Care Maps, Clinical Paths/Pathways, Critical Paths/Pathways Anonymous Records/Oct 99


     1.    Anonymous. (1999). Clinical paths, wound clinics expand home care. Hosp Peer Rev, 24(4), 61-2.

     2.    Anonymous. (1998). Clinical pathways for general surgeons: elective ventral (incisional) hernia repair. American Surgeon, 64(9), 913-6.

     3.    Anonymous. (1998). Clinical pathways for general surgeons: emergency appendectomy with rupture. American Surgeon, 64(6), 593-6.

     4.    Anonymous. (1998). Clinical pathways for general surgeons: emergency appendectomy without rupture. American Surgeon, 64(4), 378-81.

     5.    Anonymous. (1998). Clinical pathways for general surgeons: emergency small bowel resection. American Surgeon, 64(10), 1019-22.

     6.    Anonymous. (1999). Clinical pathways for general surgeons: esophagectomy. American Surgeon, 65(2), 191-6.

     7.    Anonymous. (1998). Clinical pathways for general surgeons: inguinal hernia repair. American Surgeon, 64(8), 805-7.

     8.    Anonymous. (1998). Clinical pathways for general surgeons: laparoscopic cholecystectomy. American Surgeon, 64(2), 200-2.

     9.    Anonymous. (1998). Clinical pathways for general surgeons: laparoscopic Heller myotomy. American Surgeon, 64(12), 1229-31.

   10.    Anonymous. (1999). Clinical pathways for general surgeons: laparoscopic Nissen fundoplication. American Surgeon, 65(1), 95-7.

   11.    Anonymous. (1998). Clinical Pathways for general surgeons: partial or total thyroidectomy. American Surgeon, 64(11), 1118-20.

   12.    Anonymous. (. Clinical pathways get mixed results in court. Hospital Case Management.  5(5):78, 1997 May.

   13.    Anonymous. (1996). Clinical pathways. Most hospitals are developing them [news]. Medical Economics, 73(10), 24.

   14.    Anonymous. (. Clinical pathways offer better outcomes: process is difficult and time-consuming. Hospital Home Health.  16(2):21-4, 1999 Feb.

   15.    Anonymous. (1997). Clinical pathways. OR sees its pathway role as standardization. Or-Manager, 13(2), 21-24.

   16.    Anonymous. (. Clinical pathways. Trauma pathways improve care, bottom line. Or-Manager.  13(9):30, 1997 Sep.

   17.    Anonymous. (1998). CMs coordinate with home care on continuum path. Hospital Case Management, 6(10), 193-4.

   18.    Anonymous. (1999). CMs fight for acceptance of premature infant path. Hospital Case Management, 7(2), 24-8.
Abstract: Responding to benchmarking data indicating that their length of stay for premature infants was above the national average, case managers at University Hospital-University of Colorado Health Sciences Center in Denver formed a multidisciplinary team to develop a pathway designed to address the problem. But they encountered stiff initial resistance from both staff nurses and physicians, many of whom regarded the pathway as "cookbook medicine." The main appeal to nurses was that the pathway's preprinted orders would help standardize care--a key selling point at this teaching hospital, where attending physicians and interns rotate in and out on a monthly basis. Case managers also changed the pathway's documentation requirements at the suggestion of the nurses, adopting a charting-by-exception approach. Physicians have been slower to come around, but the case managers are optimistic that outcomes data on the revised pathway, due within six months, will demonstrate the pathway's benefits.  (Abstract by: Author)

   19.    Anonymous. (. Collaboration -- and trust -- save four hospitals $896,000 on CABG patients. Hospital Case Management.  2(5):73-5, 1994 May.

   20.    Anonymous. (1996). Collaboration fills missing piece of CM puzzle. Hospital Case Management, 4(4), 54-59-61.

   21.    Anonymous. (. Colon, rectal paths cut average charge by 40%. Advanced Technology in Surgical Care.  14(12):135-6, Insert 8p, 1996 Dec.

   22.    Anonymous. (. Comparative data sells physicians on care paths. Hospital Case Management.  5(2):23, 1997 Feb.

   23.    Anonymous. (1997). Computer tool takes guessing out of redesign. Patient-Focused Care, 5(5), 53-7.

   24.    Anonymous. (. Computerized pathways reduce redundancy. Home Care Quality Management.  4(11):165-8, 1998 Nov.

   25.    Anonymous. (. Congress studies reforms of venipuncture, IPS. Hospital Home Health.  15(8):119-120, 132, 1998 Aug.

   26.    Anonymous. (1997). Consortium benchmarks CHF, develops care path. Healthcare Benchmarks, 4(1), 4-7.

   27.    Anonymous. (1997). Continuum care is built on provider relationships. Hospital Case Management, 5(7), 116-7.
Abstract: One of the biggest obstacles to creating truly seamless continuity of care is the difficulty of creating an effective feedback loop from home health care agencies to hospital case managers. The problem is complicated by the number of home health agencies to which most hospitals refer, and by lack of external incentives. Case managers at Children's Hospital of Pittsburgh attempt to get around the feedback problem by communicating with the families of patients receiving high-tech home care, such as infusion therapy. Experts advise that it's easier to establish policies for sharing information and case management tools such as critical pathways when you enter into formal partnerships with high-volume home care agencies.  (Abstract by: Author)

   28.    Anonymous. (1998). Continuum-focused CHF path cuts LOS to four days. Hospital Case Management, 6(2), 26-8-33.
Abstract: Evanston (IL) Hospital's continuum-focused clinical pathway for congestive heart failure (CHF) has racked up some impressive numbers since its implementation in 1995: Length of stay has dropped from 6.2 days to four days--three less than the national average--while direct treatment costs have dropped by 60%. At the same time, the 30-day readmission rate has fallen from 19% to only 2.6%. Case managers at Evanston attribute much of the pathway's success to its ability to quickly mobilize team members and allow them efficient access to necessary resources. The drop in 30-day readmissions has resulted from Evanston's automated tele-management program, which allows CHF patients to phone in their daily weights and answer questions related to their current health status.  (Abstract by: Author)

   29.    Anonymous. (1998). Continuum of care provides services for senior citizens. Hospital Case Management, 6(5), 100-105-7.
Abstract: To address the needs of its growing senior population, as well as the need to shorten its lengths of stay, West Georgia Health System in LaGrange and its 276-bed hospital have developed an integrated continuum of geriatric services. As part of that continuum, the hospital has opened an adult day care program within its skilled nursing facility to provide care to senior citizens who don't require 24-hour-a-day assistance. When patients are discharged from the hospital's subacute unit, they may sign up for visits from a Senior Companion Services or AmeriCorps volunteer.  (Abstract by: Author)

   30.    Anonymous. (1997). Contract managers help with high-volume DRG. Hospital Case Management, 5(4), 73-6.

   31.    Anonymous. (. COPD DRG No: 88 Critical Pathway [inside] with Listing of Medications, Record of Multidisciplinary Case Conference and Teaching Plan. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Jun (4 P).

   32.    Anonymous. (1997). COPD pathway cuts costs per case by $900. Hospital Case Management, 5(9), 156-8.
Abstract: Mobile (AL) Infirmary Medical Center's clinical pathway for chronic obstructive pulmonary disease (COPD) has cut length of stay from 7.8 days to 5.6 days, and cut costs per case from $4,050 to $3,170, resulting in an annual profit of more than $300,000. One reason for the pathway's high degree of physician buy-in has been case managers' willingness to make changes to the pathway with a minimum of red tape. One early revision to the COPD pathway was the development of specific patient goals for each day of the path. Other revisions included making the pathway a permanent part of the medical record and attaching relevant protocols to the pathway, such as a protocol for oxygen therapy.  (Abstract by: Author)

   33.    Anonymous. (. Creating pathways will be critical in coming year. Homecare Education Management.  3(1):11-2, 16, 1998 Jan.

   34.    Anonymous. (. Critical path network: better critical pathway compliance leads to fewer C-sections. Hospital Case Management.  2(5):79-82, 1994 May.

   35.    Anonymous. (. Critical path network. Continuum improves CHF patient education: packet and checklist provide standardization. Hospital Case Management.  7(2):29-32, 40, 1999 Feb.

   36.    Anonymous. (1994). Critical path network: generic critical path for home care patients covers multiple diagnoses. Hospital Case Management, 2(1), 9-12.

   37.    Anonymous. (. CRITICAL PATH NETWORK. Improved assessment sends fewer chest pain patients to CCU. Hospital Case Management.  2(10):167-70, 1994 Oct.

   38.    Anonymous. (. Critical path network: integrated paths for DKA -- from the ED through inpatient care... diabetic ketoacidosis. Hospital Case Management.  2(2):27-30, 1994 Feb.

   39.    Anonymous. (. Critical path network. Jefferson CHF pathway includes severity adjustment. Hospital Case Management.  6(11):215-8, 224, 1998 Nov.

   40.    Anonymous. (. Critical path network. Pathway for same-day surgery. Hospital Case Management.  7(4):69-72, 80, 1999 Apr.

   41.    Anonymous. (. CRITICAL PATH NETWORK. "Reusable" chronic pain path accounts for multiple patient visits. Hospital Case Management.  2(9):151-4, 1994 Sep.

   42.    Anonymous. (1995). Critical path use doesn't have to be as traumatic as the condition. Hospital Case Management, 3(11), 165-8.

