jcaho 1999 ernest a. codman award hanys 2001 & 2004 pinnacle award - honorable mention yosef d....
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![Page 1: JCAHO 1999 Ernest A. Codman Award HANYS 2001 & 2004 Pinnacle Award - Honorable Mention Yosef D. Dlugacz, Ph.D. Senior Vice President Andrea Restifo, R.N.,](https://reader035.vdocuments.mx/reader035/viewer/2022070411/56649ce45503460f949b014b/html5/thumbnails/1.jpg)
JCAHO 1999 Ernest A. Codman Award
HANYS 2001 & 2004 Pinnacle Award - Honorable Mention
Yosef D. Dlugacz, Ph.D. Senior Vice President
Andrea Restifo, R.N., M.P.A. Karen Nelson, R.N., CPHQ, CPURVice President Assistant Vice President
August 22 – 25, 2004Cambridge, MA
EVIDENCE-BASED MEDICINE AND HEALTH SYSTEMSEVIDENCE-BASED MEDICINE AND HEALTH SYSTEMS
LEADERSHIP IMPLEMENTS DISEASE MANAGEMENT LEADERSHIP IMPLEMENTS DISEASE MANAGEMENT GUIDELINES AND REPORTS RESULTS THROUGH A GUIDELINES AND REPORTS RESULTS THROUGH A
“QUALITY METRIC”“QUALITY METRIC”
EVIDENCE-BASED MEDICINE AND HEALTH SYSTEMSEVIDENCE-BASED MEDICINE AND HEALTH SYSTEMS
LEADERSHIP IMPLEMENTS DISEASE MANAGEMENT LEADERSHIP IMPLEMENTS DISEASE MANAGEMENT GUIDELINES AND REPORTS RESULTS THROUGH A GUIDELINES AND REPORTS RESULTS THROUGH A
“QUALITY METRIC”“QUALITY METRIC”
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To define and explain how to implement guidelines based on evidence for all organizations …
and why
To standardize care and change practice across a vast, diverse healthcare System
ObjectiveObjective
The ChallengeThe Challenge
2Copyright © 2004, North Shore – Long Island Jewish Health System
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3 Copyright © 2004, North Shore – Long Island Jewish Health System
Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03Prepared by NSLIJHS Planning Office, 3/11/03
Peninsula Hospital
SIUH (Concord)SIUH (Concord)
SIUH (North)SIUH (North)
SIUH (South)SIUH (South)
Eastern Long Island Hosp.
Central Suffolk Hosp.
Southampton Hosp.
NSUH at Forest HillsNSUH at Forest Hills
NSUH - ManhassetNSUH - Manhasset
Long Island Jewish Med. Ctr.Long Island Jewish Med. Ctr.
Franklin Hospital Med. Ctr.Franklin Hospital Med. Ctr.
NSUH at Glen CoveNSUH at Glen Cove
NSUH at SyossetNSUH at Syosset
NSUH at PlainviewNSUH at Plainview
Huntington HospitalHuntington Hospital
Southside HospitalSouthside Hospital
Affiliated
Owned
Sponsored
Affiliated
Owned
Sponsored
Manhattan
2002 Total Population = 5 Million2002 Total Population = 5 Million
NORTH SHORE – LONG ISLAND JEWISH HEALTH SYSTEM- HOSPITALS -
NORTH SHORE – LONG ISLAND JEWISH HEALTH SYSTEM- HOSPITALS -
Statue of Liberty
201.17 km.
System OfficeSystem Office
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4 Copyright © 2004, North Shore – Long Island Jewish Health System
Creating Consistent Care Across….Creating Consistent Care Across….
5,670 Hospital & Nursing Home Beds• 3 Tertiary Care Hospitals• 2 Specialty Care Hospitals• 13 Community Hospitals• 4 Long-Term Care Facilities• 1 Children’s Hospital• 1 Psychiatric Hospital• 3 Regional Trauma Centers• 3 Area Trauma Centers• 1 Burn Center
7 Home Health Agencies
Research Institute
Core Laboratory
Center for Emergency Services
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5 Copyright © 2004, North Shore – Long Island Jewish Health System
Educating StaffEducating Staff
32,000 Employees (largest employer in region)• 7,000 Nursing Professionals
7,000 Active Physicians & Dentists • 800 Full-time
6,000 Volunteers & Auxiliary
1,200 Residents & Fellows in 89 Accredited Programs
1,300 Medical Student Rotations
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6 Copyright © 2004, North Shore – Long Island Jewish Health System
Evidence-Based Medicine EducationEvidence-Based Medicine Education
Resident/FellowsDidactic sessions, field
experience and projects *
Medical StaffDefining the standard
of care (CMS)
NursingChanging practice andenhancing competency(Magnet designation)
Quality Mgmt. DirectorsCommunicating data-driven
information.
