institut de formation et de recherche sur les ... · 18-03-2009 · anthony staines, phd associate...
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System-wide strategies for holistic improvement
Institut de Formation et de Recherche sur les Organisations Sanitaires et Sociales
Institute for Education and Research on Healthcare and Social Organizations
1
Anthony Staines, PhD
Associate Professor, IFROSS, University of Lyon 3, France - Vice-Chairman of sanaCERT, Accreditation Body for SwissHospitals, Switzerland - Staines Improvement Research, [email protected]
Göran HenriksChief of Learning and Innovation, Jönköping County Council, Sweden
Andrea Kabcenell, RN, MPHVice President, Institute for Healthcare Improvement, USA
International Forum on Quality and Safety in Health Care – A 1ICC – Berlin – Germany – March 18, 2009
v.1
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The research
What is the impact of Quality Improvementprograms on clinical outcomes for patients?
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Literature review
Systematic review of quality improvementstrategies, done by the Health Evidence Networkfor the World Health Organization. This reviewshows that no scientific evidence of any strategy
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being superior to any other, in terms of efficiency orcost.
Øvretveit J. What are the best strategies for ensuring quality inhospitals. Geneva: WHO Regional Office for Europe's HeathEvidence Network (HEN); November 2003.
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Literature review
Shortell & al – research in year 2000 including 3045CABG patients from 16 different hospitals.Evaluates the deployment of TQM in theorganization. Clinical results (length of stay,
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adverse events, mortality) vary by a factor of 2 to 4,but with no correlation with TQM implementation.
Shortell SM et al. Assessing the Impact of Total Quality Management
and Organizational Culture on Multiple Outcomes of Care forCoronary Artery Bypass Graft Surgery Patients. Medical Care.2000;38(2):207-217.
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Research question
Can world class quality programmes in hospitalsshow evidence of improved clinical results?
If yes => What methods and tools do these hospitals useto succeed and how do they implement them? What is the
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to succeed and how do they implement them? What is theperception of these programs within the institution andwhat are their evidence-based results? What is the reasonfor these results?
If no => What is the phenomenon that prevents the goalfrom being reached or from being assessed?
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Approach
Theory-building, inductive approach, as defined byGlaser & Strauss’ Grounded Theory
Case study – 3 cases
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Barney G. Glaser & Anselm L. Strauss, The discovery of groundedtheory; strategies for qualitative research, Chicago: AldinePub. Co., 1967.
R.K. Yin, Case Study Research: Design and Methods, Beverly
Hills, CA: SAGE Publications, 2003.
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Case selection
Panel of 10 international experts, known for theirpublications hospital QI programs.
Could you recommend 3-5 hospitals that, to yourpoint of view, have most improved through QI / QMprograms ? output: list of 22 hospitals
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programs ? output: list of 22 hospitals
Selected the 3 most frequently recommended:1. Jönköping County Council – Sweden (3
recommendations)
2. Intermountain Healthcare – Salt Lake City – USA (4recom.)
3. Reinier de Graaf Group – Delft – Netherlands (2 recom.)
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Case study design
Interviews on site (20-30 per case) including CEO,Director of Quality Management, Medical Director,Director of Nursing, 1 physician head ofdepartment, 3 heads of teams, 2 staff members,
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person in charge of risk management, 1 patient, 3external partners (primary care, Health Authorities,external evaluator or peer).
Observation (attitude, culture, symbols,cooperation, meetings, training sessions,architecture, leadership style, …)
Documentation research
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
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Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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FindingsFactors used byleading QIprograms to cometo improvedpatient results Build
Infrastructure& Capacity
Programlogistics
Measurementsystems
Informationsystems
Physical symbolof QI program
Culture:- goodwill
- measurement- evidence-based- learningorganization
Quality program organizationEducation
Leadership development
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systemsof QI program(e.g.. institute)
Prioritiesmaintained during crises
Stability of generalmanagement and program
managementChoosing tools compatiblewith strategy and culture
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FindingsFactors used byleading QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focused andmeaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Outstanding ambition
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structureRoom for bottom-up
within strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
Quality as a globalbusiness strategy
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FindingsFactors used byleading QIprograms to cometo improvedpatient results
Strategy spread
DOimplement
Identify, analyze,improve processes.