   43.    Anonymous. (. Critical paths and expected outcomes. Interactive Healthcare Newsletter.  12(9/10):9, 1996 Sep-Oct.

   44.    Anonymous. (1995). Critical paths conflict with MDs' traditional ethics. Hospital Peer Review, 20(10), 140-1.

   45.    Anonymous. (. Critical paths cut costs, documentation. Cost Management in Cardiac Care.  1(1):11-2, 1996 Jan.

   46.    Anonymous. (. Critical paths looseleaf available. Hospital Home Health.  11(10):135, 1994 Oct.

   47.    Anonymous. (1995). Critical paths offer cost control for high-tech, high-volume procedures. Advanced Technology in Surgical Care, 13(12), 141-3.

   48.    Anonymous. (. Critical Pathway: C-Section Post-Partum DRGs 370 & DRG 371 with Teaching & Multidisciplinary Patient Care Plans. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Jan (4 P).

   49.    Anonymous. (. Critical Pathway: Cardiac Surgery, DRGs 104-108 CABG & Valves [including Supplemental Critical Pathway]. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1995 Dec (6 P).

   50.    Anonymous. (. Critical Pathway DRG 391: Newborn [inside] and Neonatal Admission Assessment. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Oct (4 P).

   51.    Anonymous. (. Critical Pathway for Patient and Family: Cardiac Surgery. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1995 Dec (1 P).

   52.    Anonymous. (1996). Critical pathway for the treatment of established intracranial hypertension. Brain Trauma Foundation.  Journal of Neurotrauma, 13(11), 719-20.

   53.    Anonymous. (. Critical pathway is a combination of ideas: other providers, surgeons, therapists had input. Hospital Case Management.  7(3):54, 59-60, 1999 Mar.

   54.    Anonymous. (. Critical Pathway: Vaginal Delivery Post-Partum DRGs 373 & 374: /c Tubal Ligation with Teaching & Multidisciplinary Patient Care Plans [including Couplet Care Variance Report]. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Jan (4 P).

   55.    Anonymous. (. Critical pathways. Journal of Burn Care & Rehabilitation.  17(6 Part 2 Suppl):S15-36, 1996 Nov-Dec.

   56.    Anonymous. (. Critical pathways -- an acute care tool enters the home health care setting. Hospital Home Health.  11(1):1-6, 1994 Jan.

   57.    Anonymous. (1998). Critical pathways can help providers cut costs, improve care. Natonal Report on Subacute Care, 6(15), 5-8.

   58.    Anonymous. (. Critical pathways data review offers crucial insight. AACN News.  :5, 1996 Jul.

   59.    Anonymous. (. Critical pathways for TB make difference. Tb Monitor.  4(4):39, 1997 Apr.

   60.    Anonymous. (1994). Critical pathways... ORs streamline patient care, control resource utilization. Or-Manager, 10(7), 1.

   61.    Anonymous. (1994). Critical pathways. Pathways guide care at St Luke's, Houston. Or-Manager, 10(8), 18.

   62.    Anonymous. (. Critical pathways: plotting new courses. Hospital Home Health.  12(4):57-60, 1995 Apr.

   63.    Anonymous. (1996). Cross training is key to cross-continuum success. Hospital Case Management, 4(8), 124-5.

   64.    Anonymous. (1998). Cut pneumonia length of stay, costs, readmissions. Health Care Cost Reengineering Report, 3(1), 1-5; suppl 1-4.

   65.   Anonymous. (1998). CVA (cerebrovascular accident) pathway cuts across seven hospital units. Hospital Case Management, 6(2), 33-4.
Abstract: After discovering that stroke patients were receiving care on 18 different units within the hospital, St. Luke's Medical Center in Milwaukee developed its first cross-unit clinical pathway, targeted at cerebrovascular accident (CVA) patients. Implemented in October 1996, the five-day CVA pathway has cut length of stay by 1.6 days while maintaining a patient satisfaction rating of 94%. Nurse clinicians developed five key outcomes for the CVA pathway, including visits from speech therapy, a physiatry referral, a severity assessment, patient education, and patient consultation on the details of the discharge plan.  (Abstract by: Author)

   66.    Anonymous. (. CVA paths give specifics for each discipline: take quick look at stroke pathway program. Home Care Quality Management.  4(3):49-52, 1998 Mar.

   67.    Anonymous. (. CVA pathway cuts across seven hospital units: path focuses on five key outcomes. Hospital Case Management.  6(2):33-4, 40, 1998 Feb.

   68.    Anonymous. (. CVA -- Week 1 Critical Pathway, Rehabilitation Institute. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Apr (3 P).

   69.    Anonymous. (. CVA -- Week 2 Critical Pathway, Rehabilitation Institute. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Apr (3 P).

   70.    Anonymous. (. CVA -- Week 3 Critical Pathway, Rehabilitation Institute. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1996 Apr (3 P).

   71.    Anonymous. (111). Daily rounds key to improved geriatric care. Hospital Case Management, 3(7), 106.

   72.    Anonymous. (1995). Data collection efforts made easy. Hospital Case Management, 3(10), 161-2.

   73.    Anonymous. (1996). Developing effective clinical pathways for nutrition. Hospital Food & Nutrition Focus, 12(10), 1-6-7.

   74.    Anonymous. (1997). Developing GI bleeding paths requires flexible, complex approach. Hospital Case Management, 5(1), 1-6.

   75.    Anonymous. (1999). Diabetes pathway slashes length of stay by 26%. Hospital Case Management, 7(1), 8-13.
Abstract: The diabetes pathway at Spohn Memorial Hospital in Corpus Christi, TX, developed alongside the diabetes program it complements, has cut health care costs for diabetic patients by 68% while also cutting readmissions by 33% and length of stay by 26%. Based on standards set by the Alexandria, VA-based American Diabetes Association, the pathway can be customized to meet the needs of each patient based on his or her level of risk of complications. One key to the success of the overall diabetes program was the establishment of a specially designed clinic that provides all necessary services for patients in a single location.  (Abstract by: Author)

   76.    Anonymous. Disease management: an appraisal. Plymouth Meeting, PA : ECRI, 1995.  11 p.

   77.    Anonymous. (1995). Disease management begins in community CM. Hospital Case Management, 3(3), 40-1.

   78.    Anonymous. (1995). Documentation, CM system praised by Joint Commission. Hospital Case Management, 3(7), 101-6-111.

   79.    Anonymous. (1995). Don't automatically point fingers at doctors. Hospital Case Management, 3(6), 95-6.

   80.    Anonymous. (. Don't be left out: help create critical paths that standardize, improve care... blueprint for critical path development. Home Care Quality Management.  1(6):77-80, 1995 Aug.

   81.    Anonymous. (1995). Don't cut LOS at expense of readmission rates. Hospital Case Management, 3(10), 153-4-159.

   82.    Anonymous. (1998). Don't let data become too much of a good thing in clinical path, outcomes tracking efforts. Data Strategies & Benchmarks, 2(3), 44-7.
Abstract: Too much of a good thing? Are you collecting too much data? At University of Iowa Hospitals and Clinics, caregivers were tracking every variance to every item on every clinical pathway. It was just too much work, and the reports weren't even useful. A new variance tracking system includes targeting three to 10 key events for each pathway and has resulted in greater tracking compliance and data accuracy.  (Abstract by: Author)

   83.    Anonymous. (1926g). Don't let the Kardex hold back pathway implementation. RN, 61(10), 26F.

   84.    Anonymous. (1996). Don't let wound care scar your case management program. Hospital Case Management, 4(3), 33-5.

   85.    Anonymous. (. DRG 391: Newborn Supplemental Critical Pathway. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1994 May (2 P).

   86.    Anonymous. (. Duke University Medical Center. Duke University Medical Center ** 1999.  Durham, NC 27710; (919) 684-8111.
Abstract: The Duke University Medical Center website includes information for patients and visitors, health care professionals, and their faculty and staff, with information about current research and educational programs, including schools of medicine and nursing.

   87.    Anonymous. (1998). Early diagnosis of breast abnormalities. Florida Early Diagnosis Steering Committee and Florida Academy of Family Physicians. Healthcare Demand & Disease Management, 4(3), suppl 1-4.

   88.    Anonymous. (. Ease CM workload with jointly developed paths. Case Management Advisor.  6(9):119-22, 1995 Sep.

   89.    Anonymous. (. Emergency department pathways slash LOS and testing costs. Hospital Case Management.  2(7):112-6, 1994 Jul.

   90.    Anonymous. (. Evidence-based medicine: research leads to better clinical pathways: process requires a systematic review of literature. Disease State Management.  5(5):49-51, 1999 May.
Abstract: Evidence-based medicine (EBM) brings the latest research into practice. Researchers say EBM empowers physicians currently overwhelmed by the enormous body of medical knowledge available to them. Groups of physicians can work together to develop a risk management system based on clinical evidence, allowing them to better track patients, and improve outcomes

   91.    Anonymous. (1997). Evidence-based tools help move patients through the continuum quickly, efficiently and safely. Natonal Report on Subacute Care, 5(22), 6-8.

   92.    Anonymous. (1995). The evolving health care market.... Making the cuts. Nutrition, 11(3), 315-6.

   93.    Anonymous. (1996). Evolving mapping and case management for capitation, part III: getting control of value. New Definition, 11(2), 1-2.

