Kristen Klein

Don't forget! Tune in today with Quint Studer, Kelvin Hanger, and Maria Ashdown on The Healthcare Plus Podcast: https://lnkd.in/eBBWwF-G Kelvin and Maria share key performances improvement initiatives from their work at Good Samaritan Hospital (TriHealth) and offer best practices for healthcare leaders facing similar challenges. Their discussion highlights key successes in hiring and onboarding, employee engagement, retention, and patient experience. #HealthcarePlusPodcast #HealthcareLeaders #HealthcarePodcast

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Integrating #telemedicine has presented an amazing opportunity to rethink and redesign existing care processes and services. As more telemedicine programs like this offering from Boston Medical Center (BMC) are launched, providing higher acuity care at home, it is more important than ever to apply improvement science to ensure that telemedicine embodies quality — that it is safe, effective, efficient, timely, person-centered, and equitable. Otherwise, the significant risks and unintended consequences of virtual care will overshadow its incredible promise. To help health care organizations seize the opportunity, [tag] IHI released a framework during the pandemic to guide telemedicine efforts: https://bit.ly/3xBHk2U. The framework includes six elements to consider: access, privacy, diagnostic accuracy, communication, psychological and emotional safety, and human factors and system design. I hope every organization designs telemedicine programs with these six elements and accompanying recommendations in mind. Doing so is key to how we ensure the delivery of safe, equitable, and person-centered care virtually. #VirtualCare #HospitalAtHome

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Nursing Drug Handbook Quiz! Test your knowledge of drugs and drug administration with questions from the #1 drug guide for nurses. https://ow.ly/LhxN50Sc4Wx #NursingQuiz #Nurses

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Elevating Chronic Care Management through Nurse Care Managers As healthcare continues to pivot towards value-based care models, the role of #NurseCareManagers (#NCMs) in Chronic Care Management (#CCM) has never been more pivotal. NCMs are at the forefront of identifying eligible patients, developing personalized #careplans, and ensuring seamless #carecoordination. But how does this translate into better Quality Payment Program (#QPP) scores and increased incentive payments? First, by identifying patients eligible for CCM, NCMs ensure that those with multiple #chronicconditions receive continuous, comprehensive care. They not only enroll patients but also provide them with the necessary education about the benefits of such programs, leading to higher patient engagement and satisfaction. Secondly, care coordination is the heart of CCM. NCMs work tirelessly to connect the dots between various healthcare providers, ensuring that the patient's care plan is executed flawlessly. This includes managing medication, scheduling follow-ups, and monitoring the patient's health status. The seamless execution of these plans leads to improved patient outcomes and reduced hospital readmissions, which are critical metrics in determining QPP scores. Lastly, meticulous documentation and correct coding of CCM services by NCMs ensure that providers are reimbursed accurately for the care provided. This not only supports the financial health of the practice but also reflects the quality of care in QPP scores. In essence, NCMs are invaluable in navigating the complexities of chronic care, enhancing patient health outcomes, and steering healthcare practices towards higher QPP scores and increased incentives. Let's acknowledge and support the integral role of NCMs in elevating #chroniccaremanagement. #nursesofLinkedIn #innovation #nurseleaders #patientcenteredcare #valuebasedcare #CMS

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Discover practical strategies to help nurses overcome burnout and reignite their passion for this vital profession. Learn how to maintain enthusiasm and commitment in the face of the high demands and emotional strain inherent in nursing. #nurses

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On Wednesday, ENA issued the following statement about an ED Accreditation program developed by the American College of Emergency Physicians. ENA and ACEP have long-partnered – just as emergency nurses and physicians do every day – on the key issues that impact patient care in the emergency department. With the goal of achieving the best possible outcomes for each and every patient, it is important to remember the entire emergency care team plays a pivotal role. The ED requires tremendous teamwork, with everyone moving in the same direction. Although ENA and ACEP fundamentally agree on much of what is needed to not just deliver the best clinical care possible, but also create healthy work environments that support nurse and physician health and well-being, the framework announced by ACEP for its accreditation program falls short of being comprehensive and collaborative to achieve our common goals. The program’s goal describes elevating the practice of emergency medicine and the role of emergency physicians, but makes no references to the vital ways emergency nurses, nurse practitioners and advanced practice nurses contribute to the successful operation of an emergency department. ENA also has concerns with the following aspects of the program: • This accreditation, as described, is based on adherence to certain ACEP policies and practice standards, with quality criteria primarily driven by physicians. ENA finds it short-sighted for an ED accreditation program to be solely led by, or subjectively based on standards of, emergency physicians. Any ED accreditation should be based on independent verification of best practices, policies and clinical standards. • The program does not allow nurse practitioners to work to their full scope of practice. • There are unanswered questions about the program’s impact on emergency nurses, ED operational standards, quality measures or actual benefits of this accreditation in terms of patient care or emergency department improvements. • The ACEP accreditation classifications could create confusion for EMS and the public due to similarities with trauma center designations. The concept of an ED-specific accreditation is laudable, and the program does reference several policies and guidelines supported by ENA. However, ENA asks ACEP to pause its roll out of this initiative until such time as an interdisciplinary group within the emergency care team is consulted on the framework and goals of this accreditation program. Anything less would be a missed opportunity for collaboration to create a meaningful ED accreditation program supported by the entire emergency care team. - ENA President Chris Dellinger, MBA, BSN, RN, FAEN