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improve processes.Crescendo over 15/20 years
1.- design, raise awareness2.- building infrastructure
3.- implementing
Motivating leaders, nodependencyInspiring leadership styleConsistent steering
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FindingsFactors used byleading QIprograms to cometo improvedpatient results Constant feedback
to professionals
Assess patientsatisfaction
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CHECKmeasureevaluate
Centralize process andoutcome evaluation data
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FindingsFactors used byleading QIprograms to cometo improvedpatient results
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
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ACTImprove
Goals, action plan
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Financial resources
Stable political and economiccontext
National context stimulatingclinical quality improvementand measurement
Environment characteristics
Move your dot
Rapid response teams
Quality management systems
Joining collaboratives
ResourcesFindingsFactors used byleading QIprograms to cometo improvedpatient results
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System characteristics
Size (volume)Integration
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Designing and running a QI program
The case of JönköpingCounty Council andRyhov Hospital, Sweden
Serving 330’000
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Serving 330’000inhabitants
10’000 employees
3 hospitals, 35 healthcenters
Member of the IHI“Pursuing Perfection”collaborative
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Jönköping Höglandet
Location
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Värnamo
Europe Sweden Jönköping County
Source: Bojestig M. & Henriks G. « Transforming healthcare to a new levelof performance » - ISQua – Amsterdam - 2004
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
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Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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Setting a clear and an inspiring vision
What would a clear and inspiring vision look like, foryour transformation program ?
How would you go about setting it ?
Take 3 minutes with your neighbor to discuss theabove.
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A clear and inspiring vision
Vision : «for a good life in an attractive county » Many vision statements emphasize « being the best in X
or Y treatment or services »
Jönköping promotes a holistic patient-centered vision,focused on quality of life, rather than disease or even
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focused on quality of life, rather than disease or evenhealth care
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The County Council vision:
For a good life in an attractive county
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A focused and meaningful strategy
What would a focused and meaningful strategy looklike, for your transformation program ?
How would you go about defining it ?
Take 3 minutes with your neighbor to discuss theabove.
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A focused and meaningful strategy
Strategic priorities are defined
They all focus on adding value for patients
They are communicated throughout theorganization using a graphic representation « the
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organization using a graphic representation « thediamond picture », helping to build high awarenessfor the strategy
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IT
Envir.
Adm
AccessHow wereceive
Coopera-tion/flow
Clinicalimprovement
work
Patientsafety
Medication
Learning andinnovation
Strategic Improvement Areas
PreventionTaking careof oneself
Leadership
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V a l u e f o r p a t i e n t i n c r e a s e s
Goodfinances
Reliability
Source : Henriks G, Bojestig M, Karlsson S-O, « To do best possible and Pursuing Perfection, International Forum on Quality andSafety in Healthcare, Paris, April 2008
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
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Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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A consistent crescendo over 15-20years
Quality improvement is viewed as « a journey inlearning » rather than a method for quick fixes.
Constant screening for new tools and methods Investigating and testing
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Investigating and testing
Adopted only if they fit the vision and culture.
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A history of Quality Improvement in Healthcarein Jönköping county, Sweden
Patient Need Related Groups
Main processes defined
Balanced scorecard
Process Leader Education
Qulturum
Big Group Healthcare
Diamond picture
System thinking
Awareness
Process thinking
Redesign
Education
Movement
Full scale
Pursuing Perfection
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It is a long journey and we will always be on the way…
Main processes defined
Accreditations of laboratories
Organization Evaluation, (in Swedish: OG)
Awareness
Swedish Malcolm Baldridge Award (QUL)
Total Quality Management
Common Values & Improvement tools (Education for many)Source : Henriks G, Bojestig M,Karlsson S-O, « To do best possible andPursuing Perfection, International Forumon Quality and Safety in Healthcare,Paris, April 2008
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Processes are identified andintegrated
A clear picture of the organization and its aims
An organizational map fully aligned with the vision
Driving processes and support processes builtaround the main clinical activities
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around the main clinical activities
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29Source: System thinking and spreading knowledge, Bojestig M., Henriks, G., Provost L. IHI European Forum,Prague 2006
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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Learning culture
”Learning”, a key component of the culture Learning has become the basic attitude within the
management team.
A major accident in another hospital is an opportunity toinvite the people involved and to learn.
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invite the people involved and to learn.
A mistake in a care process is an opportunity to have itdiscussed in a wide circle and to learn from it.