   94.    Anonymous. (1997). Exceptional CHF program is built on best practices, benchmarks. Healthcare Benchmarks, 4(8), 105-9.
Abstract: Advocate Health Care in Oak Brook, IL, has built an exceptionally successful congestive heart failure (CHF) program based on best practices. Advocate's 90-day readmission rate for CHF patients is half the national average. A new part of the program, transitional care, has a readmission rate of just 4%. It is based on telephone follow-up and ongoing patient education. Advocate managers are building an internal database for their program, which will allow emergency department staff to access patients' latest labs, EKGs, blood serums, and other information.  (Abstract by: Author)

   95.   Anonymous. (1996). Experts split over best AMI therapy: thrombolysis or PTC angioplasty? Hospital Case Management, 4(12), 177-81.

   96.    Anonymous. (. Facility attains 6.8% CHF recidivism; LOS drops by more than 50%. Cost Management in Cardiac Care.  3(5):53-5, 1998 May.

   97.    Anonymous. (. Family birth center uses 13 paths that cover the continuum. Hospital Case Management.  2(12):199-200, 205-7, 1994 Dec.

   98.    Anonymous. (1997). FDA weighs policing electronic patient record. Hospital Case Management, 5(5), 81-3.
Abstract: New regulations now being considered by the Food and Drug Administration (FDA) could affect the software you use to run your electronic patient record and electronic clinical pathway systems. The standards would impose a federal approval process on all computerized medical record programs and financial systems currently in use at hospitals. The FDA's primary focus is on commercially developed software. Although some worry that the agency will also attempt to regulate software developed in-house by hospitals, it's now likely that such software will be exempted from regulation. Although the agency has not released a final version of the regulatory standards, FDA officials expect action to be taken within the next few months.  (Abstract by: Author)

   99.   Anonymous. (. Field-tested paths to be shared at HCM conference... Hospital Case Management. Hospital Case Management.  4(1):15, 1996 Jan.

100.    Anonymous. (. Fine-tune micro-indicators for use on care maps. Home Care Quality Management.  4(4):53-61, 72, 1998 Apr.

101.    Anonymous. (1995). Fine-tuning of critical pathways lies in auxiliary algorithms. Hospital Case Management, 3(2), 21-5-suppl 2 p.

102.    Anonymous. (1995). Flow charts help hospital with perioperative paths. Hospital Case Management, 3(5), 79-82.

103.    Anonymous. (1997). Forget staffing formulas; it's the case management model that matters. Hospital Case Management, 5(10), 173-6.

104.    Anonymous. (. Free MEDLINE on the WWW. Interactive Healthcare Newsletter.  12(11/12):10-4, 1996 Nov-Dec.

105.    Anonymous. (1998). Go the extra mile with subacute care pathways. Patient-Focused Care & Satisfaction, 6(12), 141-2.

106.    Anonymous. (1998). Hard data drive physician buy-in for pathway development efforts. Hospital Case Management, 6(2), 21-4.
Abstract: Although getting physician buy-in for clinical pathway initiatives remains a challenge at many hospitals, there are things you can do to stack the odds in your favor, experts say. The first step is to lay the groundwork for physician support by winning over key physicians early. Target the chief of staff, a respected physician in a relevant field, or the physician you expect to be most resistant to pathway efforts. To maintain physicians' goodwill, you must manage to keep physicians involved in the pathway effort without making excessive demands on their time. Experts suggest incorporating pathway discussions into already-scheduled meetings, and shifting the burden of paperwork away from physicians. A third crucial component of buy-in is supplying physicians with valid, reliable data in a clear and concise manner. Build in a feedback loop, and let them know the data you collect won't be used against them.  (Abstract by: Author)

107.    Anonymous. (. Hard data drive physician buy-in for pathway development efforts: mere involvement isn't enough, experts say. Hospital Case Management.  6(2):21-4, 40, 1998 Feb.

108.    Anonymous. (1998). Health system creates brand identity with clinical paths, outcomes data, report cards. Data Strategies & Benchmarks, 2(3), 37-42.
Abstract: Using data to woo consumers: A four-hospital system in southern California is aggressively capturing and touting systemwide data in an effort to directly reach consumers with the message that health care is of consistently high quality across the system. A systemwide report card doesn't even break the data out by hospital but instead is an attempt to "brand" health care. Here's the story, plus some unique data charts from the consumer report card.  (Abstract by: Author)

109.    Anonymous. (. "Heart at home" program provides better outcomes. Home Care Quality Management.  4(1):12-4, 20, 1998 Jan.

110.    Anonymous. (1998). Hedge against downsizing: numbers you need to know. Patient-Focused Care & Satisfaction, 6(6), 68.

111.    Anonymous. (. HIV critical pathway can make critical difference. AIDS Alert.  11(5):57-9, 1996 May.

112.    Anonymous. (1998). HIV treatment strategies must shift to DM focus. Healthcare Demand & Disease Management, 4(10), 145-51.

113.    Anonymous. (. Home care 101: clinical path considerations. Home Care Nurse News.  2(10):1-2, 1995 Oct.

114.    Anonymous. (. Home care case management. Computerized pathways make job easier. Home Care Quality Management.  3(12):169, 172, 1997 Dec.

115.    Anonymous. (. Home care case management. Lower LOS of stroke patients through QI goals: agency improves outcomes while volume increases. Home Care Quality Management.  4(3):46-9, 52, 1998 Mar.

116.    Anonymous. (. Home care case management. Need to freshen up or revise critical pathways? Home Care Quality Management.  3(12):167-72, 1997 Dec.

117.    Anonymous. (. Home care critical pathways: tools for managed care contracting. Continuum: an Interdisciplinary Journal on Continuity of Care.  17(3):15-7, 1997 May-Jun.

118.    Anonymous. (. Home management, education help reduce CHF readmissions... program hinges on critical paths, teaching guidelines. Home Care Case Management.  2(12):133-8, 1995 Dec.

119.    Anonymous. (1997). Home visits cut LOS for lumbar discectomy. Hospital Case Management, 5(3), 39-43.

120.   Anonymous. (1996). Hospital blazes new trails with cross-continuum case management program. Hospital Case Management, 4(1), 1-3.

121.    Anonymous. (. Hospital cuts LOS in 70% of top DRGs with abbreviated "tracker". Hospital Case Management.  2(10):166, 171-5, 1994 Oct.

122.   Anonymous. (1998). Hospital cuts LOS in half for CHF (congestive heart failure) patients. Hospital Case Management, 6(1), 13-4-19-20.

123.    Anonymous. (1998). Hospital executives speak frankly about managed care changes. Managed Care Strategies, 6(3), 25-8.

124.    Anonymous. (. Hospital finds success with CM approach on second try -- emphasis now on outcomes... case management. Hospital Case Management.  2(2):21-6, 1994 Feb.

125.    Anonymous. (. Hospital focus: patient care. A CHF program that focuses on best practices and benchmarks... congestive heart failure... this article is adapted from one that appeared in sister company American Health Consultants' newsletter "Healthcare Benchmarks". RN.  61(3):24AA-BB, 1998 Mar.

126.    Anonymous. (. Hospital laser center institutes critical paths. Hospital Case Management.  2(5):83-5, 1994 May.

127.    Anonymous. (1996). Hospital nixes pathways, keeps case management. Hospital Case Management, 4(1), 6-11-2.

128.    Anonymous. (1997). Hospital program weds case, disease management. Hospital Case Management, 5(10), 177-9; suppl 1-2.
Abstract: To lower its readmission rates and inpatient length of stay for three high-volume chronic conditions, Memorial Hospital in Colorado Springs, CO, developed a program that combines clinical pathways with a cross-continuum disease management program. Community physicians refer patients to the program. Hospital-based care managers guide patients in the acute setting before handing them off to outpatient case managers, who coordinate the patient's transition to home care. Clinicians at Memorial sold administrators on the "care-case management" approach by arguing that increased inpatient efficiency would offset potential revenue shortfalls due to fewer admissions.  (Abstract by: Author)

129.    Anonymous. (1995). Hospital reduces practice pattern variation before starting pathways. Hospital Case Management, 3(10), 149-50.

130.    Anonymous. (. The hospital's critical path manual: an educational resource for inpatient case managers. Am Health Consult (Atlanta, GA) ** 1996 Vol 2 (Various Paging).

131.    Anonymous. (1995). Hospital's stroke path proves myth wrong. Hospital Case Management, 3(11), 168-70-175.

132.    Anonymous. (. Hospitals and business coalition join in cardiac care partnership project. New Definition.  7(3):3, 1992 Summer.

133.    Anonymous. (. Hospitals use case management to help the elderly navigate the health care continuum. Hospital Case Management.  2(3):37-42, 1994 Mar.

134.    Anonymous. (1994). Hospitals use practice data to garner physician support. Hospital Case Management, 2(7), 121-4.

135.    Anonymous. (. Hospitalwide education goes to the small screen. Hospital Case Management.  4(3):47, 1996 Mar.

136.    Anonymous. (1995). Hospitalwide guidelines get staff motivated. Hospital Case Management, 3(8), 121-2-127.

137.    Anonymous. (1996). How to integrate acute and home care. Hospital Case Management, 4(7), 99-102.

138.    Anonymous. (1995). How to market paths for successful staff buy-in. Hospital Case Management, 3(4), 58-63-4.

139.    Anonymous. (1996). How to steer your case management program through tumultuous mergers. Hospital Case Management, 4(2), 17-20.

