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Primary study

Unclassified

Journal Joint Commission journal on quality and patient safety / Joint Commission Resources
Year 2006
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BACKGROUND: Veterans Affairs New Jersey Health Care System (VA NJHCS) used the advanced clinic access (ACA) strategies and applied "facility communication model" principles to improve access to care at two medical centers and a community-based outpatient clinic. Implementation of the facility model included the integration of a performance improvement (PI) structure, use of the technology, and staff participation. METHODS: VA NJHCS participated in a Veterans Integrated Service Network (VISN 3) collaborative consisting of five network facilities from June 2001 to January 2002. Specialty clinics were to develop the capacity to schedule a specialty clinic appointment in less than 30 days. ACA strategies were as follows: reduction of appointment types, reduction of demand, development of service agreement with primary care, and standardized documentation using templates. RESULTS: The VA NJHCS average waiting time for a next-available urology clinic appointment decreased 85.9%, versus a 26.2% reduction in the Veterans Health Administration (VHA) national average. In June 2005, the average days waiting time for a next-available urology clinic appointment at VA NJHCS was 14.2 days, or 24.6 days (63.4%) better than the VHA average of 38.8 days. DISCUSSION: Waiting time reduction for urology clinic appointments at VA NJHCS is similar to results reported elsewhere using the collaborative model and ACA strategies. Yet, the added dimension of a facility model resulted in a waiting time reduction for urology clinics at VA NJHCS that exceeded the VHA national average.

Primary study

Unclassified

Authors Landis SE , Schwarz M , Curran DR
Journal Family medicine
Year 2006
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BACKGROUND AND OBJECTIVES: Using a learning collaborative among multiple residency programs is a new concept and has the potential to improve diabetes care beyond the usual quality improvement techniques. METHODS: This project developed a learning collaborative with six affiliated family medicine residency sites using the Chronic Care Model (CCM) to improve diabetes care according to the National Committee for Quality Assurance and the American Diabetic Association Physician Recognition Program (PRP) key measure criteria. RESULTS: Key measures of diabetic care were met or exceeded in 67% of the residency programs. One site fulfilled all PRP criteria. Two other sites exceeded two additional targets, while one site exceeded one target. Baseline and follow-up data were compiled for five sites on the Assessment of Chronic Illness Care survey, testing the implementation of the CCM. Scores started in basic support and improved to the next level of reasonably good support for diabetes care. CONCLUSIONS: The learning collaborative structured sites to focus on evaluating diabetes care and regularly reporting activities to peers. The learning collaborative resulted in improved diabetes care in practices that had formerly used quality improvement techniques and especially in sites with a history of organizational change and involvement of residents.

Primary study

Unclassified

Journal Pediatrics
Year 2006
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OBJECTIVE: Effective delivery of preventive services is an essential component of high-quality pediatric health care. However, both variation in and deviation from accepted guidelines have been reported. Learning collaboratives (LCs) have been shown to result in improvement in several aspects of pediatric care. The objective of this study was to determine whether pediatric practices that participated in a preventive services LC would improve their delivery of preventive services. METHODS: After conducting an initial audit of the medical records of twenty 2-year-olds and twenty 4-year-olds for documentation of preventive services on the basis of national standards, practice teams attended a quality improvement workshop. They were presented with evidence to support the value of preventive services and the results of their audits and taught quality improvement methods, eg, rapid cycles of change. Each team developed plans to improve 1 or more services. Brief audits with feedback and monthly conference calls were used to support practices to conduct rapid cycles of change, to discuss barriers and solutions, and to monitor progress. The results of final chart audits of twenty 2-year-olds and 4-year-olds were compared with the initial chart audits. A Preventive Service Score (PSS) was assigned to each practice on the basis of the number of services provided, and initial to final comparisons were made. RESULTS: Fourteen practices participated. PSSs improved for all practices after the LC. Mean PSS for 2-year-olds increased from 4.0 +/- 1.1 to 4.9 +/- 1.2 and for 4-year-olds increased from 3.8 +/- 1.8 to 5.6 +/- 1.9. The proportions of children who received 9 of the 10 individual preventive services also improved significantly. CONCLUSION: LCs are a potentially effective method of improving the quality of care that is delivered by pediatric practices.