A pilot education for staff on clinical microsystems is anopportunity for the CEO to be present 21 days to showhow much this means to him and engaged management is
“this is a learning trip all the time”. CEO comment.
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
32
Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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Results of the program
Processes
Evidence of process improvements in a number ofdepartments
Considerable work undertaken to improve access. Evidence of lasting improvements in a number of departments
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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Evidence of lasting improvements in a number of departments
Other departments questioning the foundation of the work
Evidence of some process improvements made tofollow evidence of effective practice. E.g. : Improved glucose control
Influenza vaccination
Breast feeding of newborns at the time of discharge
Outcomes Decrease in global mortality
Work on child asthma – best practice guidelines
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Diabetes - HbA1c controlPeadiatric clinics (children age 19 and below) of
Jönköping County Council
40%
50%
60%
70%
80%
90%
100%
Patients with HbA1c > 9
Patients with HbA1c 6,7 - 8,9
Patients with HbA1c < 6,6
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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0%
10%
20%
30%
40%
2003 2004 2005
Patients with HbA1c < 6,6
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Influenza vaccination over time
70
6866
59
5260
70
80
90
100
Pe
rce
nt
2003Same activities as
the year before
Goal=68%
2004Same activities as the
2005Same activities as the
previous years. This is
no longer a project it
is a standard
Goal=75%
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39
45
0
10
20
30
40
50
1999 2000 2001 2002 2003 2004 2005
Pe
rce
nt
2001starting to plan the
innovation
2002- Vaccination for free
- Vaccination registry
- Education in vaccination
for 250 nurses and 30
physicians
- TV-commercials and
adverts in the local press
- Goal=60%
Same activities as the
two previous years but
the TV-commercial
adjusted.
Goal=75%
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Number of children with asthma admitted to hospital
15
20
25
30
35N
um
be
r/1
00
00 Värde för riket
1997 saknas
Värde för riket 2003-2005
saknas
Missingdata
Missingdata
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0
5
10
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
Nu
mb
er/
10
00
0
Average
Jönköping
Blue line: survey between pediatric units. Work 98-99. Guidelines 2000, deploymentof guidelines 00-01. Comments explain lacking data.
data
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Jönköping – factors that foster improvement
A strong emphasis on improvement culture
Quality seen as holistic – applied to everydepartment, every activity – quality as a businessstrategy
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strategy
Investment in becoming a learning organization
Quality should be exciting, fun
Bias towards bottom-up
Long-term view - stability
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Jönköping – factors still in progress in 2006
The commitment of physicians toward QI variesconsiderably. While the leaders of QI within clinical departments are
usually physicians, some physicians have little ambition tobe deeply involved. But the physician culture is coming to
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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be deeply involved. But the physician culture is coming toa tipping point.
Not yet sufficiently strong culture of measurement.
Clinical information systems not yet to standard
Specialized support to clinicians for statistics andfor the processing of data is still in development.
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Clinical excellence
The case ofIntermountainHealthcare and LDSHospital, Salt Lake
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City, Utah, USA
Healthcare systemincluding 21 hospitals,health centers, ahealth plan. Private,non for profit.
Source http://fr.wikipedia.org
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Intremountain Healthcare’s vision :clinical excellence
What strategy would you use to pursue clinicalexcellence in your transformation program ?
How would you go about it ?
Take 3 minutes with your neighbor to discuss theabove.
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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Clinical excellence at Intermountain
Evidence-based medicine as the key concept topursue clinical excellence.
The implementation of evidence-based medicine asan institutional responsibility, rather than the
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an institutional responsibility, rather than theresponsibility of an individual physician.
Process identification, priority setting.
Process and outcomes improvement through aspecific structure : clinical programs.
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
Quality as a globalbusiness strategy
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
42
Strategy spread
business strategy
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
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Clinical programs structure
Clinical integrationExecutive team
Dev. team. n
Dev. team 2
Developmentteam 1 Guidance Council
Global coordination, budget,information systems,goal setting, priorities
Cardiovascular Neuromusculoskeletal Women & Newborn Primary Care
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Urban South RegionRegional program
management
Urban North RegionRegional program
management
Urban Central RegionRegional program
management
MD
Adapted from: Intermountain Healthcare, B. James
Program management
MDMD
MD MDMD MD
MDMD
goal setting, priorities Primary Care Oncology Intensive Medicine
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Clinical program organization
Clinical program management teams Central:
1 Medical Director
1 nurse administrator
1 statistician
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1 statistician
Support team (IT, Finance, …)
Program management meets clinical teams everymonth (employed and non-employed physicians).Provide feedback on clinical outcomes.Improvement goals are set and resources neededare identified.
