Showing posts with label Quality Tools. Show all posts
Showing posts with label Quality Tools. Show all posts

Thursday, May 31, 2012

Joint Commission Publishes new Monograph about CLABSIs

On May 16th, the Joint Commission released a new Monograph reviewing the most recent evidence and thoughts surrounding Central Line-Associated Bloodstream Infections.

The free monograph can be downloaded here: http://www.jointcommission.org/assets/1/18/CLABSI_Monograph.pdf

Below is an excerpt from the press release announcing the free monograph (emphasis added in red):


New Monograph Aims to Decrease Central Line-Associated Bloodstream Infections (CLABSIs)

The Joint Commission, in collaboration with Joint Commission Resources (JCR) and Joint Commission International (JCI), developed a new monograph containing the most current information, evidence-based guidance and resources to help health care organizations reduce the current risks and resulting harm associated with CLABSI. JCR and JCI are not-for-profit affiliates of The Joint Commission. The monograph was produced in partnership with infection prevention leaders from the Society for Hospital Epidemiology of America (SHEA), the Association for Professionals in Infection Control and Epidemiology, Inc. (APIC), the National Institutes of Health (NIH), the Infectious Diseases Society of America (IDSA), the Association for Vascular Access (AVA), and the International Nosocomial Infection Control Consortium (INICC). In addition, several other domestic and international infection prevention leaders from countries such as Argentina, Australia, Egypt, Switzerland, Thailand and Saudi Arabia have lent their expertise to the monograph.

“Recent patient safety initiatives have demonstrated how preventable CLABSIs can be when evidence-based guidelines are consistently put into practice at the bedside,” says Jerod M. Loeb, Ph.D., executive vice president, Division of Healthcare Quality Evaluation, The Joint Commission. “Our hope is that these resources will empower health care providers to implement practices that have been shown to not only improve patient safety, but also reduce costs.”

The project is supported by a research grant from Baxter Healthcare Corporation and focuses on the identification and broad dissemination of preferred practices and technological solutions to prevent CLABSI. 

Monday, February 6, 2012

ACO Update: Health Affairs Releases a Policy Brief

On January 31, 2012, Health Affairs, a peer-reviewed monthly journal, released a six page Health Policy Brief providing an update of where the US healthcare industry is in its rapid evolution towards accountable care type organizations.

The .pdf of the policy brief can be downloaded here.

The value of this paper is not limited to just the historical overview provided. The authors also give a general overview of some of the ongoing issues of the ACO model (small savings, anti-trust issues, enrollment, etc...).

Readers looking to for deep technical details of ACOs will be disappointed with this paper. However, those looking for a general overview of the current status of the ACO evolution will find this paper informative.

Thursday, December 29, 2011

New Baldrige Eligibility Rules Impacts Indiana Organizations

On December 21, 2011, the national Baldrige program announced via its blog that the eligibility rules for 2012 have changed. Under the new rules, organizations interested in applying for the national Baldrige Award must meet six new conditions as follows:
  1. Be a previous Baldrige Award recipient
  2. Have received the top-tier award from an Alliance member award program within the past 5 years
  3. Have received a site visit at the national level within the past 5 years
  4. Have received a combined scoring band range of 8 or better (e.g., process band 4 and results band 4) in the past 5 years
  5. Have 25% or more of your employees/staff outside of your organization's home state
  6. Have no Alliance member program available for your organization.
This impacts interested Indiana organizations because Indiana now does have an Alliance member program  available: The Partnership for Excellence.

In other words, if your organization is just getting started with the Baldrige journey, it generally must win The Partnership for Excellence's not yet named Indiana award before it can apply for the national Baldrige award.

Given the amount and type of assistance The Partnership for Excellence makes available to organizations, this change will likely accelerate the Baldrige learning curve for an organization rather than slow down or delay progress towards excellence.

You can learn more about The Partnership for Excellence at its website: http://www.thepartnershipforexcellence.org/html/home.htm

You can learn more about the national Baldrige program at its website: http://www.nist.gov/baldrige/

Wednesday, November 23, 2011

Schneck Medical Center (Seymour, IN) Named 2011 Baldrige Award Recipient

Schneck Medical Center of Seymour, Indiana, was named a 2011 Baldrige Award Recipient in the Healthcare Category. Schneck is the first organization from Indiana to receive the Baldrige Award.

Until recently, Indiana did not have a State level Baldrige-based award program. Schneck thus partnered with the Ohio Partnership for Excellence. The Ohio program has since expanded its scope and now covers the State of Indiana (as well as West Virginia). The program has now been renamed The Partnership for Excellence.

The press release announcing the other Baldrige Award winners can be found here.

The profile of Schneck Medical Center released with the announcement can be found here.

Below are excerpts from the profile of Schneck Medical Center outlining its quality performance that may be interesting to the healthcare quality professional. Note that the 50 page Baldrige application from Schneck will become public domain in a few months and thus awailable for public examination and learning. Schneck (as required by all Baldrige award winners) will also be participating in national and regional conferences where they will be sharing thier Baldrige journey.