140.    Anonymous. (1998). Improving care for acute myocardial infarction: experience from the Cooperative Cardiovascular Project. The Cooperative Cardiovascular Project Best Practices Working Group. Joint Commission Journal on Quality Improvement, 24(9), 480-90.
Abstract: BACKGROUND: The Cooperative Cardiovascular Project (CCP) was initiated by the Health Care Financing Administration to improve the quality of care for Medicare beneficiaries admitted to the hospital with acute myocardial infarction (AMI). Four peer review organizations formed the CCP Best Practices Working Group (Working Group) to identify effective intervention strategies that enable a hospital staff to improve AMI care. METHODS: The peer review organization in each state was asked to identify six hospitals with exemplary quality improvement (QI) plans for AMI care; 33 states responded. Data about the hospitals' baseline performance on the CCP quality indicators and components of the QI plans were collected from each hospital. Thirty-six of 40 randomly selected hospitals from this group were interviewed. RESULTS: The Working Group identified 191 hospitals in 33 states with exemplary QI plans. Administration of thrombolytic therapy and aspirin were the quality indicators most commonly addressed. Staff education, development or revision of clinical pathways and standing orders, and ongoing data collection were the most common QI plan components. The need to develop interdisciplinary teams and to identify a strong physician champion for the QI efforts were the most common recommendations for other hospitals considering implementation of the CCP. CONCLUSIONS: The CCP stimulated interest in QI activities for AMI care in the institutions identified for the Working Group. The characteristics of the hospitals' improvement plans were consistent with those identified by contemporary leaders of clinical QI as central to improving care. These plans focused on changes in clinical processes, deployment of interdisciplinary teams, identification of project champions, and ongoing data collection to assess and improve quality of care

141.    Anonymous. (1998). In-depth data produce results worth having. Healthcare Benchmarks, 5(5), 65-9.

142.    Anonymous. (. In praise of step-by-step clinical pathways. Cost Management in Cardiac Care.  1(11):133-5, Insert 2p, 1996 Nov.

143.    Anonymous. (1997). Indiana hospital revamps path for continuum care. Hospital Case Management, 5(4), 62-4-69.

144.    Anonymous. (1995). Indicator sheets streamline paths, improve variance tracking. Hospital Case Management, 3 (4), 53-8.

145.    Anonymous. (1998). Influence of a critical path management tool in the treatment of acute myocardial infarction. Clinical Quality Improvement Network Investigators. American Journal of Managed Care, 4(9), 1243-51.
Abstract: OBJECTIVE: The primary objective of this study was to determine the effect of implementing a critical path on use of proven efficacious therapies and outcomes in patients admitted to a hospital with acute myocardial infarction (AMI). The secondary objectives were to evaluate the use of unproven medications and to develop an understanding of the factors associated with adverse in-hospital outcomes in these patients. STUDY DESIGN: A nonrandomized before-after study design was used to evaluate the efficacy of a critical path instrument in patients admitted to hospital with AMI. PATIENTS AND METHODS: Consecutive patients admitted with AMI in nine participating hospitals were enrolled in the study. The critical path instrument consisted of a locally developed, preprinted physician order form. Practice patterns were determined before (n = 2305) and after (n = 2349) implementation of the critical path by primary chart review. Multivariate analysis of risk factors for mortality was performed on a combined database of 6088 AMI patients. RESULTS: The use of acetylsalicylic acid (ASA), nitrates, and beta blockers increased significantly by 3%, 2%, and 9%, respectively, after implementation of the critical path. Use of thrombolytics remained stable at 41%, and calcium channel blocker use decreased significantly by 8%. In-hospital mortality decreased by 1%. There was less use of ASA, nitrates, beta blockers, and thrombolytic therapy in women and the elderly. Multivariate analysis showed that advanced age was associated with increased mortality risk, whereas ASA, beta blockers, nitrates, and calcium channel blockers were associated with reduced mortality risk. CONCLUSION: Implementation of a critical path resulted in increased use of proven efficacious therapies, reduced use of noneffective therapy, and a trend toward reduced mortality. (Abstract by: Author)

146.    Anonymous. (1992). An information strategy to improve and measure quality. QRC Advisor, 9(2), 1-6.

147.    Anonymous. (1127). Initiatives can contain costs and increase quality of nursing care [news]. Oncology, 9(11), 1124.

148.    Anonymous. (1997). Inpatient specialists help cut costs, reduce LOS. Hospitalists partner with case managers. Hospital Case Management, 5(5), 79-81.
Abstract: Inpatient specialists, or hospitalists, represent a valuable resource in helping case managers reduce costs and lower lengths of stay. At Mercy Hospital in Springfield, MA, and Park Nicollet in Minneapolis, hospitalists have largely been responsible for a 20% reduction in costs across the board for hospital stays. Because they work full time in the hospital, these physicians tend to develop stronger professional relationships with case managers than other physicians do. They're also generally more open to quality improvement efforts, experts say. Due to their greater familiarity with "hospital illnesses," hospitalists have established a strong track record for cost-efficiency in treating patients in the acute care setting.  (Abstract by: Author)

149.    Anonymous. (1997). Integration of behavioral medicine into general practice = better outcomes, lower costs. Health Care Cost Reengineering Report, 2(2), 28-32.
Abstract: Health care organizations save by looking beyond the basics of prescribing pills and taking to the operating table. Experts in behavioral medicine have developed six pathways to identify high-cost patients who may benefit from relaxation techniques and psychiatric counseling more than they can from biomedical care. Learn how to cut costs with formal behavioral medicine programs that are being instituted around the country.  (Abstract by: Author)

150.    Anonymous. (1996). Investigation leads to new assessment, critical path. Hospital Case Management, 4(3), 36-7.

151.    Anonymous. (. Ischemic stroke pathway relies on ED order sheets: path computerization could standardize ED use. Hospital Case Management.  7(4):67-8, 77, 80, 1999 Apr.

152.    Anonymous. (1998). Jefferson CHF pathway includes severity adjustment. Hospital Case Management, 6(11), 215-8.

153.    Anonymous. (. Joint Commission rep answers your questions. Hospital Case Management.  4(5):79-80, 1996 May.

154.    Anonymous. (1997). Joint replacement path slashes LOS by eight days. Hospital Case Management, 5(10), 179-80-185-6.

155.    Anonymous. (1995). Keep program flexible for physician support. Hospital Case Management, 3(8), 130-2.

156.    Anonymous. (1998). Kentucky hospital earns rep for continuum care. Hospital Case Management, 6(7), 133-6.
Abstract: At Ephraim McDowell Regional Medical Center in Danville, KY, case managers helped implement a group of pathways that span the continuum of care by stressing communication with providers outside the acute care setting. Once patients are referred to a pathway, the admissions nurse and case manager draw up a schedule that they share with representatives from the physician's office, rehabilitation, home health, and related disciplines. At the patient's first scheduled appointment, each discipline comes to the patient to perform an initial assessment. Several disciplines also play an active role in preparing for the patient's discharge, including physicians, social workers, case managers, rehabilitation services, and home health.  (Abstract by: Author)

157.    Anonymous. (1997). Laminectomy path saves $180,000 annually. Hospital Case Management, 5(12), 224-7.

158.    Anonymous. (1997). Lap choly pathway leads to efficiency, savings. Hospital Case Management, 5(7), 125-8.
Abstract: Promina Gwinnett Health System's laparoscopic cholecystectomy pathway has allowed the system's surgery programs to standardize supplies, reduce time and paperwork, and cut costs by $200 per patient per day. Care coordinators at Promina recently implemented a perioperative pathway that will be used in conjunction with a number of outpatient surgical pathways, including lap choly. The perioperative pathway further addresses the issue of reducing paperwork. To gain acceptance for their pathways, case managers meet frequently with physicians one on one to discuss concerns. The also post a list of physicians who comply with the pathway as a means of applying peer pressure.  (Abstract by: Author)

159.    Anonymous. (. Large databases compare hospital profiles. Or-Manager.  11(11):28-30, 1995 Nov.

160.    Anonymous. (. The latest on critical pathways: intra-op, post-op phases added. Same-Day Surgery.  18(11):145-7, 1994 Nov.

161.    Anonymous. (1995). Let pathways help solve the HIV puzzle. Hospital Case Management, 3(6), 97-8.

162.    Anonymous. Letting patients track their care. Three hospitals use critical paths to improve communications with patients and their families. Profiles in Healthcare Marketing.(58):16-7, 1994 Mar-Apr.

163.    AnonymousLinking outcomes-based documentation and clinical pathways with automated functions. [9 refs]: In: Proceedings of the 1996 Annual HIMSS Conference, March 3-7, 1996, Atlanta, Georgia, Volume 2.  Chicago, IL : HIMSS, 1996.  p 303-9.  

