Texas Hospital ALOS and CMI Success

The Challenges:

After a thorough program assessment, HNI Healthcare diagnosed the following issues that were affecting quality of care and facility revenue generation.

Lack of Engaged Providers

The prior management group frequently used locum tenens providers and failed to maintain a full-time Medical Director to provide clinical leadership to the team.

No Alignment Between Hospitalist Group and Hospital Administration

The lack of communication resulted in a misalignment of strategies, and the providers had no understanding of the impact their documentation had on their quality panels.

Poor Operational Performance

The Hospitalist Group lacked reports and data to evaluate individual and group performance resulting in an inability to manage process improvement.

Our Solutions

• HNI employed and trained a Program Administrator and full-time Medical Director prior to the start date of the program.

• Transitioned hospitalists acceptable to the hospital and trained them to the “HNI Way” of hospitalist medicine.

• Deployment of VitalsMD® to manage daily workflow and provide real-time analytics to clinical providers.

• Implemented monthly meetings with hospital administration to review reports and initiate process improvement plans to enhance patient throughout.

• Established daily case management huddles inclusive of the Program Administrator and Medical Director.

ALOS Results

The average length of stay for all inpatient cases reduced from 5.55 to 4.27 within the first three years of HNI's management.

CMI Results

At the inception of the program, a significant improvement in case mix index  from 1.50 to 1.66 was achieved. These results were maintained for the program as shown above.

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