  • SMC consistently demonstrates high levels of performance in relation to patient-focused health care measures. Specifically, on 17 of 22 core measures reported for the Centers for Medicare and Medicaid Services (CMS), SMC scored 100 percent in the second quarter of 2011.
  • SMC ranked second among 94 hospitals in its geographic region and outperformed all local competitors when measured for its value-based purchasing (VBP). VBP is a method that holds health care providers accountable for the quality and cost of their services through a system of rewards and consequences. Incentives discourage inappropriate, unnecessary, and costly care.
  • Patient satisfaction surveys reflect SMC’s year-to-year favorable performance, meeting or exceeding top 10 percent or top 25 percent levels on nine of 10 Press Ganey (a national consulting firm focused on improving health care performance) measures, including inpatient quality of care, inpatient family support, inpatient coordination of care, and inpatient customer service. On measures of ambulatory care, including timeliness, customer service, and ambulatory education, SMC’s performance exceeds the top 25 percent level.
  • SMC’s commitment to a “Patient First” culture has led to many innovative health care options. For example, to address its limited treatment options for myocardial infarctions, SMC and its largest competitor, located 25 miles away, created a collaborative initiative for coordinated handoffs of patients needing emergency cardiac catheterizations. Through this effort, “door-to-balloon” times (the critical period for assessing and diagnosing a heart attack and delivering the needed intervention) have been reduced from 120 to as low as 60 minutes, ensuring patients get the best and quickest treatment.
  • SMC has achieved high performance levels in all areas measured by the Hospital Consumer Assessment of Healthcare Providers and Systems, with SMC outperforming its Indiana peers from 2008 to 2011 (year-to-date) in the areas related to the ability of nurses and physicians to listen, understand, and provide clear discharge instructions.
  • SMC demonstrates role-model performance through its low overall rates of hospital-acquired infections, which have been maintained at or below 1 percent since 2008. There have been no occurrences of postoperative infections from bariatric surgeries, one of SMC’s focus areas. No patient has acquired ventilator-associated pneumonia since 2009, while central line-associated bloodstream infections have remained at low numbers since 2008, with zero cases in 2011 (year-to-date).
  • SMC demonstrates excellence in measures of its operating margin, cash flow, and cash position, with its reported results comparing favorably to the Standard & Poor’s (S&P) “A-” and “AA” rated median levels. From 2008 to 2010, SMC’s gross revenue results showed growth in the organization’s strategic focus areas—women’s health, joint replacement, noninvasive cardiac care, cancer care, and bariatric surgery.

Wednesday, November 2, 2011

Study Shows Baldrige Hospitals Perform Better than Non-Baldrige Hospitals

Thomson Reuters recently released a research paper investigating the performance of Baldrige hospitals vs. non-Baldrige hospitals in key outcome measures. In this study, Baldrige hospitals were defined as hospitals that have won the Baldrige award or have publicly disclosed that they have received a site visit. Non-Baldrige hospitals were the remaining hospitals in the 100 Top Hospitals data set.

Of interest to healthcare quality professionals:
  • Baldrige hospitals were significantly more likley than their peers to display faster five-year performance improvement.
  • Baldrige hospitals performed better than their peers in the CMS core measures by 4.90 percantage points.
Although not statistically significant, the study also showed that Baldrige hospitals performed better on the following measures than their peers:
  • risk-adjusted mortality
  • patient safety index
  • severity-adjusted length of stay.
  • adjusted operating profit margin
The research paper can be downloaded from NIST here or from Thompson Reuters here.

The NIST press release associated with this research paper can be found here. For your convenience, excerpts from this press release have been copied and pasted below. Sections of interest to healthcare quality professionals are in red with some emphasis added.


New Study Finds that Baldrige Award Recipient Hospitals Significantly Outperform their Peers

A new report has found that healthcare organizations that have won Baldrige National Quality Awards for performance excellence or been considered for a Baldrige Award site visit outperform other hospitals in nearly every metric used to determine the 100 Top Hospitals, a national recognition given by Thomson Reuters.

Commissioned by the Foundation for the Malcolm Baldrige National Quality Award, a private organization, and conducted by Thomson Reuters, the report found that Baldrige hospitals were six times more likely to be counted among the 100 Top Hospitals, which represent the top 3 percent of hospitals in the United States, and that they statistically outperform the 100 Top Hospitals on core measures established by the U.S. Centers for Medicare & Medicaid Services.

Health care organizations have accounted for more than 50 percent of Baldrige award applicants since 2005.
Baldrige hospitals also were far more likely than their peers to be cited for marked improvement over a span of five years. According to the report, "[m]ore than 27 percent of Baldrige winner hospitals also won a 100 Top Hospitals: Performance Improvement Leaders award, while only 3 percent of their non-Baldrige peers won the award."

"The results of the Thomson Reuters study confirm what we've known for years: using the Baldrige Criteria and the earnest pursuit of the Baldrige evaluation will improve your organization by nearly every measure of success, be it in outcomes, safety, customer and employee satisfaction, or profitability," says Baldrige Performance Excellence Program Director Harry Hertz.

The study, Comparison of Baldrige Award Applicants and Recipients with Peer Hospitals on a National Balanced Scorecard, is available at www.nist.gov/baldrige/upload/baldrige-hospital-research-paper.pdf.

Sunday, July 31, 2011

Indiana's State Level Baldrige Program

Until last week, Indiana was one of the few remaining states without a Baldrige based award program. However, through the efforts of various interested groups and individuals throughout the state, and in collaboration with the Ohio Partnership for Excellence (OPE), Ohio's Baldrige based program, Indiana is no longer without.

Reflective of the strategy of the National Baldrige program to develop strong regional programs rather than each state having an independent program, Ohio recently announced its expansion into Indiana and West Virginia.

Although the details of the Indiana program is still being worked out, several Indiana individuals and organizations have already been involved with the OPE in previous years. In fact, Schneck Medical Center (Seymour, IN) will be presenting at OPE's "2011 Quest for Success" Conference coming up in September.