164.    Anonymous. (1998). Linking performance improvement and case management. Medical Management Network, 6(4), 6-8.

165.    Anonymous. (. LOS reduced one hour with critical pathways. Same-Day Surgery.  16(10):150-3, 1992 Oct.

166.    Anonymous. (1997). Lumbar discectomy path emphasizes pain control. Hospital Case Management, 5(5), 90-4.
Abstract: Case managers at University of Pittsburgh Medical Center have cut costs by $1,000 per case and reduced length of stay (LOS) from 4.92 days to just under two days for patients with lumbar discectomy by taking an aggressive approach to pain management. Case managers also found that patients' expectations helped drive up LOS. They prepare patients for early discharge by giving them an easy-to-read patient pathway that details the process of care. The lumbar discectomy pathway also emphasizes postoperative ambulation over bed rest, and reduces the number of individual blood tests required prior to surgery.  (Abstract by: Author)

167.    Anonymous. (1995). Make path development teams integral part of CM. Hospital Case Management, 3(3), 48-50.

168.    Anonymous. (1997). Make sure your patient education is effective. Healthcare Benchmarks, 4(9), 131-133.

169.    Anonymous. (1996). Make your paths more cost efficient. Hospital Case Management, 4(4), 53-4.

170.    Anonymous. (1996). Making a case for better management of back pain. Hospital Case Management, 4(3), 37-8-43.

171.    Anonymous. Making critical paths fun for kids. Shriners Hospital For Crippled Children, Greenville, SC. Profiles in Healthcare Marketing.(58):27-9, 1994 Mar-Apr.

172.    Anonymous. (1996). Making it work. Nursing Bc, 28(5), 22.

173.    Anonymous. (. Management decisions: clinical pathways. Don't let the Kardex hold back pathway implementation... this article was adapted from one that appeared in sister company American Health Consultants' newsletter "QI/TQM". RN.  61(10):26F-G, 1998 Oct.

174.    Anonymous. (1998). Management of cases and treatment plans [Spanish]. Revista Rol De Enfermeria, 21(235), 22-4.
Abstract: This article describes the process followed to integrate the design of standardized treatment plans in mental health with the management of cases methodology. In addition, this article describes the procedure to follow in order to achieve the objectives programmed as a basis for future research in nursing.  (6 bib)

175.    Anonymous. (. Manager's corner: clinical or care paths: an overview. Home Care Nurse News.  2(4):3, 1995 Apr .

176.    Anonymous. (1997). Managing disease: combined patient care packages. Nursing Standard, 11(45), 32-3.
Abstract: This short report aims to help nurses understand the concept of disease management. This issue became prominent following publication of an NHS Executive discussion document (1996)

177.    Anonymous. (. Manual of critical paths aids planning, teaching. Home Care Case Management.  2(2):18-20, 1995 Feb.

178.    Anonymous. (1995). Map your course with pathway automation, new responsibilities. Hospital Case Management, 3(6), 85-90.

179.    Anonymous. (. Massachusetts hospital reduces cardiac length of stay with flexible clinical guidelines: re-engineering outcomes management. Clinical Data Management.  4(11):1-3, 1998 Feb.

180.    Anonymous. (1997). Massive redesign, continuous stretching at Shands Hospital result in big savings annually. Health Care Cost Reengineering Report, 2(1), 5-9.

181.    Anonymous. (. Mastectomy pre-op teaching offers details. Patient Education Management.  4(12):152-4, 1997 Dec.

182.    Anonymous. (1997). Maximize the efficiency of your patient pathways. Hospital Case Management, 5(11), 204-8.

183.    Anonymous. (. MCN spotlight... the development of patient care maps. MCN, American Journal of Maternal Child Nursing.  17(2):72, 1992 Mar-Apr.
Abstract: MCN Spotlight announces new and creative projects, programs, or nursing procedures developed by maternal/child health nurses in clinical practice

184.    Anonymous. (1997). Medication errors could lead to high variance rates. Hospital Case Management, 5(9), 158-9.
Abstract: Medication errors could be contributing to high variance rates and treatment costs for patients placed on your clinical pathways, and you might not even know it, experts say. The problem is potentially severe. One recent study found a 9% error rate in admixtures overall and potentially catastrophic 34.4% to 56.7% error rates for potassium chloride mixtures. However, experts claim that hospitals could go a long way toward solving their admixture error problems by simply switching to ready-to-use products and having nurses record actual medications per day on clinical pathways. Meanwhile, HCFA is about to make official a new ceiling for errors: 2%, vs. the old 5% rate. This could pose serious problems for hospitals dependent on Medicare and Medicaid reimbursements.  (Abstract by: Author)

185.    Anonymous. (. Method tracks variances and outcomes, cuts visits. Home Care Case Management.  3(9):117-8, 125, 1996 Sep.

186.    Anonymous. (1996). Models of health care. [Review] [6 refs]. Professional Nurse, 12(2), 141-4.
Abstract: Using nursing models is part of the systematic decision-making that underpins nursing practice. Using a health-care model is a central feature of being a responsible practitioner. Part 3 of this module considers a number of models of health care. [References: 6]

187.    Anonymous. (1997). MS pathway encourages physician buy-in. Hospital Case Management, 5(8), 140-145-6.
Abstract: Case managers at Shepherd Center in Atlanta were satisfied with their procedures regarding inpatient i.v. therapy for multiple sclerosis patients, but they saw an opportunity to further reduce length of stay by implementing a current-practice pathway for MS. Case managers say one reason they were able to secure physician support for the pathway was that they based the path on the center's own best practices. They also formed pathway authorship groups around physician champions. Following a patient's stay at Shepherd, inpatient case managers coordinate care with the center's outpatient clinic as well as with the patient's primary care physician and local hospital.  (Abstract by: Author)

188.    Anonymous. (1996). Multidisciplinary plan wows Joint Commission. Hospital Peer Review, 21(1), 4-5.

189.    Anonymous. (1998). NC hospital successfully integrates care. Hospital Case Management, 6(5), 88-90.
Abstract: Case managers at Haywood (NC) Regional Medical Center prepared well in advance for the advent of managed care in their market. As early as 1991, they began the process of bringing risk management, utilization review, discharge planning, and patient education under the umbrella of case management. To support this innovative approach to case management, the medical center brought in case managers with strong clinical backgrounds who also understood the financial aspects of modern health care and the implications of managed care. Although physicians resisted initially, positive outcomes, both clinical and financial, helped to secure the support of key members of the medical staff.  (Abstract by: Author)

190.    Anonymous. (. Need help navigating a critical pathway? Home Care Case Management.  4(3):32-3, 1997 Mar.

191.    Anonymous. (1994). Neonatal paths can be effective, despite patient unpredictability. Hospital Case Management, 2(7), 124-7.

192.    Anonymous. (1997). New clinical paths often need process redesign to finish the cost-saving/CQI job. Health Care Cost Reengineering Report, 2(1), 9-13; suppl 1-2.

193.    Anonymous. (. New clinical pathways for home health help agencies assure reimbursement. Wyoming Nurse.  9(4):24, 1997 Sep-Nov.

194.    Anonymous. (1998). New models of capitation continue to emerge in effort to reduce variability. Capitation Management Report, 5(9), 138-40.
Abstract: As a reimbursement mechanism for specialty care, contact capitation has received the most play, but other payment mechanisms that shift all or a portion of the risk associated with specialty care are emerging.  (Abstract by: Author)

195.    Anonymous. (. New products. Clinical Nurse Specialist.  12(4):169, 1998 Jul.

196.    Anonymous. (. New strategy helps JCAHO compliance. Home Care Case Management.  3(12):161-2, Insert 4p, 1996 Dec.

197.    Anonymous. (. No yardstick for measuring CM outcomes yet -- but change is on the way... case management. Case Management Advisor.  5(10):134-7, 1994 Oct.

198.    Anonymous. (1996). Nursing and IT. Nursing Standard, 10(49 NURS STAND ONLINE), 1-3.

199.    Anonymous. (1996). Nursing knowledge. [Review] [3 refs]. Professional Nurse, 12(1), 65-9.

200.    Anonymous. (. On the path to best practice. Nursing Spectrum (Greater Chicago/NE Illinois & NW Indiana Edition).  10(10):24, 1997 May 19.

201.    Anonymous. (. Oncology pathway development: key issues for CMs to address. Hospital Case Management.  2(4):58-60, 1994 Apr.

202.    Anonymous. (. Organ donor path requires more work with families. Hospital Case Management.  2(8):140-2, 1994 Aug.

203.    Anonymous. (1997). ORYX is right around the corner; is your department ready? Hospital Case Management, 5(9), 153-5.

204.    Anonymous. (1998). Outcomes analysis, clinical pathways improve care, cut costs. Executive Solutions for Healthcare Management, 1(10), 10-2.

205.    Anonymous. (1998). Outcomes, practice pattern used to set benchmarks. Hospital Case Management, 6(12), 242-3.

206.    Anonymous. (1996). Overcome the hurdles in cross-continuum projects. Hospital Case Management, 4(5), 77-8.

207.    Anonymous. (. Overcoming the education obstacle. Hospital Case Management.  3(9):134, 1995 Sep.

208.    Anonymous. (1995). PA hospital computerizes variance analysis system, aids pathway team. Hospital Case Management, 3(1), 1-4.

209.    Anonymous. (. Parallel MD orders keep critical paths in physicians' view daily. Hospital Case Management.  2(11):177-8, 181-2, 1994 Nov.

210.    Anonymous. (1998). Part of benchmarking's future: a move to decision support software. Healthcare Benchmarks, 5(4), 41-3.

