LeadingAge New York Adviser Fall 2015 Vol. 1 | Page 12

Feature
Monitoring Data Electronically for Better
Patient Care
Part 3 of 3: Parker Jewish Institute’s Data Collection
Leads to More Efficient Care

P

arker Jewish Institute for Healthcare and Rehabilitation in New Hyde Park is a
527-bed non-profit leader in sub-acute care, short-term rehabilitation, long-term
care, medical model adult day health care, social model Alzheimer’s adult day care, home
health care and hospice care. It is recognized as a leader in monitoring clinical outcomes
and even received a 2013 “Excellence in Technology” Gold Award from McKnight’s, the
largest long term care industry magazine in the U.S.

From a clinical perspective, census tracking
that is updated every 15 minutes has
enabled Parker Jewish to offer patient care
that is appropriately staffed.

When Parker began its data collection efforts, it faced an
overwhelming challenge. “Our leaders had the foresight to see
that changing reimbursement methods would eventually connect
payments to proven clinical outcomes,” says Michael N. Rosenblut,
president and CEO of Parker Jewish Institute. “Additionally, they
wanted to look at certain metrics in real time.”
“We had to set goals regarding what to collect,” Rosenblut says. With
the organization’s various components, there were many potential
areas to monitor via data collection. This included pharmacy, census,
transportation, dietary costs and overall labor costs.

However, leaders soon realized they were collecting too much data and had to pare
information down to 10 to 12 key areas. After a careful review, areas that are followed
closely now fall under:
• nursing home census by payer mix and unit
• pharmacy costs per day
• dietary costs per day
• transportation
• overall weekly payroll/full-time employees
Making Changes Based on Better Data
Because leaders at Parker Jewish keep a close watch on data, they have been able to make
some cost-efficient changes. One area where cost savings have particularly come into play
is with the tracking of overtime charges, especially during a snowstorm or other natural
(See Monitoring Data on page 12)

After a careful review, areas that are followed closely now fall under:
Nursing home census by payer mix and unit
Pharmacy costs per day
Dietary costs per day
Transportation
Overall weekly payroll/full-time employees

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Adviser a publication of LeadingAge New York | Fall 2015