Link to Ohio Partnership for Excellence: http://www.partnershipohio.org/
Link to details of expansion into Indiana: http://www.partnershipohio.org/html/apply/apply_program_IN_&_WV.htm

The full text of the OPE press release follows:

Press Release
July 26, 2011
FOR IMMEDIATE RELEASE                                             


Ohio Partnership for Excellence to Expand Programs to Indiana & West Virginia
COLUMBUS, OH – The Ohio Partnership for Excellence (OPE) is now approved to offer its Baldrige-based programs to organizations in Indiana and West Virginia.  The Alliance for Performance Excellence approved the expansion after a nation-wide competitive process that included proposals from a number of states.  The Alliance is a non-profit network of national, state and local Baldrige-based award programs, associated with the American Society for Quality and the U.S. Department of Commerce's National Institute of Standards & Technology that administers the Malcolm Baldrige National Quality Award.  
OPE is Ohio's Baldrige-based award program that administers and presents the Ohio Awards for Excellence, including the Governor's Award for Excellence.  OPE partners with organizations using the internationally-recognized Baldrige Criteria for Performance Excellence.  OPE’s primary product is a comprehensive organizational assessment that helps leaders better understand and prioritize key strengths and opportunities for improvement.  While the assessment lays the foundation, OPE’s main focus is on organizational learning, resource optimization and continuous improvement. 

Under the visionary leadership of OPE's Board Chairman Frank PĂ©rez, former President & CEO of the Kettering Health Network in Dayton and Paul Worstell, former President of PRO-TEC Coating Company in Leipsic, OPE has worked tirelessly to develop a strategy which will give Indiana and West Virginia organizations the same great opportunities OPE has afforded Ohioans for more than a decade.  With this decision, OPE will grow into a regionalized program throughout all three states. 

The mission of OPE is to cultivate performance excellence and continuous improvement among business, education, government, healthcare and non-profit organizations.  By providing a framework for performance excellence through the Baldrige Criteria, organizations have a greater focus on customers, process management, work systems and organization-wide results.  These organizations typically see lower costs, improved productivity and rises in both employee and customer satisfaction. 

This year's OPE Award recipients will be honored at the annual Quest for Success Conference - “Harvesting Excellence” to be held on September 19-20 at Cherry Valley Lodge, Newark, Ohio.  The two-day conference will feature four of the seven 2010 Malcolm Baldrige National Quality Award recipients and will provide numerous opportunities to learn about role-model performance management practices, share great ideas with colleagues, and benchmark world-class results. 

For additional information please visit the OPE website at www.partnershipohio.org or contact Al Faber, President/CEO, Ohio Partnership for Excellence, 829 Bethel Road, #212, Columbus, OH 43214 or phone (614) 425-7157.

Saturday, April 30, 2011

Performance of Indiana Hospitals on Patient Experience of Care Measures for Value Based Purchasing

The following table shows the performance of Indiana hospitals on the HCAHPS measures CMS has indicated will be a part of the Value Based Purchasing program. This table is based on HospitalCompare data released April 11, 2011based on data collected from April 2009 to March 2010.

(Note: You may need to click on the image to open it in a new browser.)





Sunday, February 13, 2011

Achieving an Exceptional Patient and Family Experience of Inpatient Hospital Care

Last week the Institute for Healthcare Improvement (IHI) released a white paper describing current frameworks of providing patient centric care. Within the document is also an assessment of primary and secondary drivers as well as descriptions of practices at exemplar organizations.

This IHI white paper can be download here.

The following are excerpts from IHI's document description:


In response to growing interest from the hospital community in better understanding and improving the experience of patients and their families during hospitalization, the Institute for Healthcare Improvement (IHI) conducted an in-depth review of the research, studied exemplar organizations, and interviewed experts in the field. Our aim was to identify the primary and secondary drivers of exceptional patient and family inpatient hospital experience (defined as care that is patient centered, safe, effective, timely, efficient, and equitable), as measured by the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey’s “willingness to recommend” the hospital.


The project identified five primary drivers of exceptional patient and family inpatient hospital experience of care: leadership; staff hearts and minds; respectful partnership; reliable care; and evidence-based care.

Saturday, September 4, 2010

Rounding to Influence

A former boss of mine introduced me to the concept of "Management by Walking Around". I've seen many leaders fully endorse using this concept with highly variable results. Maybe there's something more than just being visible?

The Sept/Oct 2010 edition of Healthcare Executive published an article from Dr. James Reinertsen about rounding to influence staff behavior and adoption of best practices. The Institute for Healthcare Improvement has made available the reprint here.

The following is an excerpt of the article:

Rounding to Influence
Rounding to influence is one element of an evidence-based bundle of leadership methods used in highly reliable organizations. Rounding to influence is not quite the same thing as leadership safety walkrounds, in which leaders go to hospital units and visit with staff to send a signal that they care about the hospital’s improvement agenda, want to gain better awareness of safety issues and want to build relationships with frontline staff. While these are all desirable outcomes, they don’t drive the successful execution of specific safety or infection control practices. Rounding to influence is much more focused. It’s not just about leaders being seen—it’s about what leaders are seen doing and asking.

Sunday, August 29, 2010

Reducing Avoidable Hospital Readmissions

On June 4, 2010, at the Florida Hospital Association Meeting, the Health Research & Educational Trust provided this presentation, "Reducing Avoidable Hospital Readmissions," to give recent evidence of the extent and causes of avoidable hospital readmissions, describe congressional action in Patient Protection and Coverage Act, and describe support now available to help hospitals respond to heightened concern and financial pressures.