211.    Anonymous. (1995). Path development takes on community approach. Hospital Case Management, 3(4), 65-6.

212.    Anonymous. (1997). Path inventory facilitates benchmarking care paths. Healthcare Benchmarks, 4(11), 159-61.

213.    Anonymous. (. Paths are no substitute for good documentation, attorneys say. Hospital Case Management.  2(2):33-4, 1994 Feb.

214.    Anonymous. (. Paths organize outpatient/inpatient education. Patient Education Management.  2(8):109-10, 1995 Aug.

215.    Anonymous. (1996). Paths provide a common ground for better practice--a team approach. Hospital Case Management, 4(2), 20-1.

216.    Anonymous. (. Pathway documentation keeps surveyors happy. Home Care Case Management.  3(8):104-6, 1996 Aug.

217.    Anonymous. (. The Pathway Project: bridging care across the continuum. Focus on Geriatric Care & Rehabilitation.  9(10):1-8, 1996 Apr.

218.    Anonymous. (. Pathways big boost to education. Patient Education Management.  4(12):154, 156, 160, 1997 Dec .

219.    Anonymous. (. Pathways bring dramatic clinical results. Case Management Advisor.  10(3):50-1, 52, 1999 Mar.

220.   Anonymous. (. Pathways bring dramatic clinical results: CM department reduces costs, gains recognition. Hospital Case Management.  7(4):77-80, 1999 Apr.

221.    Anonymous. (1996). Pathways can be a strong subacute tool, but get staff "buy-in". Natonal Report on Subacute Care, 4(20), 4-6.

222.    Anonymous. (1997). Pathways incorporate best practices, shorten LOS. Healthcare Benchmarks, 4(10), 140-1.

223.    Anonymous. (. Pathways link patient education, home health following acute care. Patient Education Management.  3(7):73-6, 1996 Jul.

224.    Anonymous. (. Pathways pave road for outcomes program. Home Care Quality Management.  1(2):33-5, 1995 Apr.

225.    Anonymous. (. Patient education a large piece of DM puzzle: integrated plan boosts likelihood of success... disease management. Disease State Management.  4(10):114-6, 1998 Oct.
Abstract: There is no blueprint for a perfect disease management program because each health system must assess its needs and design the program accordingly. Yet certain elements tend to trigger success. They include: * a flexible education component; * coordination among care delivery sites; * guidelines to decrease diversity

226.    Anonymous. (. Patient education is a large piece of disease management puzzle: yet integrated plan required to ensure program's success. Patient Education Management.  5(10):121-3, 132, 1998 Oct.

227.    Anonymous. (. Patient education proves best practice in DVT: results are much better than national benchmark... deep-vein thrombosis. Healthcare Benchmarks.  4(9):124-5, 129, 1997 Sep.

228.    Anonymous. (1997). Patient education speeds joint replacement recovery. Hospital Case Management, 5(2), 24-6-31-2.

229.    Anonymous. (. Pediatric asthma program takes first steps. Home Care Case Management.  2(5):54-5, 1995 May.

230.    Anonymous. (. Pennsylvania alliance uses profiling and pathways to reduce costs and improve care. Inside Ambulatory Care.  4(1):1, 4-6, Insert 2p, 1997 Apr.

231.    Anonymous. (1998). Performance improvement in health care organizations. Improving care for acute myocardial infarction: experience from the Cooperative Cardiovascular Project. Joint Commission Journal on Quality Improvement, 24(9), 480-90.

232.    Anonymous. (. Perioperative paths buck the trend, produce results for hospital CMs. Hospital Case Management.  2(6):89-94, 1994 Jun.

233.    Anonymous. (. Perioperative pathway ensures consistent care. Same-Day Surgery.  23(3):35-7, 40, 1999 Mar.

234.    Anonymous. (. Pharmacoeconomic impact of appropriate clinical pathways. American Journal of Managed Care.  4(10 Spec Suppl):S555-61, 1998 Oct.

235.    Anonymous. (1992). Physicians, CareMaps, and collaboration. New Definition, 7(1), 1-4.

236.    Anonymous. (1997). Physicians embrace path development when data spotlight performances. Hospital Case Management, 5(2), 21-4.

237.    Anonymous. (. Physicians resist efforts to standardize care: non-punitive feedback best way to change behavior. Hospital Case Management.  6(2):24-5, 40, 1998 Feb.

238.    Anonymous. (1996). 'Plan-do-check-act' develops clinical paths. Hospital Case Management, 4(12), 182-187-8.

239.    Anonymous. (. Plan improves physician relations, reduces ER use. Home Care Case Management.  3(10):134-7, 1996 Oct.

240.    Anonymous. (1998). Plan of care ensures proper documentation. Hospital Case Management, 6(6), 112-5.
Abstract: Via Christi Regional Medical Center in Wichita, KS, uses a plan of care form to document patient care from pre-op to post-discharge, except for the intraoperative phase. The comprehensive form ensures good note-taking, even from traditionally poor documenters. A clinical pathway begins on page three of the form and covers tests, treatment monitoring, prescriptions, activity, discharge planning, nutrition, education, and consults for patients in partial day surgery, pre-op and post-op, holding area surgery, and the post anesthesia care unit. Potential problems areas for patients are documented in the following areas: comfort, skin integrity, communication, psychosocial, safety, mobility, physiological, and spiritual.  (Abstract by: Author)

241.    Anonymous. (1997). Pneumonia diagnosis? Maybe send them home. Hospital Peer Review, 22(4), 47-8-53-4.

242.    Anonymous. (. Postpartum pathway. Hospital Case Management.  2(9):155-7, Insert 5p, 1994 Sep.

243.    Anonymous. (1995). Power of pathways now in staff hands. Hospital Case Management, 3(8), 119.

244.    Anonymous. (. Predictive models help hospitals meet challenges of managing oncology patients. Hospital Case Management.  2(4):54-8, 1994 Apr.

245.    Anonymous. (1998). Prevention, education programs head off high cost of stroke. Healthcare Demand & Disease Management, 4(6), 85-91.
Abstract: Stroke is the nation's third leading cause of death and represents a human as well as a financial catastrophe. Find out how these DM programs are identifying patients with specific risk factors for stroke, teaching patients about the disease and its warning signs, and following up with multidisciplinary management.  (Abstract by: Author)

246.    Anonymous. (1996). The prognosis for pathways: a study of clinical path trends in health care. Health Systems Review, 29(1), 48-54.
Abstract: In the late spring of 1995, Charlotte NC-based Decision Support Systems and Andersen Consulting launched a survey designed to collect information on implementation of clinical pathways at hospitals around the United States. The purpose of the survey was to understand the prevalence of clinical paths, the process hospitals use to develop and implement paths, and the level of automation in place to support them. Of the 1,100 surveys distributed, approximately 17 percent were returned. Geographical distribution of survey respondents was coast-to-coast, with the strongest responses from California and Florida. The results of the survey are reprinted here in their entirety. Additional commentary by Editor Craig Havighurst appears in the gray sidebar.  (Abstract by: Author)

247.    Anonymous. (1997). Proposal to bring nursing into the Information Age. Iowa Intervention Project. Image - the Journal of Nursing Scholarship, 29(3), 275-81.
Abstract: PURPOSE: To address issues related to documentation of nursing care and propose a model that illustrates how nursing practice data, collected through the use of standardized languages, are useful to staff nurses, nurse administrators, researchers, and policy makers. SIGNIFICANCE: Obtaining information about nursing practice is critical in times of health care change and reform. CONCLUSIONS: There are three main challenges: the level of detail to document, the inclusion of nursing language in critical paths, and the need for articulation among different nursing classifications. IMPLICATIONS: With recent advances in nursing classifications, the documentation systems in nursing can now be improved and much of the previous waste and redundancy eliminated

248.    Anonymous. (. Protocols: going down the clinical path. Hospitals & Health Networks.  69(19):86, 1995 Oct 5.

249.    Anonymous. (. Protocols, paths offer education indicators. Home Care Quality Management.  2(3):33-5, 1996 Mar.

250.    Anonymous. (1995). Proven tips to keep path teams motivated. Hospital Case Management, 3(3), 50-2.

251.    Anonymous. (1998). Provider overhauls pathway procedures to improve outcomes analysis, care efficiency. Health Care Cost Reengineering Report, 3(2), 25-9.
Abstract: Revamping your clinical pathways to make them even more efficient and effective. Anne Arundel Medical Center's successful total hip/total knee replacement pathway has already slashed length of stay 48%, but officials weren't satisfied. They've redesigned the pathway's documentation process to get consistent data for accurately measuring patient outcomes--and have improved efficiency and patient care and education as well. Find out how the new system works and why there's always room for improvement.  (Abstract by: Author)

252.    Anonymous. (1997). Providers cut costs to succeed under Medicare demos. Public Sector Contracting Report, 3(2), 17-22.

253.    Anonymous. (1998). Providers reap DM benefits with in-house programs. Healthcare Demand & Disease Management, 4(11), 161-7.

254.   Anonymous. (1996). Putting the pieces together eliminates puzzling documentation, paperwork. Hospital Case Management, 4(7), 97-9.

255.    Anonymous. (1992). Quantifying, managing, and improving quality: collaborative management of quality care... CareMap(tm) system... ARPs (Anticipated Recovery Paths)... part 2. New Definition, 7(3), 1-2.

