AnnualReport2021

» February 2021: Shriners Hospitals for Children — Northern California, Laura Dazey, MSN, RN, CPEN/ Pediatric Sepsis » April 2021: Shriners Hospitals for Children System Clinical Advancement Program; Portfolio Presentations, Lori V. Turgeon, PT, DPT, Courtney Condon, MeD, OTR/L, and Jenna Paradis, BSN, RN, CCRN, Shriners Hospitals for Children — Boston » June 2021: A Conversation with Marjorie McEttrick-Maloney, CNO/ What 30 Years of Shriners Hospitals Nursing Has Taught Me about Leadership, Service, and the Spirit of Nursing In April, the NEC introduced a new program for 2021, FOCUSED on Clinical Excellence. This program highlights the exceptional work of our interprofessional colleagues across Shriners Hospitals for Children’s health care system and how their work influences our collective professional practice. Shriners Genomics Institute: A Ground Work for a Stronger Health Care/The Value of a Diagnosis in Pediatric Rare Disease, was the inaugural presentation attended by over 250 staff members system-wide. Through these and future virtual programs, nursing and patient care services is expanding and promoting a culture of inquiry and innovation and strengthening our system-wide interprofessional practice in order to deliver meaningful content to help improve the care of our patients. TRANSFORMATIONAL LEADERSHIP AND INNOVATION Deborah Cook-Altonji, RN, MSN, CCM, SPHR joined Shriners Hospitals for Children in April 2020 as the new corporate director for care management. Cook-Altonji brings many years of experience in utilization, care management and health advocacy expertise to the position and a passion for case management. She began her role by conducting a Strengths, Weaknesses, Opportunities, and Threats (SWOT)

us more in line with what other health care systems offer to patients and families. Throughout the past year, monthly educational sessions have provided internal and external resources to expand the knowledge base of the care and utilization management team. Staff development initiatives geared to supporting the care managers by increasing their understanding of our health care system, refining the professional role of the care manager and supporting their efforts to achieve certification have been initiated. Additionally, sessions have been provided for individual medical staff at various facilities reviewing these same topics to achieve improved coordination and stewardship. Plans for 2021 are in full swing for the first care management leadership summit and the rollout of an online educational tool focused on competencies critical to success in utilization and care management. EXEMPLARY PROFESSIONAL PRACTICE Practice environment supports professional nursing and patient care services practice Leveraging Lippincott Procedures and Cerner Model recommendations, nursing service utilizes a shared

analysis to look for opportunities to expand on the current model of care coordination. As a result of this work, she has initiated cross-departmental workgroups to improve some of the operational processes where care management intersects with revenue cycle management to impact denial management. This has resulted in increased revenue generation, as the clinical perspective the care managers bring to the insurance carriers is key to understanding and justifying the unique services we provide. One operational change includes the ability for staff to upload documentation into the electronic health record (EHR) in real time to allow for better communication and process flow. In addition, EHR changes have been implemented to help providers choose the appropriate level of care. Through maximization of these revenue opportunities, we are able to treat additional children and families who are not covered by insurance, thereby extending our reach. Another improvement is the enhancement of our patient portal to include a way for families to communicate with our care management team using this technology. Families are now able to efficiently message their care manager and receive a quick response, eliminating the need for phone tag. This convenience improves family access and staff efficiency and brings

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