, safety, and sustainability performance.

Table of Contents

About the Authors vii

Acknowledgments x

Introduction: Why the ED Matters xiii

Why Improvement is Necessary xv

A Quest for Excellence xix

Chapter 1 A Design for Operational Excellence 1

Key Components 1

Make a Plan and Stick to it 11

Optimizing High-Quality Care 14

Chapter 2 Leadership 17

Persuading the High Cs 17

What is Leadership? 19

What Leadership isn't 32

The Effective Healthcare Improvement Leader 34

Developing a Shared Governance Model 41

Carrying Through: A Seminar is Never Enough 46

Chapter 3 Fielding Your Best Team 49

Hire Right: A Team Vs. B Team 50

A Critical Step: Hiring the Medical Director 53

The Rest of the Team 62

Teamwork Attributes, Tools, and Techniques 62

Chapter 4 Improving Patient Flow 69

Matching Demand with Capacity 71

Shaping Demand 75

Constraints and Variations in the System 78

Teaming Up for Better Flow 83

Tools for Smoothing Flow 84

The ED is not an Island 92

Flow in the ED: A Final Look 96

Chapter 5 Ensuring Patient Satisfaction 105

The Cost of Dissatisfied Patients 107

Improving Patient Satisfaction 112

Techniques to Satisfy Your Patients 115

It Takes a Team 125

Chapter 6 Implementing the Plan 135

Where they go Wrong 135

Project Management 101 136

Reaching the Goal 141

Methods and Pacing 144

Pointers for the Journey 149

Chapter 7 Culture and Change Management 157

Breaking Free of Gravity 158

How to Change a Culture 161

Owning Part of the Team 165

Envisioning the Future 167

Cementing the Changes 168

Chapter 8 Patient Safety and Risk Reduction 171

Perfection Vs. Improvement 172

A Systematic Approach 175

Reducing Errors and Preventing Harm 178

Chapter 9 The Role and Necessity of the Dashboard 191

Where to Start 192

Clinician Dashboard Metrics 197

Summary 198

Chapter 10 Physician Compensation: Productivity-Based Systems 203

Role in the ED 205

Heading Off Potential Roadblocks 207

Chapter 11 Billing, Coding, and Collections 213

Capturing Missed Revenue 215

Cash on the Line 220

Chapter 12 The Business Case 223

Building the Business Case 224

Operational Quality and Effectiveness 228

Customer Satisfaction 232

Sound Financial Management 233

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