Clinical Task ForcesDeveloping guidelines
Identifying best practices
* “A Critical Literature Appraisal of Care Pathways and Structured Order Sets in Internal Medicine”
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7 Copyright © 2004, North Shore – Long Island Jewish Health System
OUTCOME
Positive46%
Negative12%
Mixed18%
Unchanged24%
LENGTH-OF-STAYNo Change
50%
Improved50%
n = 59% of parameterNote: Only 60 % used statistical analysis (multivariate)
PROCESS CHANGENo Change
50%
Improved50%
n = 47% of parameterNote: Only 50 % used statistical analysis (multivariate)
A Critical Literature Appraisal of Care Pathways and Structured Order Sets in Internal Medicine
Source: Edward Wu, M.D.
Quality Management Rotation
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8 Copyright © 2004, North Shore – Long Island Jewish Health System
A Critical Literature Appraisal of Care Pathways and Structured Order Sets in Internal Medicine
More randomized controlled studies need to be done particularly studying the incremental effect of structured order sets
Studies are needed which include more education of the care pathway
Order sets are on the horizon and have yet to be studied in detail
Source: Edward Wu, M.D.
Quality Mgmt. Rotation
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TrusteesSenior Management
Managers (480)New Employees
Enrichment Courses
Education Across
Continuum for
All Employees
Quality
Management
Methodologies
Value of data Understanding
the variationImportance of
documentation 9 Copyright © 2004, North Shore – Long Island Jewish Health System
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10 Copyright © 2004, North Shore – Long Island Jewish Health System
Leadership Values QualityLeadership Values Quality
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11 Copyright © 2004, North Shore – Long Island Jewish Health System
Consistent Quality Patient CareConsistent Quality Patient Care
Objective: To become the leader in providing quality healthcare which can be defined and measured. Create a culture of safety and quality at
the bedside. Promote utilization of CareMaps® as we
embrace evidence-based medicine. Focus on processes. Educate future generations of medical
and nursing professionals on quality principles.
Strategies:
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12 Copyright © 2004, North Shore – Long Island Jewish Health System
Top Medical DRGs Top Medical DRGs Jan 2003-Dec 2003Jan 2003-Dec 2003
DRG# Description
Cases
AVGL O S
Evidence-Based
Pathway
143 Chest Pain6,35
41.9
127 Heart Failure & Shock4,60
66.3
089Simple Pneumonia and Pleurisy (Age >17 w/ CC)
4,303
7.1
183Esophagitis, Gastroenteritis and Miscellaneous Digestive Disorders
3,662
2.45
088Chronic Obstructive Pulmonary Disease
2,981
6.1
(excludes: OB/GYN, psych, & rehab)(excludes: OB/GYN, psych, & rehab)
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13 Copyright © 2004, North Shore – Long Island Jewish Health System
Top Surgical DRGs Top Surgical DRGs Jan 2003-Dec 2003Jan 2003-Dec 2003
DRG# DescriptionCase
sAVG LOS
Evidence-Based
Pathway
527 / 517
Percutaneous Cardiovascular Procedures
4,716
1.7
209Joint and Limb Reattachment Procedures of Lower Extremity
2,772
5.3
148Major Small and Large Bowel Procedures w/ CC
1,572
13.1
494Laparoscopic Cholecystectomy w/o C.D.E. w/o CC
1,424
2.4
288 O.R. Procedures for Obesity1,25
52.8
(excludes: OB/GYN population)(excludes: OB/GYN population)
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14 Copyright © 2004, North Shore – Long Island Jewish Health System
Who Wants Evidence-Based Medicine?Who Wants Evidence-Based Medicine?
