This article deals with the Admitting Department's role in collecting the relevant data to ease the patient account process, including cash collections, pre-certification, second surgical opinions, and the customer relations opportunities which Admitting may utilize to increase business. Additionally, the role Admitting can play in introducing and/or perfecting the pre-admission process in the institution is discussed.
Newspapers, magazines, and media continue to describe the severe financial stress hospitals face. Hospitals are not receiving increases in revenue to offset the increasing costs of operation. The preferred way for most hospitals to survive in the future is to be able to provide the same, if not better, quality service at a reduced cost. The manager who can operate his or her business at an ever-reducing cost will continue to be in demand. If the hospital is to remain competitive, the increases in salary expense and the decreases in admissions have to be offset somehow. The only logical thing available is to improve the productivity of the current resources in the hospital. It is unfair for a department administrator to expect a reduction in resource consumption, without providing the manager with some means of measuring the effectiveness of what is happening in the department. The system described here would give the manager the means of such measurement.
It is the task of the manager of an admitting department to complete the tasks of the department with the minimum amount of manpower consistent with high quality. High productivity is a combination of an effective workplace and manipulation of the work flow and the staffing to minimize the amount of avoidable idle time within the department. This can take the form of load shifting and creative staffing. The monitoring of the productivity level in the department can be accomplished by comparison of the actual time spent by the employees and the standard time (the time determined that is should take to complete all of the tasks). Quality can be determined by random review of the output to determine the error rate. Both the measurement of productivity and quality provide the manager with indications of whether the department is operating at the optimal level, or if further investigation is needed.
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