The presentation can be downloaded here:
http://www.ahrq.gov/news/kt/red/readmissionslides/readmission.ppt

Within the presentation, the HRET's Health Care Leader Action Guide to Reduce Avoidable Readmissions is referenced. It can be downloaded here:
http://www.commonwealthfund.org/~/media/Files/Publications/Fund%20Report/2010/Jan/Readmission%20Guide/Health%20Care%20Leader%20Readmission%20Guide_Final.pdf

With readmission rates already being publicly reported and penalties scheduled to be imposed on hospitals with "excessive" readmission rates starting Oct 2013, now is a great time to optimize the care transition process.

Thursday, August 5, 2010

Joint Commission Publishes Roadmap towards Patient Centered and Family Centered Care

Patient centeredness is probably the most difficult to define and thus difficult to improve dimension of healthcare quality (the other dimensions being safety, timeliness, effectiveness, efficiency, and equability). Nevertheless, sensitivity to the concepts surrounding patient centeredness is essential for a multitude of clinical and strategic reasons.

To help hospitals prepare for the Joint Commission's upcoming Patient-Centered Communication accreditation standards, the Joint Commission recently published a monograph titled Advancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care: A Roadmap for Hospitals.

The monograph
can be download here.

Tuesday, July 20, 2010

Healthcare Leading the Way in 2010 Baldrige Award Applications

Last month the NIST announced that of 83 Baldrige applicants for 2010, 54 were for the healthcare category.

Excerpts from the press release follows.

(Note: No Indiana based organization has ever won the Baldrige Award.)

Eighty-three organizations are in the running for the 2010 Malcolm Baldrige National Quality Award, the nation’s highest recognition for organizational performance excellence through innovation and improvement. Applicants include three manufacturers, two service companies, seven small businesses, 10 educational organizations, 54 health care organizations and seven nonprofits/governmental organizations. The number of applicants is up 20 percent over 2009 and marks the fifth consecutive year that there have been 70 or more organizations seeking the award. Additionally, the 54 health care applicants are the largest number in that category since it began in 1999.

The 2010 applicants will be evaluated rigorously by an independent board of examiners in seven areas: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce focus; process management; and results. Examiners provide each applicant with 300 to 1,000 hours of review and a detailed report on the organization’s strengths and opportunities for improvement.

Thousands of organizations use the Baldrige Criteria for Performance Excellence to guide their enterprises, improve performance and get sustainable results. This proven improvement and innovation framework offers organizations an integrated approach to key management areas.

“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results,” says Jim Collins, author of Good to Great: Why Some Companies Make the Leap ... and Others Don’t.

To learn more about starting or advancing your organization’s quality journey, go to www.nist.gov/baldrige/publications/criteria.cfm and www.nist.gov/baldrige/enter/self.cfm.

Joint Commission Posts Accountability Measures FAQ

On July 19th, the Joint Commission posted its FAQ concerning it's recently announced accountability measures. It can be found here. The following are excerpts from the FAQ:

Accountability Measures - Frequently Asked Questions

What are “Accountability Measures?”
Accountability measures are quality measures that meet four criteria that produce the greatest positive impact on patient outcomes when hospitals demonstrate improvement on them.

The criteria for classifying accountability measures include:

Research: Strong scientific evidence exists demonstrating that compliance with a given process of care improves health care outcomes (either directly or by reducing the risk of adverse outcomes).
Proximity: The process being measured is closely connected to the outcome it impacts; there are relatively few clinical processes that occur after the one that is measured and before the improved outcome occurs.
Accuracy: The measure accurately assesses whether the evidence-based process has actually been provided. That is, the measure should be capable of judging whether the process has been delivered with sufficient effectiveness to make improved outcomes likely. If it is not, then the measure is a poor measure of quality, likely to be subject to workarounds that induce unproductive work instead of work that directly improves quality of care.
Adverse Effects: The measure construct is designed to minimize or eliminate unintended adverse effects.
These criteria are based on The Joint Commission’s experience implementing and evaluating the outcomes of quality measures for more than a decade. The criteria provide a more rational approach to the process of collecting and reporting quality data.

Why is The Joint Commission reclassifying the core measures as accountability measures and how will this help hospitals?
The Joint Commission wants to help hospitals improve performance on accountability measures in an effort to promote excellence in the delivery of care and maximize health outcomes, and in anticipation of the Centers for Medicare & Medicaid Services incentive payments that become effective in 2013. The Joint Commission will eliminate measures that do not work well, include performance on accountability measures in accreditation standards and include only accountability measures in the ORYX program.

Why not remove non-accountability measures from use?
Measures that do not meet the accountability measures criteria can still prove to be a valuable source of information to hospitals. These measures are also currently used by other initiatives as standardized performance measures for assessing and reporting on hospital performance.

How will The Joint Commission utilize accountability measures in future accreditation activities?
The Joint Commission currently is considering a variety of innovative approaches to integrating hospital performance on the accountability measures into its survey and accreditation activities. To promote improved performance on accountability measures, and help hospitals prepare for the increasing reliance on attaining high performance on quality measures. The Joint Commission will be engaging accredited hospitals through focus groups and online surveys over the next few months.