Primary study

Unclassified

Journal Joint Commission journal on quality and patient safety / Joint Commission Resources
Year 2006
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BACKGROUND: Fifty hospitals collaborated in a patient safety initiative developed and implemented by the Massachusetts Coalition for the Prevention of Medical Errors and the Massachusetts Hospital Association. METHODS: A consensus group identified safe practices and suggested implementation strategies. Four collaborative learning sessions were offered, and teams monitored their progress and shared successful strategies and lessons learned. Reports from participating teams and an evaluation survey were then used to identify successful techniques for reconciling medications. RESULTS: For the 50 participating hospitals, implementation strategies most strongly correlated with success included active physician and nursing engagement, having an effective improvement team, using small tests of change, having an actively engaged senior administrator, and sending a team to multiple collaborative sessions. DISCUSSION: Adoption of the reconciling safe practices proved challenging. The process of writing medication orders at patient transfer points is complex. The hospitals' experiences demonstrated that implementing the proposed safe practices requires a team effort with leadership support and vigilant measurement.

Primary study

Unclassified

Journal Joint Commission journal on quality and patient safety / Joint Commission Resources
Year 2005
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BACKGROUND: A "bundle" of ventilator care processes (peptic ulcer disease prophylaxis, deep vein thrombosis prophylaxis, elevation of the head of the bed, and a sedation vacation), which may also reduce ventilator-associated pneumonia (VAP) rates, can serve as a focus for improvement strategies in intensive care units (ICUs). Between July 2002 and January 2004, teams of critical care clinicians from 61 health care organizations participated in a collaborative on improving care in the ICU. METHODS: ICU team members posted data monthly on a Web-based extranet and submitted narrative descriptions describing the changes tested and the strategies implemented. RESULTS: For the 35 units that consistently collected data on ventilator bundle element adherence and VAP rates, an average 44.5% reduction of VAP was observed. DISCUSSION: The goal-oriented nature of the bundle appears to demand development of the teamwork necessary to improve reliability. The observations seem sufficiently robust to support implementing the ventilator bundles to provide a focus for additional change in ICUs.

Primary study

Unclassified

Journal Archives of pediatrics & adolescent medicine
Year 2005
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OBJECTIVE: To test a quality improvement intervention, a learning collaborative based on the Institute for Healthcare Improvement's Breakthrough Series methodology, specifically intended to improve care and outcomes for patients with childhood asthma. DESIGN: Randomized trial in primary care practices. SETTING: Practices in greater Boston, Mass, and greater Detroit, Mich. PARTICIPANTS: Forty-three practices, with 13 878 pediatric patients with asthma, randomized to intervention and control groups. Intervention Participation in a learning collaborative project based on the Breakthrough Series methodology of continuous quality improvement. MAIN OUTCOME MEASURES: Change from baseline in the proportion of children with persistent asthma who received appropriate medication therapy for asthma, and in the proportion of children whose parent received a written management plan for their child's asthma, as determined by telephone interviews with parents of 631 children. RESULTS: After adjusting for state, practice size, child age, sex, and within-practice clustering, no overall effect of the intervention was found. CONCLUSIONS: This methodologically rigorous assessment of a widely used quality improvement technique did not demonstrate a significant effect on processes or outcomes of care for children with asthma. Potential deficiencies in program implementation, project duration, sample selection, and data sources preclude making the general inference that this type of improvement program is ineffective. Additional rigorous studies should be undertaken under more optimal settings to assess the efficacy of this method for improving care.

Primary study

Unclassified

Journal Joint Commission journal on quality and patient safety / Joint Commission Resources
Year 2005
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BACKGROUND: Twenty ethnically and geographically diverse health care organizations, including 15 Bureau of Primary Health Care centers, participated in an Institute for Healthcare Improvement (IHI) collaborative Breakthrough Series (BTS) project on depression. Teams attended three learning sessions that emphasized the chronic illness care model, key depression change concepts, and how to initiate plan-do-study-act cycles. RESULTS: Seventeen of the 20 organizations completing the BTS achieved a faculty assessment of at least a 4 (5 indicates significant improvement). More than 2000 patients initiated depression treatment and were registered in the plan's depression registries. Patients in the centers who used the recommended measures had the following outcomes: 56% had significant change in their depressive symptoms at 12 weeks, 87% completed follow-up assessments, 54% continued antidepressant medication for at least 10 weeks, and 90% completed a structured diagnostic assessment before treatment. DISCUSSION: On the basis of the feedback from ten successful teams, the essential change concepts for depression were establishing and maintaining a patient registry, care coordination, diagnostic assessment, and proactive follow-up. Many of the BTS centers have continued to expand their depression treatment programs. The IHI BTS appears to be a viable method of disseminating evidence-based depression care.

