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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.
Dr. Julie DeCesare, OB/GYN Residency Program Director at Sacred Heart Hospital of Pensacola, had a double-sided quandary. Contracting with private physicians to be on call for the Labor and Delivery unit on nights and weekends was proving both expensive and insufficient. She carried the daunting challenge of staffing the unit 24 hours a day, plus she needed more faculty for her Residency Program at a time when the hospital was not motivated to hire more OB/GYNs. What to do?
As the number of working OB/GYNs continues to decline, the United States faces a widening gap in access to perinatal care services. The American College of Obstetrics and Gynecology (ACOG) estimates that the profession will experience an 18% shortage by 2030.
The practice of nurse-midwifery has been around for centuries and, despite years of struggle to achieve true legitimacy, recently has gained greater respect and acceptance by the medical community as well as healthcare insurers, who are now reimbursing for nurse-midwifery services in increasing numbers.
Ob Hospitalist Group (OBHG) recently released a case study connecting improvements in the quality of obstetric care at Overlake Medical Center in Bellevue, WA, with the establishment of a 24-hour, OBHG-managed Obstetric Emergency Department (OBED) at the hospital.
Overlake experienced a reduction in unattended deliveries, fewer C-section deliveries, and the complete elimination of early elective deliveries, all of which increase a patient’s risk for complications. At the same time, local physicians described “a total integration” of care with the coordinated services and support of OBHG hospitalists.
Between 2012 and 2014, cases of congenital syphilis tripled in California, with many clustered around the Central Valley and Kern County area. The staff at Bakersfield Memorial Hospital found that most women who gave birth to babies with congenital syphilis had no personal physician and received very little or no prenatal care before presenting to their hospital. Their understaffed Labor and Delivery triage unit often was the first and only caregiver these women had seen.