Where can I locate additional information on accountability measures?
Additional information on accountability measures can be found in the June 23, 2010 special issue of Joint Commission Online and the June 23, 2010 on-line issue of the New England Journal of Medicine, “Accountability Measures: Using Measurement to Promote Quality Improvement.” Additional information will be posted on The Joint Commission’s Web site and in the August 2010 issue of Joint Commission Perspectives.

Will The Joint Commission continue to categorize measures as accountable and non-accountable measures?
In the future, The Joint Commission will only adopt accountability measures for use in its ORYX initiative.

Saturday, July 10, 2010

ISMP: Guidelines for Standard Order Sets

On March 11, 2010, the Institute for Safe Medication Practice (ISMP) published guidelines for creating standard order sets. The document can be found here.

The following are excerpts from the guidelines document:

Content
Careful attention to the content of standard order sets helps ensure they:

  1. are complete,
  2. include important orders beyond what the prescriber may initially consider (e.g., specific monitoring requirements),
  3. reflect current best practices, and
  4. are standardized among various practitioners who provide care to patients.

Examples of frequently observed problems with the content of standard orders follow.

  • Numerous practitioner-specific order sets for the same conditions resulting in variability in the clinical management of these patients
  • Content that is a compilation of multiple prescribers’ preferences instead of a streamlined, consensus-based order set
  • Outdated order sets that do not reflect current evidence-based or best practices
  • Incorrect or outdated terminology used to prescribe therapy (e.g., prescribing a “heparin lock flush” when only saline is used to flush the port)
  • Mistakes and inaccuracies in the orders, such as incorrect or missing doses (e.g., magnesium sulfate 16 g instead of 16 mEq), routes, frequencies of administration, and rates of infusion; typos; and spelling errors, particularly with drug names
  • Order set includes a medication that is typically contraindicated in the targeted population (e.g., aspirin on pediatric order sets)
  • Order set does not include duration of therapy if appropriate (e.g., ketorolac limited to 5 days)
  • Order set includes potentially dangerous combinations of products (e.g., IV morphine and epidural HYDROmorphone/bupivacaine, with boxes that allow both orders to be activated)
  • Order set includes two or more medications with known drug interactions
  • An exhaustive variety of medications to cover every possible scenario a patient may face (e.g., orders that include multiple analgesics by various routes, laxatives, antacids, a bedtime sedative, antidiarrheal, antiemetic, and others); we’ve previously called these “Don’t bother me” orders, which lead to crowded medication administration records and leave treatment decisions to nurses’ subjective, variable judgment
  • Order set includes organization-prohibited orders or ambiguous blanket orders such as “take home meds” or “resume pre-op orders”
  • “If…then” orders that inappropriately shift responsibility from the prescriber to the nurse or pharmacist to determine whether an order should be activated (e.g., give RhoGAM if indicated)
  • Types and/or frequency of necessary patient assessments (e.g., pulse oximetry) and laboratory monitoring are not specified
  • Orders to address known potential emergencies not specified (e.g., rescue agent available, when to administer the rescue agent or call the prescriber)
  • Single and/or multiple analgesics which, if administered as frequently as prescribed, could result in an overdose (e.g., acetaminophen or opioid toxicity)
  • Dosing guidance not provided (e.g., mg/kg or mg/m2 dose not specified along with the calculated dose, particularly for neonatal/pediatric drugs and chemotherapy; safe dose range or maximum safe doses not specified; dosing parameters for titrated drugs not provided)
  • Chemotherapy order sets that include the total course dose instead of the single, daily dose
  • Medications without indications
  • Medications prescribed by volume or number of tablets
  • Titrated medications without a measurable description of the desired effects, rate of titration, and maximum doses that should not be exceeded and/or the dose at which the prescriber should be called
  • Administration directions not provided (e.g., timeframe for IV push or bolus doses)
  • Critical clinical decision support information, reminders, precautions, and/or safety measures not included, such as: monitoring requirements; administration precautions; adjustments for renal impairment or age; maximum adult total dose of acetaminophen not to exceed 3 to 4 grams per 24 hours

Approval and Maintenance

Managing the initial approval of standard order sets and keeping them current present numerous challenges to organizations. Without a standard process to address the approval and revision of standard orders, unacceptable variations in care and errors are possible. Examples of frequently observed problems with the approval and maintenance of standard orders follow.

  • Order set never approved by the organization’s pharmacy and therapeutics (or another appropriate) committee
  • Outdated order sets that have not undergone recent clinical review
  • Old typed preprinted order sets that are copies of copies (information cut off, stray marks on the forms)
  • Outdated order sets that are still in use for months/years after new/revised order sets have been adopted
  • Staff unable to access updated order sets online via an Intranet
  • Order sets sent or brought into the hospital from physician offices or other hospitals that have never been approved
  • Order sets that include nonformulary items, drugs with therapeutic substitutions not specified, and medications that have been withdrawn from the market or have new boxed warnings that should limit their use
  • Order sets with conflicting instructions that do not coincide with current hospital policy (e.g., drug verification checking processes) and equipment (e.g., types of infusion pumps available)
  • Order sets without a tracking number and approval/revision date

Ensuring consistent use of well-designed order sets and maintaining the orders in accordance with best practices requires vigilance and a team approach. Because standard order sets are often an important component for implementing clinical protocols, algorithms, critical pathways, and guidelines, organizations should establish an interdisciplinary process with rules to help design, evaluate, use, and maintain these orders. Professional staff need clear directions to follow if they encounter order sets that do not comply with these rules.