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Missed opportunity… Is nursing a STEM profession? Science - do nurses learn sciences? ✔️microbiology ✔️chemistry- gen chem , bio-chem, o-chem ✔️anatomy ✔️pathophysiology ✔️algebra ✔️statistics ✔️pharmacology ✔️physics…all nursing courses- Technology & engineering- do nurses use technology or engineering? ✔️CVVHD ✔️ECMO ✔️Balloon Pumps ✔️IMPELLA ✔️LVAD ✔️HFOV ✔️ventilators ✔️IV pumps ✔️troubleshooting hemodynamic monitors ✔️performing and interpretation of ECG ✔️arterial lines and ABG interpretation ✔️capnography ✔️ultrasound ✔️ICP bolts ✔️Swan-Ganz catheter - just to name a few pieces of technology nurses engineer, setup, manage and troubleshoot. Math - do nurses do math? ✔️dose per kg or weight based dosing of medications ✔️fluid administration based on weight or formulas such as Parkland formula for burns ✔️converting % into mg/ml or converting milligrams to micrograms ✔️figuring out how many mcg or mg per ml is in a bag of fluid with a diluted medication ✔️diluting /concentrating medications-1 mg of epinephrine per 10 ml (100mcgs) to equal 10mcg per ml ✔️Taking 10mg of phenylephrine and making a 40mcg/ml concentration. ✔️research with statistical analysis ✔️lbs to kg conversion If nursing is changed to it’s appropriate designation #STEM this would provide funding opportunities furthering innovation, research, education and supporting growth of our profession addressing the nursing workforce needs. #nursesonlinkedin #nursing #nursingprofession #innovation #nursingshortage

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What are the 4 M’s? The Hartford Foundation, Institute for Healthcare Improvement, American Hospital Association, and the Catholic Health Association among other agencies are promoting a healthcare system that we want for ourselves and others. Recognizing the need for improved care for the nation’s largest patient population – those living with 2 or more chronic conditions, or multiple chronic conditions (MCC). The goals are to establish an Age-Friendly Health System that employs the 4-Ms to support the comprehensive care needs for this patient population. Patients living with MCCs their families and caregivers often experience multiple care systems – hospital, primary care, home health, long-term-care etc. and the 4Ms can be used to optimize and ensure safe healthcare. ·      WHAT MATTERS healthcare that is individualized based on patient and family preferences and used to align care throughout all care settings including palliative and end-of life care. ·      MEDICATIONS safe prescribing, reducing polypharmacy and ensuring that medications are not affecting what matters, mentation, or mobility. ·      MENTATION recognizing, preventing, and effectively managing dementia, depression and/or delirium across care settings. ·      MOBILITY maintaining safe physical functioning to ensure activities that allow patients to engage in what matters to them.

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During our recent webinar, Tudor Jovin, MD, Chairman and Chief of Neurology at Cooper University Healthcare, shared his thoughts on “finishing the job” by continuing to care for stroke patients after an interventional procedure is done. Our webinar series explains how Kandu Health supports stroke survivors as they return home from the hospital and the benefits for patients and providers alike. Check out more from Dr. Jovin in the recordings of our webinars at https://lnkd.in/gBwkdQG3

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3 New Guideline Summaries! *CAUTI *Testicular Cancer *BPH Find them here: https://ow.ly/IMbf50RIh42 Use these guideline summaries to stay up-to-date on current recommendations supported by the latest evidence. #NursingResources #Nurses

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"However, these savings—as much as $50 billion annually1—are unreported and not shown to improve care access for patients without adequate insurance.2,3" ---Well, the financial design is so bad that it has closed over 600 hospitals since DRG and the era of cost cutting. The financial design is the reason for closures and compromises. The 50 billion distributed to hospitals serving vulnerable populations (40 - 50% of US pop) would be some help due to the Era of Cost Cutting 1983 to 2030 or longer. "Per CMS’s budget neutrality principle in the Outpatient Prospective Payment System (OPPS), the $9 billion repayment must be offset by $7.8 billion of cuts to nondrug reimbursements." ---Budget neutrality and regulatory capture prevent any true reform to add support to the hospitals and practices serving most Americans most behind. Once again CMS is not accountable and must be reigned in even if it takes 50 years as it did for physician accountability over the last half of the 19th century and for human subject researchers over the last half of the 20th century. Medicare and Medicaid have failed for 2621 counties (40% of US) most behind and has primary care and basic health access except 1965 to 1978. What about the Belmont Principles and numerous violations? What about protection of vulnerable populations, informed consent (which requires prior study of consequences poorly done by CMS), or beneficent intent - especially with all three lining up consistently against the majority of the nation most behind time after time! Strike 1 for ethical and moral violations - CMS has demonstrated time and again the inability to protect their charges - vulnerable Americans. CMS most fails where there are concentrations of elderly, poor, disabled, and their worst public plans. Strike 2 - CMS has failed to do adequate studies of consequences prior to the implementations of policies since 1983 and including Medicaid Waivers which will steal more from team member support and give more for team members to do - with worst impacts on Community Health Centers with 50% Medicaid and in the most vulnerable populations highest in concentrations of Medicare, Medicaid, and Dual plans. Studies are done more to justify what CMS is doing rather than to protect most Americans most behind from consequences such as their providers rated poorly or penalized just for caring for these populations inherently lower in outcomes and drivers of outcomes (Readmissions, ACO shared savings, Star Ratings, others) Strike 3 - CMS fails for beneficent intent. The intent is cost cutting. CMS harms tens of millions with designs that have killed hundreds of hospitals and countless practices, delivery team members, and local leaders in health and other community areas. We know about some economic and access impacts from these losses, but the full impact and cascades of impacts are never studied. See comments for losses of jobs, income, leadership, and better health insurance