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Good Samaritan Hospital, in Suffern, NY, was looking to improve patient safety in their L&D, support their midwifery practice and alleviate the on-call burden for community obstetricians.
The facility partnered with OBHG to launch a new hospitalist program in 2017, and local midwifery and OB/GYN practices have been thriving ever since.
The family practice residency program at Cox Medical Center South once relied on a single community OB/GYN for on-call C-section coverage and OB support. Cox South, located in Springfield, MO, has a high-risk patient population, with a large portion of patients on Medicaid. The residency program accepts high-risk patient transfers from its partner maternal fetal medicine practice, which are even higher risk. Residents were tasked with caring for these high-risk OB patients with minimal support.
Imagine being a healthcare provider with a full day of patient appointments, and every few hours, you must leave the office and tend to an issue in the hospital’s labor and delivery unit. This is what it’s like for private-practice OB/GYNs who are also responsible for call coverage. Baton Rouge General noticed that the process put a strain on physicians’ ability to provide high patient satisfaction in their clinics, and it caused decreased patient safety in the labor and delivery unit. In addition, it took a toll on OB/GYN work-life balance.
Like many hospital departments, when it comes to the L&D unit, each physician makes his or her own clinical decisions based on their training and experience. Hospital leadership trusts that OB/GYNs are practicing the most up-to-date, evidence-based medicine from The American College of Obstetricians and Gynecologists (ACOG). But what happens if they aren’t using the most current best practices? Patient safety can suffer, and as a result, medical malpractice risk increases. Read about why Texas Health Presbyterian Hospital-Denton sought out Ob Hospitalist Group's partnership to help standardize protocols and elevate patient safety.
An independent OB/GYN group planned to leave Willow Creek Women’s Hospital in northwest Arkansas, taking over 50 percent of the hospital’s deliveries with them. Hospital leadership knew they needed to make a change or else the hospital was at risk of closing. They enlisted the help of Ob Hospitalist Group to take over the obstetric emergency room coverage and to grow and retain volume.
Find out how OBHG helped Willow Creek retain solid footing in the community - read full case study.
When St. David's South Austin Medical Center first partnered with Ob Hospitalist Group (OBHG), local OB/GYNs were skeptical. Soon, they disovered the benefits of the partnership and the impact it has not only on their lives but the lives of their patients and their families.
“The hospitalists are easy to work with. They have made our call and coverage easier. They are very competent in their evaluation and treatment of our patients,” said Dr. Ana Eduardo of Hill Country OB/GYN in Austin, TX.
Hospitals, just like other businesses, must operate efficiently and generate revenue to remain solvent and competitive. While their primary concern is providing quality care to their patients, it’s also unavoidable that administrators must monitor the bottom line. One would not be possible without the other.
As many hospitals create 24/7 Obstetric Emergency Departments (OBEDs) licensed under their existing Emergency Departments (EDs), a changing dynamic has emerged that directly impacts their revenue. The severity of a patient’s condition in the ED is calculated using what is called an “acuity scoring tool.” Accordingly, new OBEDS are using the ED’s tool to calculate acuity among obstetric patients, but the two are completely different.
An ED’s scoring tool is calibrated on the high end of the trauma scale. Obstetric patients rarely rise to the acuity level of, say, a gunshot wound. So using the same measurement tool for both the ED and the OBED is neither accurate nor recommended. Recent findings by Ob Hospitalist Group actually quantify the difference in terms of facility fee revenue.
When leaders at Palms West Hospital in Loxahatchee, Florida, sought to expand their Neonatal Intensive Care Unit to a Level II NICU, they decided to reach out to nearby Federally Qualified Health Centers (FQHCs) and forge partnerships that could drive birth volume at Palms West.
The director of three FQHC clinics agreed to meet and noted that many of his FQHC patients wanted tubal ligations at the time of delivery but were not able to get them. Thus began a partnership to refer clinic OB patients to Palms West to receive the best possible Labor and Delivery care as well as tubal ligations.
St. Mary’s Hospital and Regional Medical Center in Grand Junction, Colorado, has long been the regional provider of choice for maternity care. Delivering some 2,200 babies a year, St. Mary’s experienced robust Labor & Delivery utilization.
Earlier this year, however, a nearby hospital opened a new $50 million campus featuring a shimmering new birthing center that threatened to capture a sizable portion of St. Mary’s existing maternity market share. Fortunately, St. Mary’s turned to Ob Hospitalist Group to find a world-class solution to the new birth market threat. Find out what they did.
For more than a decade, the birth rate in New York state has been declining — down 7%. In the northeast region, the downward trend was actually 11%. With fewer births, area hospitals found themselves competing intensely for a shrinking maternity patient pool.
In 2010, Bellevue Woman’s Center, part of Ellis Healthcare, began a relationship with Ob Hospitalist Group to help cultivate the hospital’s status as a center of quality in OB care. A critical part of that strategy was to nurture collaborations with the center’s affiliated private Certified Nurse-Midwifes (CNMs) — a group of professionals well-positioned to attract more patients and stabilize the Labor and Delivery unit’s patient volume.