Catalyst Learning Blog

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Articles, case studies, and success stories to guide and inspire healthcare HR, Organizational Development, and Clinical professionals.


South Florida Hospital and Healthcare Association's Annual Summit Catalyst Learning
South Florida hospitals: Catalyst Learning will be attending the South Florida Hospital and Healthcare Association’s Annual Summit June 7/8!  The meeting, held in partnership with the HFMA and SFHEF, takes place at the Greater Fort Lauderdale-Broward County Convention Center in Fort Lauderdale.  Catalyst Learning CEO, Lynn Fischer, and Regional Manager, Cindy LaRue look forward to the opportunity to expand their industry knowledge at sessions focused on key issues like meeting the needs of special populations and physician integration.  If you, or someone from your organization, are attending this year’s summit, please contact Catalyst Learning—Cindy and Lynn would enjoy seeing you in Fort Lauderdale!



Six Ways to Enhance Physician Communication, Alignment Catalyst Learning
Hospital executives participate in a balancing act every day. They have to keep many different people and organizations satisfied, and it isn't always easy. Further, the transformation from fee-for-service to pay-for-performance models throw another to-do on an executive's agenda: How to keep hospitals running smoothly and physicians satisfied with their reimbursements in a time when many hospitals are acquiring physician groups and changing payment models? Click here to read the full article published by Becker’s Hospital Review.



Catholic Health Assembly: Leadership for Healing Catalyst Learning
Exciting news: Catalyst Learning Company will be exhibiting at the Catholic Health Assembly June 3-5 (booth 407).  CLC helps Catholic Healthcare organizations put their mission to action by providing career development and training opportunities to an often-overlooked group: entry-level employees. If you or someone from your organization is attending the Assembly, here’s why you need to visit the CLC booth: CLC will share new solutions that target mid-level employees.  In addition to serving more employees, these solutions help organizations overcome challenges that emerge from HCAHPS and employee engagement surveys.  If your organization seeks a targeted solution to rapidly address issues, add Booth 407 to the Assembly itinerary!  For more information, contact CLC.



Catalyst Learning - Practicing What We Preach! Catalyst Learning
Yesterday the team members of Catalyst Learning enjoyed an offsite workshop hosted by facilitator, Neville Gayle.  Neville is a featured facilitator in our Problem Solving and Critical Thinking DVD curriculum, so it was a pleasure to work with him in person.  The CLC squad learned critical steps in the problem solving process and worked together to learn how to make better decisions as a team.  We hope to bring what we've learned to the forefront to better serve our customers and educate the healthcare industry on Patient Satisfaction, Workforce Development and Engagement issues.  We even utilized Skype to bring a remote employee a little closer to the action as well.  Check out "Virtual Dawn" in our group picture below.

[caption id="attachment_101" align="aligncenter" width="368"] Successful end to a day of team building.[/caption] It was a productive day at our offsite workshop, and we're looking forward to another session next month!



Patients and Hospitals Benefit with a Team-Based Model of Care Catalyst Learning
As America's health care system continues its historic transformation, one of the primary features of the traditional hospital or outpatient clinic - physician-centric care delivery - is yielding to a striking new model: team-based care, in which physicians, nurses, social workers, pharmacists and others work together in new ways. While physicians may serve as the team leaders, they and the other team members share responsibility, authority and a mutual goal of improving quality while lowering costs. Click here to read the full H&HN article and learn what two Catalyst Learning customers, Atlanticare and Brigham and Women's, are doing to foster team based care. Excerpted from Hospitals & Health Networks, by permission, March 2012, Copyright 2012, by Health Forum, Inc.



Four Steps to Get Out of ACO Limbo Catalyst Learning

Since hospitals are taking a wait-and-see approach to accountable care organizations face the risk of being left behind, PricewaterhouseCooper has issued a report with four key steps for hospital executives to move out of ACO limbo.

According to the report, many hospitals should get more aggressive about making the ACO shift, particularly if they are in highly competitive markets or have large Medicare populations.  Click here to read the full article, published by Becker's Hospital Review.



ACO Staffing Strategies: Redesign the Case Manager Role to Cut Readmissions Catalyst Learning
Operating a successful ACO requires a paradigm shift.  Since readmissions will directly affect Medicare reimbursements, hospitals must work to keep patients out, rather than in.  Most healthcare organizations know how to manage care within the facility, but what happens when the patient leaves the building? Since 2002, Catalyst Learning customer, University of Wisconsin Hospital and Clinics (UWHC) has dedicated significant resources to answer that question.  Challenged by capacity management and throughput issues, the UWHC recognized the need for a more aggressive approach to case management. Barbara Liegel, RN MS, serves as Director Coordinated Care and Home Care Programs at UWHC.  She explains that the traditional case management model blurred roles at UWHC. Staff within the hospital was not always clear on the agendas of the clinical case managers and social workers, and this lack of clarity caused overlaps in care. The subsequent redesign pushed the organization to eliminate duplication in roles.  UWHC established an offsite case management facility, the Resource Center, staffed with payer specialists, referral specialists, data analysts, and clerical support.  This team manages non-patient care aspects of the patient’s experience, things like discharge planning, communication with insurance companies and coordination with offsite treatment facilities such as physical therapy centers.  As a result, the clinical team is freed from non-care related tasks. “The Resource Center’s team helps the wheels continue to turn by picking up much of the ‘busy work’.  As we’ve evolved in the last decade, we’ve been able to enlarge it and cover outpatient requests.  It helped us become more efficient, even before there was such a thing as an ACO.” As part of the initiative, UWHC introduced a web-based system for creating and monitoring patient care plans helps streamline the process. “We have made this online system the primary vehicle for communication between providers, both inpatient and outpatient,” Liegel says.  “Embedded in the software are tools to assess the fit between patients’ needs and hospital services and to monitor trends in admissions and discharges.” UWHC still operates with the same number of staff, but with very clear and well-defined roles. The new model has eliminated the overlap in care and holds everyone accountable for his or her actions. Licensed clinical staff now has more time at the bedside.  They are available to push their clinical colleagues, to look at medical necessity criteria and question if the patients even need to be in the hospital or transitioned to outpatient. Liegel credits her forward-thinking colleagues with driving the change forward. “The support from senior management and having a staff that was willing to analyze and improve their processes was instrumental. A change this big is not something that happens overnight. We are still trying to perfect our processes and will continue to do so.”