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FindingsFactors that canhelp or hinder QIprograms to cometo improvedpatient results
PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid response teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
Quality as a globalbusiness strategy
March 18, 2009 ICC – Berlin - Germany - Anthony Staines - Göran Henriks- Andrea Kabcenell
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Strategy spread
Identify, analyze,improve processes.
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
Systemcharacteristics
Strategy spread
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
DOimplement
business strategy
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Goals are set - outcomes are trackede.g. : depression management
Detection of depression in PCsettings
Treatment for depression andother MH disorders based onbest practice guidelines
Detection : changes indetection rate
Treatment : use of standardtools, Rx retention rates andtypes, referral rates
Goals Measures
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best practice guidelines
Clinical outcomes in terms ofsymptoms, severity, andfunctional status
Satisfaction of patients,providers, employers
Costs to patients andemployers, and to IHutilization and operations
types, referral rates
Clinical outcomes : PHQ9and other tools, productivitysurveys
Satisfaction : surveys ofpatients, providers, employers
Costs : claims costs,absenteeism rates,operational costs, utilizationcosts
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The role of the development team
Identify key processes with improvement potentialthrough evidence-based guidelines.
Write best practice guidelines (care process model)
Develop conceptual flow diagrams and clinicalpathways
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pathways
Define desired outcomes and tracking reports
Develop data flow and data systems
Research and generate care process model
Design and coordinate decision support
Produce monthly reports for program management
Plan physician and patient educational material
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Care processmodel
e.g. depressionmanagement
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Source :http://intermountainhealthcare.org/xp/public/physician/
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Clinical programs: tools
Clinical support (making it easyfor clinicians to do it right) Diabetes.
Patient worksheet. The clinicaldata system checks on lab values
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data system checks on lab valuesin the patient’s file and warnsabout potential problems to beinvestigated.
Patient self-history, filled by thepatient whilst waiting. 21 basicquestions. Right column foranswers = normal. Left column =to be investigated further.
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Clinical programs: tools
Physician education Clinical learning days
Strategic improvementgoals are defined by thedevelopment team
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development team
Specialized departmentfor education material
Content defined by thedevelopment team
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Clinical programs: tools
Patient education Specialized department
for support material forpatient education. Thecontent is defined by
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content is defined bythe development team,aligned with bestpractice guidelines.
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Clinical programs : tools
Clinical information systems
Electronic medical record at LDS Hospital for 30years (world pioneer)
A PC in every patient room
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A PC in every patient room
Web application to monitor clinical results(process and outcomes indicators)
ABC costing system that can be used jointly withclinical information systems
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Traditional clinical decision process
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The institutional role in the clinicaldecision process at Intermountain
Clinicaloutcome
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Fin
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lan
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Clin
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DiabetesPercent of patients with HbA1c > 9
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Glycohemoglobin (HbA1c) shows blood sugar over time, chart shows overallimprovement of diabetes control in patients with diabetes (decrease in poor control).
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Compliance with ventilator bundleguidelines
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Ventilator control
days
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Appropriately reduced ventilator usage
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Ventilator Associated Pneumonia
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Mortality rate : ICU and hospital
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Introduction of guideline on electiveinduction of labor < 39 weeks gestation
25%
30%
35%
Pe
rce
nt
<3
9W
ee
ks
Percent of deliveries prior to 39 weeks
Implementation of 39 weekinduction best practice model
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0%
5%
10%
15%
20%
Pe
rce
nt
<3
9W
ee
ks
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Elective Deliveries < 39 WeeksElective Deliveries <39 Weeks
IHC System
25%
30%
35%
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0%
5%
10%
15%
20%
1999
JanFebM
arAprM
ayJunJu
lAugSepO
ctNovDec
2000
JanFebM
arAprM
ayJunJu
lAugSepO
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2001
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arAprM
ayJunJu
lAugSepO
ctNovDec
2002
JanFebM
arAprM
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lAugSepO
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2003
JanFebM
arAprM
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lAugSepO
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2004
JanFebM
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ayJunJu
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2005
JanFebM
arAprM
ayJunJu
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Month
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Weeks
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ICU admissions by weeks gestation
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Glucosecontrol inthe ICU
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PLANdesign
Inspiring vision. Focusedand meaningful strategy
Prioritizing without exclusion
Dedicated organizationalstructure
Room for bottom-upwithin strategic frame
Credible leader
Adjusted informationsystemsAmbitions education
Quality as a globalbusiness strategy
ACTImprove
Program managementmeets clinicians.