To assist with the evaluation of order sets, ISMP has created Guidelines for Standard Order Sets in the form of a checklist, which is on our Web site (www.ismp.org/Tools/guidelines/default.asp). Additionally, in the Agency for Healthcare Research and Quality publication, Advances in Patient Safety: New Directions and Alternative Approaches, Ehringer and Duffy have published findings from a study they conducted on preprinted orders and how they can be used to promote best practices (www.ahrq.gov/downloads/pub/advances2/vol2/Advances-Ehringer_17.pdf) The authors include several tables and an appendix that can be used to guide the creation and review of standard order sets. With these two resources, hospitals can begin to establish an effective process for designing, evaluating, updating, and enforcing safe use of standard order sets.

Saturday, June 5, 2010

Ventilator Bundle Adjusted: Daily Oral Care with Chlorhexidine

The following was posted on the IHI website regarding adjustments to the ventilator bundle made in May 2010. You can read the update (as well as implementation tips) in its entirity here.

You can read the updated description of the IHI Ventilator Bundle here:
here



Daily Oral Care with Chlorhexidine

IHI added this element to the Ventilator Bundle in May 2010 following continued review of the literature and use of the element in the IHI Ventilator Bundle in Scotland for over a year. The recommended chlorhexidine solution strength is 0.12%.

Dental plaque biofilms are colonized by respiratory pathogens in mechanically ventilated patients. Dental plaque develops in patients that are mechanically ventilated because of the lack of mechanical chewing and the absence of saliva, which minimizes the development of biofilm on the teeth. Dental plaque can be a significant reservoir for potential respiratory pathogens that cause ventilator-associated pneumonia (VAP). Chlorhexidine antiseptic has long been approved as an inhibitor of dental plaque formation and gingivitis. As early as 1996, DeRiso and colleagues published a study that provided evidence to support the use of 0.12% chlorhexidine oral rinse as a prophylactic measure to reduce nosocomial respiratory tract infections in cardiac surgery patients. [1]

Since that time there has been much discussion about the utilization of chlorhexidine as an important adjunct to oral hygiene, but there have been few studies published that provide firm evidence that the use of chlorhexidine as a decontamination antiseptic reduces the incidence of ventilator-associated pneumonia. Chlorhexidine has been studied in two strengths: 0.12% and 0.2%. The US Food and Drug Administration recommends 0.12% oral chlorhexidine for use as mouth rinse. In a meta-analysis published in 2007 by Chan and colleagues in the British Medical Journal, eleven studies were evaluated for effect of oral decontamination on the incidence of ventilator-associated pneumonia and mortality in mechanically ventilated adults. Results of that analysis concluded that oral decontamination of mechanically ventilated adults using chlorhexidine is associated with a lower risk of ventilator-associated pneumonia. [2]

There is little if any evidence of other oral care processes having an effect on the development of VAP, but it makes sense that good oral hygiene and the use of antiseptic oral decontamination reduces the bacteria on the oral mucosa and the potential for bacterial colonization in the upper respiratory tract. This reduction in bacteria has been shown to reduce the potential for the development in ventilator-associated pneumonia for patients on mechanical ventilation.

References:

  1. DeRiso AJ, Ladowski JS, DillonTA, Justice JW, Peterson AC. Chlorhexidine gluconate 0.12% oral rinse reduces the incidence of total nosocomial respiratory infection and nonprophylactic systemic antibiotic use in patients undergoing heart surgery. Chest. 1996;109:1556-1561.
  2. Chan EY, Ruest A, O’Meade M, Cook DJ. Oral decontamination for prevention of pneumonia in mechanically ventilated adults: Systematic review and meta-analysis. British Medical Journal. 2007;10:1136.

Additional Reference:
Munro CL, Grap MJ, Jones DI, McClish DK, Sessler CN. Chlorhexidine, tooth brushing and preventing ventilator-associated pneumonia in critically ill adults. American Journal of Critical Care. 2009 Sep;18(5):428-437.

Saturday, May 1, 2010

A3 Thinking

Those of you familar with Lean will recognize A3 as a way of thinking to solve a problem. I came across this presentation on Jamie Flinchbaugh's blog (http://jamieflinchbaugh.com/) that does a great job at providing an understandable overview.

Monday, March 22, 2010

Patient Safety ...in 3 words?

The following is cut and pasted directly from Abington Memorial Hospital's patient safety & quality web page.

You can go directly to the page here:
http://www.amh.org/aboutus/patientsafetyandquality/three-words-video.aspx

You can go directly to the video here:
http://amhweb.cachefly.net/Videos/aboutus/3Wordsvideo.swf

It only takes three words to tell someone how you feel, what you believe in or what’s important to you. At Abington Memorial Hospital, three words can describe our entire culture — Patient Safety First.

Patient Safety is AMH’s number one priority, and AMH employees are letting their patients, and each other, know just how important that priority is — with just three words.

Inspired by the popular Good Morning America segment, “Your Three Words,” AMH’s Center for Patient Safety and Healthcare Quality made a four-minute long video using the three-word concept. The video
features AMH employees from all departments — clinical, ancillary, support staff — offering their own personal three-word message of patient safety, while promoting safe behavior and teamwork.

Saturday, January 23, 2010

AHRQ: 10 Patient Safety Tips for Hospitals

The Agency for Healthcare Research and Quality (AHRQ) recently updated their publication titled "10 Patient Safety Tips for Hospitals".