256.    Anonymous. (1992). Quantifying, managing, and improving quality: how CareMaps link CQI to the patient... part 1. New Definition, 7(2), 1-3.

257.   Anonymous. (1993). Quantifying, managing, and improving quality: the retrospective use of variance... part 4. New Definition, 8(1), 1-3.

258.    Anonymous. (1992). Quantifying, managing, and improving quality: using variance concurrently... CareMap(tm) tools... part 3. New Definition, 7(4), 1-4.

259.    Anonymous. (. Reader bonus: clinical pathways in this issue. Hospital Infection Control.  24(1):2, Insert 1-4, 1997 Jan.

260.    Anonymous. (. Reader question. Give your critical paths an annual checkup. Hospital Case Management.  4(10):158-9, 1996 Oct.

261.    Anonymous. (1997). Reduce LOS, boost reimbursement for chest pain cases. Health Care Cost Reengineering Report, 2(4), 49-55.

262.    Anonymous. (. Reducing LOS without compromising outcomes. Hospital Case Management.  3(12):183-6, 1995 Dec.

263.    Anonymous. (1998). Reducing treatment variation is key to managing cancer. Healthcare Demand & Disease Management, 4(8), 113-5.

264.    Anonymous. (1998). Reengineering survey finds changes vary widely, as do resulting financial benefits. Health Care Cost Reengineering Report, 3(11), 171-3.
Abstract: DATA BENCHMARK: Reengineering study reveals most hospitals are not reporting huge financial improvements as a result of their redesign efforts. A survey commissioned by the American Hospital Association finds 1995 was the peak year for hospitals to launch new redesign programs. Though that practice is not on the wane, the survey's author says many hospitals are pursuing redesign efforts without engaging in formal programs. The bad news is financial gains have not been huge for many of these institutions.  (Abstract by: Author)

265.    Anonymous. (1997). Rehab center cuts LOS with interdisciplinary teams. Hospital Case Management, 5(4), 69-72.
Abstract: Faced with an average length of stay (LOS) a full twenty days longer than the national average for spinal cord-injured patients, case managers at one hospital took advantage of their rehab center's existing spirit of interdisciplinary cooperation to foster a pathway that would bring LOS in line. The pathway team rejected a discipline-specific approach, choosing instead to break the pathway down by areas of outcome for the patient. By focusing on outcomes rather than specific responsibilities, members of the spinal cord team are encouraged to act collaboratively in helping patients achieve positive outcomes. Staff perform concurrent monitoring of patient compliance with the pathway in an effort to collect outcomes measures beyond LOS and cost per case.  (Abstract by: Author)

266.    Anonymous. (. Rehab programs turn to case management models to improve quality, reduce LOS... length-of-stay. Hospital Case Management.  2(1):1-6, 1994 Jan.

267.    Anonymous. (1997). Remember beta-blockers for older MI patients. Study: 21% of eligible patients receive treatment. Hospital Case Management, 5(2), 32-3.

268.    Anonymous. (1999). Renal transplantation path saves $34K per patient. Hospital Case Management, 7(1), 5-8.
Abstract: A renal transplantation clinical pathway used at the Hospital of the University of Pennsylvania in Philadelphia has cut length of stay from 12 days to nine and resulted in an overall savings of $33,636 per patient. Given the hospital's average annual volume of 125 renal transplant patients, that's a savings of more than $4.2 million per year. Team members attribute much of the success of the pathway to standardized order sheets. Because the care of renal transplant patients is complicated and residents change every month, it was important to maintain documents that allowed for continuity of care. The pathway includes a sheet that provides an overview of the patient's progress during the acute care stay. The overview allows those unfamiliar with the pathway to understand what is happening with the patient.  (Abstract by: Author)

269.    Anonymous. (. Reports point out hot spots in paths. Hospital Case Management.  4(8):117, 1996 Aug.

270.    Anonymous. (1995). A resource list of organizations that have developed clinical pathways and clinical guidelines. Quality Letter for Healthcare Leaders, 7(8), 13-5.

271.    Anonymous. (1996). Revised variance tracking system sparks better documentation, data. Hospital Case Management, 4(8), 113-8.

272.    Anonymous. (1995). Rewards and advancements for clinical pharmacy practitioners. American College of Clinical Pharmacy.  Pharmacotherapy, 15(1), 99-105.
Abstract: It is important to recognize that pharmacy practice models are changing quickly. Although the concepts of pharmaceutical care depict all pharmacists as clinical practitioners, there are still significant opportunities for individuals to develop advanced and refined skills and knowledge, and to seek recognition. Criteria for professional advancement need to be reevaluated and modified periodically. As departments become more effective in implementing pharmaceutical care, and practice skills advance, criteria for advancement must be updated. Recognition and advancement within newer models of practice such as patient focus units, clinical path teams, and quality improvement teams complicate assessment and evaluation strategies. In the future, pharmacy managers will need to look at reward and advancement systems that incorporate the recommendations of the team manager or members for these newer models of practice. Perhaps there will be a shift in responsibility for recognition to the team manager. Career ladders may need to provide for new roles, and reward practitioners for behaviors not currently represented in most departmental performance evaluations. Performance evaluation, standards of practice, and advancement criteria will need to be carefully reviewed and integrated with the patient focus team's objectives, structure, and processes to assure that appropriate recognition is given to pharmacists in this exciting new environment. Career ladders provide one form of reward and advancement for practitioners. Institutions can include many elements of career ladder process, function, and structure, as well as implement many other management tools for reward and recognition, without implementing a complete career ladder

273.    Anonymous. (1996). RNs make great case managers. Hospital Peer Review, 21(10), 132-4.

274.    Anonymous. (. Save $400 per case with carpel tunnel pathway. Same-Day Surgery.  21(12):160-1, Insert 1-8, 1997 Dec.

275.    Anonymous. (. A sequential approach to path development. Clinical Laser Monthly.  12(5):72, 1994 May.

276.    Anonymous. (. Set internal goals before measuring outcomes. Hospital Case Management.  4(5):75, 1996 May.

277.    Anonymous. (1997). Seven essential strategies for integration. Russ Coiles Health Trends, 9(4), 5-8.

278.    Anonymous. (1998). Should you consider a bloodless program? Hospital Peer Review, 23(9), 163-8.

279.    Anonymous. (. Should you take your paths, play elsewhere?... to share or not to share. Home Care Quality Management.  1(6):79, 1995 Aug.

280.    Anonymous. (. Simple changes adapt CHF path for home care. Home Care Quality Management.  4(1):14-6, Insert 4p, Insert 1p Passim, 1998 Jan.

281.    Anonymous. (1996). Simple variance tracking programs yield better data and MD relations. Hospital Case Management, 4(5), 65-6.

282.    Anonymous. (1997). Sloppy documentation costs millions; pathways can save your bacon. Hospital Case Management, 5(6), 97-9.
Abstract: At Sinai Hospital in Baltimore, physicians' inadequate documentation and their resistance to clinical pathways have resulted in a flood of denied claims from third-party payers. Case managers at Sinai are addressing the problem by eliminating duplicate documentation and folding into the pathways information physicians must consult on a daily basis, such as vital signs and patient assessments. To avoid the consequences of poor documentation, case managers must be able to identify deficiencies and be available to coach physicians on what constitutes acceptable documentation in the medical record, experts say.  (Abstract by: Author)

283.    Anonymous. (1995). Small hospital reaps big rewards from CM approach. Hospital Case Management, 3(9), 145-8.

284.    Anonymous. (1998). Specialized asthma unit improves care, cuts costs. Health Care Cost Reengineering Report, 3(7), 97-101.

285.    Anonymous. (1998). Specialty wound care centers heal where all else fails. Healthcare Demand & Disease Management, 4(9), 129-32.

286.    Anonymous. (. Staff education crucial for buy-in. Hospital Case Management.  4(7):98, 1996 Jul.

287.    Anonymous. (. "Staircase" replaces traditional pathways. Hospital Case Management.  4(10):148, 155, 1996 Oct .

288.    Anonymous. (1997). State of the science. Proposal to bring nursing into the information age. Image - the Journal of Nursing Scholarship, 29(3), 275-81.
Abstract: PURPOSE: To address issues related to documentation of nursing care and propose a model that illustrates how nursing practice data, collected through the use of standardized languages, are useful to staff nurses, nurse administrators, researchers, and policy makers. SIGNIFICANCE: Obtaining information about nursing practice is critical in times of health care change and reform. CONCLUSIONS: There are three main challenges: the level of detail to document, the inclusion of nursing language in critical paths, and the need for articulation among different nursing classifications. IMPLICATIONS: With recent advances in nursing classifications, the documentation systems in nursing can now be improved and much of the previous waste and redundancy eliminated.  (35 ref)

289.    Anonymous. (1902p). Steps for developing a successful critical path. Advanced Technology in Surgical Care, 13(12), 143-4.

