Monthly Archives: January 2016

2015 Review & looking ahead to 2016: A Time of Growth

In January of 2015, AIM was managing two hospital sites and had just started a fledgling nursing home division. As of January 1, 2016, AIM consists of seven separate divisions including four hospitals, 8 nursing homes, and Palliative Care & LTAC divisions. That’s over 300% growth in 2015! Success breeds success, and our approach of keeping patient volumes under control and allowing our hospitalists time to succeed leads to some pretty impressive metrics. These include lower lengths of stay, higher case-mix index, lower costs per case, and higher patient satisfaction. All of these numbers translate into improved quality of care at lower costs, and they have a significant and direct impact on the bottom line of the hospitals that AIM serves. This, in turn, makes our group very appealing, leading to further expansion. To put it another way, we don’t just think of ourselves as working to take care of patients. We work to take care of patients better, faster, safer, and with higher patient satisfaction. We ‘AIM’ to be the best at what we do, and we take that goal very seriously as a core principle.
As a consequence of controlling volumes and allowing our staff the time they need to do a great job, we have excellent staff retention and recruiting continues to go well. There are still so many surrounding programs that choose to go short staffed, either because of the inability to recruit, or simply to try to save money at the expense of the hospitalists, who get crushed with well over 20 encounters a day on a daily basis, which is not sustainable. This quickly leads to staff dissatisfaction, which leads these providers to seek out & join AIM. I’ll never understand that model of ‘work them until they leave’. AIM keeps its doctor’s happy and with a good work-life balance. In return, they do great work, which saves hospitals considerably more money than using less staff up front. Why so many programs fail to understand that happy & satisfied hospitalists leads to higher quality & more cost effective care in the long run is beyond me.
Bundled payments and other government sponsored initiatives to improve quality and decrease costs have led AIM and other organizations to expand into other arenas across the continuum of patient care. Expansion of our nursing home services this year, along with the addition of our Long-term Acute Care (LTAC) and Palliative Care divisions are logical extensions of our inpatient programs. A large percentage of waste in the system takes place in these transitions of care areas, particularly in Skilled Nursing facilities. By taking a management role in these facilities, AIM has positioned itself to provide even more efficient, high quality, and cost effective care.
As we look to 2016, there are many exciting things on the horizon. Continued growth into other hospitals, skilled nursing facilities and LTACs is a given. Continued system & process improvements such as our move to geographic rounding with interdisciplinary bedside rounds will be starting shortly. Streamlining care and patient flow from admission to discharge will continue to improve the patient experience, and should be reflected by even better HCHAPS scores for patient satisfaction. In short, AIM continues to work to find ways to make health care better, faster, and safer. If you are a hospitalist reading this, can you say that about your program, or are you just there to take care of as many patients as you can in a shift? Is your program able to say that you’ll NEVER see 20 patients in a day? If not, stop working in a patient ‘factory’ and meet our team and see just how rewarding it is to be a part of a team dedicated to the highest quality of care and patient satisfaction while maintaining equal satisfaction for our providers. 2016 will be quite a ride…time to jump on board!