The 10 Tips are:
  1. Prevent central line-associated blood stream infections.
  2. Re-engineer hospital discharges.
  3. Prevent venous thromboembolism.
  4. Educate patients about using blood thinners safely.
  5. Limit shift durations for medical residents and other hospital staff if possible.
  6. Consider working with a Patient Safety Organization.
  7. Use good hospital design principles.
  8. Measure your hospital's patient safety culture.
  9. Build better teams and rapid response systems.
  10. Insert chest tubes safely.

The AHRQ publications contains links to resources supporting each of the above tips. The publication can be found here: http://www.ahrq.gov/qual/10tips.pdf.

The home page of the publication is here: http://www.ahrq.gov/qual/10tips.htm

Thursday, January 7, 2010

Indiana HCAHPS Performance - Patient's Overall Rating of Hospital

The following is the most recent list of Indiana hospitals sorted by the percent of patients rating the hospital 9 or 10 on the HCAHPS question about overall care. This is derrived from the hospital compare database which was updated Dec 2009.

Percentage of patients who gave rating of 9 or 10 (high)
% Hospital
91 WOMEN'S HOSPITAL THE(NEWBURGH)
89 ST VINCENT HEART CENTER OF INDIANA LLC(INDIANAPOLIS)
87 INDIANA ORTHOPAEDIC HOSPITAL LLC(INDIANAPOLIS)
83 MONROE HOSPITAL(BLOOMINGTON)
82 INDIANA HEART HOSPITAL, THE(INDIANAPOLIS)
82 CLARIAN NORTH MEDICAL CENTER(CARMEL)
81 ST FRANCIS HOSPITAL MOORESVILLE(MOORESVILLE)
79 DUPONT HOSPITAL LLC(FORT WAYNE)
79 DEKALB MEMORIAL HOSPITAL INC(AUBURN)
78 PARKVIEW HUNTINGTON HOSPITAL(HUNTINGTON)
78 ORTHOPAEDIC HOSPITAL AT PARKVIEW NORTH LLC(FORT WAYNE)
78 ST VINCENT CARMEL HOSPITAL INC(CARMEL)
77 CLARIAN WEST MEDICAL CENTER(AVON)
77 HENDRICKS REGIONAL HEALTH(DANVILLE)
77 PARKVIEW HOSPITAL(FORT WAYNE)
77 MEMORIAL HOSPITAL AND HEALTH CARE CENTER(JASPER)
76 WITHAM HEALTH SERVICES(LEBANON)
76 TIPTON HOSPITAL(TIPTON)
76 PARKVIEW NOBLE HOSPITAL(KENDALLVILLE)
76 PARKVIEW LAGRANGE HOSPITAL(LAGRANGE)
76 SCHNECK MEDICAL CENTER(SEYMOUR)
75 PARKVIEW WHITLEY HOSPITAL(COLUMBIA CITY)
75 WABASH COUNTY HOSPITAL(WABASH)
75 GOSHEN GENERAL HOSPITAL(GOSHEN)
75 FRANCISCAN PHYSICIANS HOSPITAL LLC(MUNSTER)
75 DUNN MEMORIAL HOSPITAL(BEDFORD)
74 LUTHERAN HOSPITAL OF INDIANA(FORT WAYNE)
74 GOOD SAMARITAN HOSPITAL(VINCENNES)
74 ST VINCENT WILLIAMSPORT HOSPITAL INC(WILLIAMSPORT)
74 MARGARET MARY COMMUNITY HOSPITAL INC(BATESVILLE)
74 RIVERVIEW HOSPITAL(NOBLESVILLE)
74 ST FRANCIS HOSPITAL AND HEALTH CENTERS-INDIANAPOLI(INDIANAPOLIS)
74 CLARK MEMORIAL HOSPITAL(JEFFERSONVILLE)
73 ST MARY MEDICAL CENTER INC(HOBART)
73 MAJOR HOSPITAL(SHELBYVILLE)
73 ST MARY'S MEDICAL CENTER OF EVANSVILLE INC(EVANSVILLE)
73 MEMORIAL HOSPITAL OF SOUTH BEND(SOUTH BEND)
73 SAINT JOHN'S HEALTH SYSTEM(ANDERSON)
72 COMMUNITY HOSPITAL(MUNSTER)
72 ST VINCENT HOSPITAL & HEALTH SERVICES(INDIANAPOLIS)
72 JAY COUNTY HOSPITAL(PORTLAND)
72 BLUFFTON REGIONAL MEDICAL CENTER(BLUFFTON)
71 COMMUNITY HOSPITAL OF ANDERSON AND MADISON COUNTY(ANDERSON)
71 COLUMBUS REGIONAL HOSPITAL(COLUMBUS)
71 HARRISON COUNTY HOSPITAL(CORYDON)
71 FLOYD MEMORIAL HOSPITAL AND HEALTH SERVICES(NEW ALBANY)
70 BEDFORD REGIONAL MEDICAL CENTER(BEDFORD)
70 HENRY COUNTY MEMORIAL HOSPITAL(NEW CASTLE)
70 ST FRANCIS HOSPITAL AND HEALTH CENTERS(BEECH GROVE)
69 HANCOCK REGIONAL HOSPITAL(GREENFIELD)
69 ST JOSEPH HOSPITAL & HEALTH CENTER INC(KOKOMO)
69 CAMERON MEMORIAL COMMUNITY HOSPITAL INC(ANGOLA)
69 ST VINCENT FRANKFORT HOSPITAL INC(FRANKFORT)
69 ST VINCENT MERCY HOSPITAL(ELWOOD)
69 ST ANTHONY(CROWN POINT)
******69 Indiana State Average******
68 SCOTT COUNTY MEMORIAL HOSPITAL AKA SCOTT MEMORIAL(SCOTTSBURG)
68 SAINT JOSEPH'S REGIONAL MEDICAL CENTER - PLYMOUTH(PLYMOUTH)
68 ST CATHERINE HOSPITAL INC(EAST CHICAGO)
68 LAPORTE HOSPITAL AND HEALTH SERVICES(LA PORTE)
68 WESTVIEW HOSPITAL(INDIANAPOLIS)
68 KING'S DAUGHTERS' HOSPITAL AND HEALTH SERVICES,THE(MADISON)
67 COMMUNITY HOSPITAL SOUTH(INDIANAPOLIS)
67 DECATUR COUNTY MEMORIAL HOSPITAL(GREENSBURG)
67 MARION GENERAL HOSPITAL(MARION)
67 DAVIESS COMMUNITY HOSPITAL(WASHINGTON)
66 SULLIVAN COUNTY COMMUNITY HOSPITAL(SULLIVAN)
66 ST JOSEPH HOSPITAL(FORT WAYNE)
66 REID HOSPITAL & HEALTH CARE SERVICES INC(RICHMOND)
66 DUKES MEMORIAL HOSPITAL(PERU)
66 SAINT JOSEPH REGIONAL MEDICAL CENTER - SOUTH BEND(SOUTH BEND)
66 MEMORIAL HOSPITAL(LOGANSPORT)
66 DEACONESS HOSPITAL INC(EVANSVILLE)
66 JOHNSON MEMORIAL HOSPITAL(FRANKLIN)
******65 National Average******
65 HOWARD REGIONAL HEALTH SYSTEM(KOKOMO)
65 ST VINCENT JENNINGS HOSPITAL INC(NORTH VERNON)
65 GIBSON GENERAL HOSPITAL(PRINCETON)
65 CLARIAN HEALTH PARTNERS INC D/B/A METHODIST IU RIL(INDIANAPOLIS)
65 BALL MEMORIAL HOSPITAL INC(MUNCIE)
65 ST VINCENT CLAY HOSPITAL INC(BRAZIL)
64 ELKHART GENERAL HOSPITAL(ELKHART)
64 BLOOMINGTON HOSPITAL(BLOOMINGTON)
64 ST MARGARET MERCY HEALTHCARE CENTERS(DYER)
64 WILLIAM N WISHARD MEMORIAL HOSPITAL(INDIANAPOLIS)
64 UNION HOSPITAL CLINTON(CLINTON)
63 KOSCIUSKO COMMUNITY HOSPITAL(WARSAW)
63 DEARBORN COUNTY HOSPITAL(LAWRENCEBURG)
63 FAYETTE REGIONAL HEALTH SYSTEM(CONNERSVILLE)
63 PORTER, VALPARAISO HOSPITAL(VALPARAISO)
62 ST ANTHONY MEMORIAL HEALTH CENTERS(MICHIGAN CITY)
62 UNION HOSPITAL, INC(TERRE HAUTE)
61 COMMUNITY HOSPITALS OF INDIANA INC (EAST)(INDIANAPOLIS)
61 ST ELIZABETH CENTRAL(LAFAYETTE)
60 TERRE HAUTE REGIONAL HOSPITAL(TERRE HAUTE)
60 ST CLARE MEDICAL CENTER(CRAWFORDSVILLE)
59 MORGAN HOSPITAL AND MEDICAL CENTER(MARTINSVILLE)
56 ST MARGARET MERCY HEALTHCARE CENTERS(HAMMOND)
56 STARKE MEMORIAL HOSPITAL(KNOX)
55 ST MARY'S WARRICK HOSPITAL INC(BOONVILLE)
55 LAFAYETTE HOME HOSPITAL(LAFAYETTE)
54 ST VINCENT RANDOLPH HOSPITAL INC(WINCHESTER)
44 METHODIST HOSPITALS, INC(GARY)
39 SAINT CATHERINE REGIONAL HOSPITAL(CHARLESTOWN)