Goals, action plan
Culture of evidence-baseddecision making
BuildInfrastructure
Programlogistics
Measurement
Culture:- goodwill
- measurement- evidence-based- learningorganization
Outstanding ambition
Stable political and economic context
National context stimulatingclinical quality improvementand measurement
Move your dot
Rapid intervention teams
Quality management systems
Joiningcollaboratives
Financial resources
Environment characteristics Resources
Quality program organizationEducation
Leadership development
IllustrationReinier deGraaf Group
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Strategy spread
DOimplement
business strategy
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
CHECKmeasureevaluate
Centralize process andoutcome evaluation data
Constant feedbackto professionals
Assess patientsatisfaction
Infrastructure& Capacity
Measurementsystems
Informationsystems
Physical symbolof QI program(e.g.. institute)
Size (volume)Integration
organization
System characteristics
Strategy spread
DOimplement
Identify, analyze,improve processes.
Crescendo over 15/20 years1.- design, raise awareness
2.- building infrastructure3.- implementing
Motivating leaders, no dependency
Inspiring leadership style
Consistent steering
Prioritiesmaintained during crises
Stability of gen. managementand program management
Choosing tools compatible withstrategy and culture
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Exceptional will to improve patientsafety
The case of the Reinier deGraaf Group in Delft, TheNetherlands
Teaching hospital
2 sites
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2 sites
2’900 employees
Serving a region of about250’000 inhabitants
Member of the IHI“Pursuing Perfection”collaborative
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Netherlands
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Europe
Delft and region
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Patient safety improvement work
The Reinier de Graaf Group is a member of the IHIPursuing Perfection collaborative.
Has learned about the Move Your Dot initiative onlowering Hospital Mortality.
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lowering Hospital Mortality.
Had seen Hospital Standardized Mortality Ratios forthe US and for the UK, but this data was notavailable for the Netherlands.
Worked for two years looking for partners in theNetherlands
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Patient safety
Managed to find partnerships that led to HSMRsfigures for the Netherlands to be worked out by SirBrian Jarman.
Eventually launched a Move Your Dot initiative in
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Eventually launched a Move Your Dot initiative inthe Netherlands
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Hospital Standard Mortality RatiosThe Netherlands
80
100
120
140
HS
MR
s(9
5%
CIs
)2
00
1-2
00
3
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0
20
40
60
80
96
35
68
14
83
81
51
25
89
50
103 3
52
44
85 5
78
36
12
100
72
94
13
104
65
33
34
95
101
39
93
82
79
23
61
47
37
20
87
97
45
31
107
19
98
54
102
Hospital number (assigned by BJ)
HS
MR
s(9
5%
CIs
)2
00
1-2
00
3
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Patient safety
Despite a decent position, decided to lauch aninitiative to work on reducing mortality.
With the help of the Trigger tool, reviewed 60records of deceased patients in internal medicine,
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records of deceased patients in internal medicine,to understand what could be improved.
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The Trigger Tool
Traditional reporting of errors or adverse events isoften not reliable, even in open cultures. It oftenunderestimates events and tends to cover onlywhat is assumed to be avoidable
The Trigger Tool provides a list of trigger criteria, to
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The Trigger Tool provides a list of trigger criteria, tobe used to review patient records, helping toidentify adverse events.
Resar, Roger. 2006, 'Patient Safety and Measurement - The Use of Trigger ToolMethodology', 11th European Forum for Quality Improvement in Health Care;Prague, Czech Republic: BMJ
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Action taken
In order to reduce mortality, Reinier de Graaf Groupintroduced Rapid Intervention Teams.
The patient record review was spread to surgicaldepartments and then further to cardiology and
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departments and then further to cardiology andpulmonology.