290.    Anonymous. (1995). Stroke path calls for care when evaluating variances. Hospital Case Management, 3(11), 176-7.

291.    Anonymous. (1997). Stroke path slashes LOS by three days. Hospital Case Management, 5(8), 146-9.

292.    Anonymous. (1998). Study documents savings from total knee pathway. Or-Manager, 14(7), 1-6-7.

293.    Anonymous. (1997). Study provides comparative targets to help reduce costs of surgical procedures. Health Care Cost Reengineering Report, 2(3), 43-5.
Abstract: Data Benchmarks: Cost and LOS benchmarks can help your organization target and reduce costs of surgical procedures. Setting up clinical pathways to improve quality and reduce costs requires good benchmarking data to zero in on the appropriate clinical services or procedures. This month's Data Benchmarks offers good comparative data on the most cost-intensive surgical procedures performed at U.S. hospitals.  (Abstract by: Author)

294.    Anonymous. (1994). Subacute geriatric path increases discharges home for hip patients. Hospital Case Management, 2(12), 207-11.

295.    Anonymous. (. Supplemental Critical Pathway, DRGs 370-374: Post-Partum. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1994 May (2 P).

296.    Anonymous. (. Supplemental Critical Pathway for C-Section /c Morphine Analgesia. Glendale Adventist Medical Center, 1509 Wilson Terrace, Glendale CA 91206-4007; Phone: (818) 409-8005 ** 1994 May (1 P).

297.    Anonymous. (1998). Supportive care pathway comforts the terminally ill. Hospital Case Management, 6(4), 69-72.
Abstract: The supportive care pathway at Brookwood Medical Center in Birmingham, AL, is a different kind of pathway, de-emphasizing length of stay in favor of streamlining the care of terminally ill patients. The path differs from traditional pathway efforts in four respects: lack of tests and interventions, focus on both the patient and the family, utilization of phases of the dying process rather than days or hours, and a focus on the psychosocial, spiritual, and emotional aspects of care for the patient and family. The three phases of the pathway are admission (decision is made for palliative care), transition (symptom management), and terminal (peaceful death).  (Abstract by: Author)

298.    Anonymous. (. The Surgical Resource Network. United States Surgical Corporation ** 1999.  Marietta, Georgia.
Abstract: The Surgical Resource Network offers resources to support the effective use of minimally invasive surgical procedures. Resources are provided for surgeons, nurses, hospital administrators, and patients. The site also offers education on managed care concepts.

299.    Anonymous. (. Survey assesses pathway patients' satisfaction: don't let case management hinder satisfaction. Patient Satisfaction Management.  1(3):28-32, 1996 May.

300.    Anonymous. (1996). Survey survival secrets lie in paths, documentation. Hospital Case Management, 4(6), 85-6-91.

301.    Anonymous. (1996). Survey tracks pathway use. Or-Manager, 12(2), 20.

302.    Anonymous. (. Take a holistic approach to measuring outcomes... Staff Builders Clinical Outcomes and Resource Evaluation System (SCORES). Home Care Case Management.  3(12):157-61, 1996 Dec .

303.    Anonymous. (1995). Take the next step in variance management. Hospital Case Management, 3(1), 4-6.

304.    Anonymous. (. TB critical pathway lowers costs for Miami hospital. Tb Monitor.  3(5):49-51, Insert 2p, 1996 May.

305.    Anonymous. (. Team with hospital to provide better continuum of care for older population. Home Care Case Management.  2(10):109-13, 1995 Oct.

306.    Anonymous. Telling consumers about critical paths. Presbyterian Hospital, Charlotte, NC. Profiles in Healthcare Marketing.(58):24-6, 1994 Mar-Apr.

307.    Anonymous. (1995). Texas payers, providers team up to tackle Medicaid challenge. Hospital Case Management, 3 (3), 37-40.

308.    Anonymous. (1998). Therapeutic pathways for antimicrobial use: pediatric issues. American Journal of Managed Care, 4(10 Spec Suppl), S550-4.

309.    Anonymous. (1995). To involve patients in their care, give them user-friendly critical paths. Patient Education Management, 2(8), 105-9.

310.   Anonymous. (1999). Total joint replacement program prevents costly complications. Healthcare Demand & Disease Management, 5(1), 9-12.
Abstract: Doctors at one suburban Maryland hospital knew there was plenty to gain from using a disease management approach to total joint replacement. Now, thanks to a nurse practitioner and strict adherence to protocols, patients are going home from the hospital sooner and achieving renewed movement faster.  (Abstract by: Author)

311.    Anonymous. (1998). Total knee pathway weds acute care, rehab. Hospital Case Management, 6(4), 72-77.
Abstract: The cross-continuum pathway at St. David's Medical Center in Austin, TX, has allowed case managers to reduce length of stay by four days and cut rehab costs by $300 per day by stressing early mobilization of patients and an aggressive regimen of physical therapy (PT). Because patients are expected to undergo as much as six hours of PT per day, only about half of St. David's total knee population is appropriate for the pathway. These consist of healthy older adults with few medical complications who had been somewhat active prior to surgery. Based on the pathway, case managers helped create St. David's Progressive Orthopedic Program, which allows acute care and rehabilitation nurses to work more closely in screening patients and smoothing the transition from the hospital to the outpatient setting.  (Abstract by: Author)

312.    Anonymous. (1993). Toward a fully-integrated CareMap and case management system. New Definition, 8(2), 1-3.

313.    Anonymous. (1997). Trauma pathways improve care, bottom line. Or-Manager, 13(9), 30.

314.    Anonymous. (1996). Trend is still down in cost per case in the operating room, but there is still room for driving out more cost; here's how. Hospital Materials Management, 21(3), 22.

315.    Anonymous. (. Trouble evaluating algorithms? Here's help. Case Management Advisor.  6(11):148-50, 1995 Nov.

316.   Anonymous. (1996). The truth about critical pathways in burn care. Proceedings of a workshop. Nashville, Tennessee, March 16, 1996. Journal of Burn Care & Rehabilitation, 17(6 Pt 2), S1-36.

317.    Anonymous. (. Unit turns frustration to its advantage, cuts LOS by 27%... length of stay. Hospital Case Management.  2(3):48-50, 1994 Mar.

318.    Anonymous. (1997). Use DM strategies to reign in out-of-control workers' comp costs. Healthcare Demand & Disease Management, 3(10), 156-7.
Abstract: A medical director who manages a large national health plan's workers' comp cases claims appropriate standards of care are not applied to workplace injuries and costs are out of control as a result. But there is some good news: Managed care organizations could reap huge benefits if they applied disease management methods to workers' comp cases.  (Abstract by: Author)

319.    Anonymous. (. Use your form during review to avoid reprints. Same-Day Surgery.  23(3):36, 40, 1999 Mar.

320.    Anonymous. (1997). Ushering in a new era in stroke care. Hospital Technology Series, 16(12), 8-9.

321.    Anonymous. (1997). Using appropriate resources. [Review] [3 refs]. Professional Nurse, 12(5), 383-6.

322.    Anonymous. (. Using paths has PROs, but few cons. Cost Management in Cardiac Care.  1(9):106, 1996 Sep.

323.    Anonymous. (1996). VBAC (vaginal birth after cesareans): are cost concerns outweighing possible safety risks? Hospital Case Management, 4(11), 161-4.

324.    Anonymous. (1995). Vendors hot on the trail to capture pathway market. A resource guide to system vendors. Hospital Case Management, 3(1), suppl 2 p.

325.    Anonymous. (. VNA, hospital join forces in managing mastectomy patients. Home Care Case Management.  2(5):49-53, 1995 May.

326.    Anonymous. (1996). Want more recognition for your critical pathways? Hospital Case Management, 4(10), 155-8.
Abstract: Case managers at the Daniel Freeman Memorial Hospital in Inglewood, CA, planned a "celebration of success" earlier this year to highlight their accomplishments. Individual critical pathways teams presented data for their different areas, such as orthopedics and cardiac surgery. Team members were able to educate staff about their efforts and show off their accomplishments to administrators. It was so successful, that another celebration is planned for next year.  (Abstract by: Author)

327.    Anonymous. (1997). Want to improve clinical path implementation? Hospital Case Management, 5(1), 14-7.

328.   Anonymous. (1998). When the well runs dry: making the switch to disease management. Hospital Case Management, 6(11), 209-10-212.
Abstract: If you've shortened lengths of stay and cut costs as much as possible short of jeopardizing patient care, it may be time to take what some experts consider the next step beyond traditional case management: hospital-based disease management. Disease management involves not merely making a few process improvements but actually changing the underlying structure of how care is provided, particularly for patients with chronic conditions. Although clinical pathways can help in making the transition to a disease management approach, the most important factor to consider is how to get everyone--both within your facility and along the continuum--on the same page when it comes to managing chronically ill patients.  (Abstract by: Author)

329.    Anonymous. (. Which perioperative variances should you track? Hospital Case Management.  2(6):95, 1994 Jun.

330.    Anonymous. (. Worried about complying with patient education standards? Critical paths can help. Hospital Case Management.  2(9):145-8, 1994 Sep.

331.    Anonymous. (1997). Wound care team nips costly bed sore problems, slashes hospital expenses. Health Care Cost Reengineering Report, 2(12), 181-5; suppl 1-4.
Abstract: Innovative wound care team combats bed sores and saves hundreds of thousands of dollars a year. A multidisciplinary team composed of plastic surgeons, nurses, nutritionists, and others pursue an aggressive risk assessment protocol to identify patients at risk for pressure ulcers. Avoiding this problem gets patients discharged sooner and they consume fewer resources during their hospital stay.  (Abstract by: Author)

332.    Anonymous. (. Wyoming hospital maps out a better way to care for dying patients. AACN News.  :1, 5, 1996 Feb .