Sunday, November 15, 2009

Commonwealth Fund Highlights Accomplishments of Reid Hospital

Last week the Commonwealth Fund highlighted the SCIP achievements of Reid Hospital (Richmond, IN) by publishing a case study on both the Commonwealth Fund's website
as well as their
http://www.whynotthebest.org/ website.

The case study can be download here:
http://www.commonwealthfund.org/~/media/Files/Publications/Case%20Study/2009/Nov/1338_Edwards_Reid_Hospital_case_study.pdf

The following is the summary section of the case study with sections of interest in red.

Reid Hospital and Health Care Services is a high performer on process-of-care, or “core” measures. The measures, developed by the Hospital Quality Alliance (HQA), relate to achievement of recommended care in four clinical areas: heart attack, heart failure, pneumonia, and surgical care. This case study focuses on Reid’s achievement in providing recommended care to surgical patients in order to reduce the risk of a hospital-acquired infection.


Quality of care has been high on Reid’s agenda since the late 1990s, when the hospital began using a report card to track health care processes and outcomes. In 2004, the multidisciplinary Surgical Care Improvement Project Quality Action Team was formed, which hospital leaders’ credit with helping to achieve high performance on the surgical measures. The team is supported by:
  • a strong board, administrators, and clinical leaders;
  • a clinical information system that aligns physicians’ orders with hospital standards, and alerts nurses about the timing of critical care;
  • physician and nurse champions;
  • performance data analysis and feedback; and
  • a "just do it" approach to quality improvement.