GIHNGreensboro Interfaith Hospitality Network (est. 1997; North Carolina)
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So, as part of its initiative to reduce restraints and seclusions, GIHN also adjusted its entire workers' compensation policy and practices.
In addition to creating a risk management department and selecting a new insurance carrier and policy, GIHN also added full-time personnel.
Under GIHN's previous program, employees who left work due to injury stayed on leave until they could come back to work at 100 percent capacity in the role to which they were assigned.
As part of the new policy, GIHN instituted a transitional return-to-work program, which covers different levels of injury and associated jobs.
In terms of savings, when GIHN was doing restraints as "business as usual," Gaynor says the organization's high risk index was reflected in its insurance rates.
Reducing risk added up to lower policy costs for GIHN. Proposed '04/'O5 policy cost was $2,465,000 '04/'05 $1,605,845 '05/'06 $1,367,192 '06/'07 $1,280,255 '07/'08 $1,241,702 '08/'09 $1,148,665 '09/'10 $1,033,503 '10/'11 $940,630 Note: Table made from bar graph.
When GIHN began the initiative, Gaynor's mandate was two-fold: "We needed to get out of the restraint business and we needed to do it in a way that prevented staff from being injured any further.