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Priorities not maintained during crises
1996 decision to merge with another smaller hospitalin the region
Controversial. Resistance from the population aroundthe smaller hospital. Resistance from the staff of thesmaller hospital.
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1997 the medical director, the father of the QIprogram, leaves to head the national QualityImprovement Institute
1997 the CEO leaves
1999 the second CEO leaves
Since 2001, QI again part of the core strategy. Butteams are hard to remotivate after having placed QIaside for some time.
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Discussion : the impact of transformationprograms on clinical results
How long does it take to be able to demonstrateimproved patient outcomes from a transformation /improvement program ?
Why does it take that amount of time ? Why does it take that amount of time ?
How does this knowledge influence the way youwould design your transformation program ?
Take 5 minutes to discuss the above with yourneighbor.
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Cross-case conclusions
All three organizations are perceived as leading inquality improvement.
What is meant by quality improvement work isdiverse:
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diverse: In its content
In the way it is implemented
There are committed leaders in all threeorganizations.
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Cross-case conclusions
There are important differences in clinicalinformation systems capacities.
There are important differences in the availability ofclinical indicators.
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clinical indicators.
In all of the three institutions, despite theirperformance, it takes a lot of time until the hospitalis in a position to prove improved patient results.
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The investment threshold
The observations of the three cases suggest apossible generalization: that there is an initial phasewhere the healthcare system needs to build aquality infrastructure.
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After this phase some process improvements maystart to show.
If these are sustained, outcomes improvement willstart to show.
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Expectations
The expectations ofhealthcare leaders are thatthere is a direct correlationbetween QI work andresults for patients, based
Patientresults
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results for patients, basedon hopes generated bysome reported success ofQI in manufacturing.
QIwork
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Literature review
In contrast, researchshows little evidence ofsignificantimprovements in patientresults due to QI on an
Patientresults
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results due to QI on aninstitutional basis
QIwork
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World-class QI programs
The study of three “World class”quality programs shows that it ispossible to get to improved patientresults through QI. One of the programs we studied
showed improved outcomes in the
Patientresults
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showed improved outcomes in themajority of its departments.
One showed improved outcomes inone department and improvedprocess measures in a number ofdepartments.
The third was showing improvedprocess indicators in a fewdepartments.
QI work
Jönköping
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The investment threshold
The case suggests that therecould be a threshold (t) in QI,below which QI work does notlead to evidence of improvedpatient results.
Patientresults
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patient results.
QI workt
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The investment threshold
The initial investment goes into the balance sheet,not in the operating result.
Here, the investment is in building capacity andinfrastructure for QI: awareness, leadership will andcommitment, the political process of freeing up
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commitment, the political process of freeing upresources for QI, training staff, building culture,setting up indicators and data collection systems,and testing QI tools.
During this period (possibly around 10 years in thecases we studied) no correlation can be shownbetween patient results and QI work.
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The investment threshold
The impression is similar to being in a zone ofnoise, where signal is covered by noise – or that ofa zone of fog, where there is no visibility.
This could be due to too few measures or toinfrastructure building taking all the energy.
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infrastructure building taking all the energy.
Inverse correlations could even appear, becausethe more efficient a data collection system foradverse events or patients complaints becomes, themore it will be used, and the more adverse it willshow … until root causes are identified and systemsare redesigned and a decrease starts to show.
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The institutional and context specificapplication of evidence-based medicine
An institutional deployment of evidence-basedmedicine, including designing context specificapplication tools for evidence-based guidelines, thatfit the organization to which they are applied, canincrease the potential to obtain improved outcomes.
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increase the potential to obtain improved outcomes.
Selecting best practices with a high potential,implementing them, monitoring, feeding backresults, discussing improvement targets.
What is done ? Applying Evidence-based medicine principles.
Best practice guidelines.
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The institutional and context specificapplication of evidence-based medicine
How it is done ? IHC selects only interventions with high added value: high
clinical improvement potential for patients.
The responsibility for implementing EBM is institutional
Compliance to guidelines is measured, as well as patient
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Compliance to guidelines is measured, as well as patientoutcomes
Results are fed back to clinicians on a monthly basis
Results are discussed, goals are set, resources neededare identified, senior management intervenes to removebarriers if needed.
A set of interventions is deployed, all coordinated anddesigned for the outcomes improvement to happen.
The core business (clinical medicine) is managed!