Primary study

Unclassified

Journal Joint Commission journal on quality and patient safety / Joint Commission Resources
Year 2005
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BACKGROUND: The Maryland Patient Safety Center (MPSC) a collaboration of the Maryland Hospital Association and Delmarva Foundation for Medical Care, Inc., was designated by the State of Maryland in June 2004. A voluntary, nonregulatory initiative, the MPSC complements the state's regulatory efforts in mandatory reporting and support for performance improvement. PROGRAMS: The MPSC's mission is to bring health care providers together to understand causes of unsafe practices and to put practical, evidence-based improvements in place. Using a multifaceted approach, the MPSC implements its mission through education and training, safety culture collaboratives, adverse-event and near-miss reporting, research, and special projects. Participation in these initiatives is provided at no cost to Maryland providers. Early results show that health care leaders and front-line workers are embracing the MPSC's vision to make Maryland's health care the safest in the nation. More than 2,500 health care providers have participated in the MPSC's programs in its 15 months. Eighty percent of the state's hospitals are taking part in the intensive care unit (ICU) Safety Culture Collaborative, which has already yielded a 36% decrease in catheter-related blood stream infections and a 20% decrease in ventilator-associated pneumonia. A MODEL FOR OTHER STATES: The MPSC's approach can serve as a model for other states to emulate.

Primary study

Unclassified

Journal American journal of surgery
Year 2005
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BACKGROUND: Despite a large body of evidence describing care processes known to reduce the incidence of surgical site infections, many are underutilized in practice. METHODS: Fifty-six hospitals volunteered to redesign their systems as part of the National Surgical Infection Prevention Collaborative, a 1-year demonstration project sponsored by the Centers for Medicare & Medicaid Services. Each facility selected quality improvement objectives for a select group of surgical procedures and reported monthly clinical process measure data. RESULTS: Forty-four hospitals reported data on 35,543 surgical cases. Hospitals improved in measures related to appropriate antimicrobial agent selection, timing, and duration; normothermia; oxygenation; euglycemia; and appropriate hair removal. The infection rate decreased 27%, from 2.3% to 1.7% in the first versus last 3 months. CONCLUSIONS: The Collaborative demonstrated improvement in processes known to be associated with reduced risk of surgical site infections. Quality improvement organizations can be effective resources for quality improvement in the surgical arena.

Primary study

Unclassified

Journal American heart journal
Year 2005
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BACKGROUND: Numerous reports have shown substantial undertreatment of acute myocardial infarction (AMI). The goal of this intervention study was to improve both the acute and discharge care of patients with AMI. Thirty-eight Tenet hospitals participated in a cardiac improvement collaborative called the Partnership for Change. Interventions included the implementation of a computerized concurrent data feedback system and the organization, staffing, and deployment of performance improvement teams at each hospital. METHODS: Data were collected on 11 394 patients with AMI between January 1, 2001, and June 30, 2002. We calculated rates of treatments including aspirin (first 24 hours and at discharge), beta-blocking agent (first 24 hours and at discharge), reperfusion using thrombolysis (first 30 minutes) or percutaneous intervention (first 2 hours), angiotensin-converting enzyme inhibitor (at discharge), smoking cessation counseling (during hospital stay), and referral to a cardiac rehabilitation program (at discharge). RESULTS: Statistically significant increases were seen for all indicators. Aspirin use during the first 24 hours increased from 86.4% to 96.5% and use at discharge increased from 70.0% to 87.4%. The use of beta-blocking agents during the first 24 hours increased from 51.4% to 88.4% and use at discharge increased from 62.4% to 83.5%. Reperfusion during the first 2 hours increased from 25.9% to 35.3%. Discharge use of angiotensin-converting enzyme inhibitors increased from 29.3% to 43.3%. Smoking cessation counseling increased from 35.1% to 80.6%. Referral to a cardiac rehabilitation program increased from 16.9% to 41.7%. All P values were <.001. CONCLUSIONS: The implementation of a rapid-cycle computerized concurrent data feedback system along with on-site process improvement teams was associated with a substantial increase in the use of both acute and discharge treatments for AMI.