External Groups
JCAHO CMS NPSF NQF AHA Advocacy
(Leapfrog)
Internal Groups
Nursing- communication
Quality Management – develop measures to define performance and opportunities for improvement and communication
Utilization/Case Management - CareMap®
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Evidence-Based Medicine from Evidence-Based Medicine from Three PerspectivesThree Perspectives
Evidence-Based Medicine from Evidence-Based Medicine from Three PerspectivesThree Perspectives
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Analysis of the Variance Between Expected Analysis of the Variance Between Expected Outcome (Evidence) andOutcome (Evidence) and
Actual Outcome (Practice)Actual Outcome (Practice)
Analysis of the Variance Between Expected Analysis of the Variance Between Expected Outcome (Evidence) andOutcome (Evidence) and
Actual Outcome (Practice)Actual Outcome (Practice)
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17 Copyright © 2004, North Shore – Long Island Jewish Health System
Out of 100 indicators (10 hospitals times 10 measures) reported to CMS, 34 exceeded the top 10% level reported by all hospitals.
Health System PerformanceHealth System PerformanceQ1 2004Q1 2004
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Top Performing Bottom Performing
Performance Improvement Best Practice and Opportunities for Improvement
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Q3 2003 Green = 13 Q1 2004 Green = 34
Public Reporting: PreliminaryPublic Reporting: PreliminaryHospital PerformanceHospital Performance
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20 Copyright © 2004, North Shore – Long Island Jewish Health System
Public Reporting: PreliminaryPublic Reporting: PreliminaryIndicator PerformanceIndicator Performance
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Desired Direction + = + =
Leadership Developed Quality Metric
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Physician Profile Physician Profile
22 Copyright © 2004, North Shore – Long Island Jewish Health System
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23 Copyright © 2004, North Shore – Long Island Jewish Health System
Physician ProfilePhysician Profile
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Service and Nursing Unit PerformanceService and Nursing Unit Performance
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25 Copyright © 2004, North Shore – Long Island Jewish Health System
Pneumonia Heart Failure Myocardial Infarction Coronary Artery Bypass Graft
Surgery Hip and Knee Orthopedic Stroke Bariatric Surgery Pediatric Cardiac Surgery Hyperbaric Wound Treatment Critical Care Skin Care Sterilization
Fall Prevention Health Information
Management Infection Prevention Needle Stick Safety Oncology Safe Practices Credentialing Bioethics Perioperative Mental Retardation
/Developmental Disabilities Discharge Planning Utilization Management CareMap®/Variance
NS-LIJHS Quality Management EBM Task ForcesNS-LIJHS Quality Management EBM Task Forces
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26 Copyright © 2004, North Shore – Long Island Jewish Health System
NS-LIJHS Quality Management EBM Task ForcesNS-LIJHS Quality Management EBM Task Forces
Charge
Provide understanding,
direction, education and
tools to achieve improved
processes/outcomes
Benefits
Optimize patient care Standardize measures Share best practices Identify gaps in safe patient
care Improve clinical involvement Enhance communication
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27 Copyright © 2004, North Shore – Long Island Jewish Health System
ResultsResults
Heart Failure • Development of education
module on CD ROM and Intranet
• Physician champions conduct around the clock educational programs for staff
Pneumonia• Standardized orders for
immunizations• Educational video for
patients
Acute Myocardial Infarction
• Pilot of standardized admission orders
• Pilot of rapid diagnostic testing
• Incorporating CEMS into treatment protocols
Orthopedic/CABG• Standard protocol for
antibiotic administration
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28 Copyright © 2004, North Shore – Long Island Jewish Health System
Educating PatientsEducating Patients
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Evidence-Based Medicine is UsedEvidence-Based Medicine is Usedfor LOS Managementfor LOS Management
Evidence-Based Medicine is UsedEvidence-Based Medicine is Usedfor LOS Managementfor LOS Management
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30 Copyright © 2004, North Shore – Long Island Jewish Health System
Example: LOS Management Community HospitalExample: LOS Management Community Hospital
Hospital B - ALOS (excluding hospice, psychiatric, rehab and detox)
7.66
7.11
5.73 5.56 5.75 5.66
4.00
5.00
6.00
7.00
8.00
9.00
10.00
1998 1999 2000 2001 2002 2003
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31 Copyright © 2004, North Shore – Long Island Jewish Health System
• Discharge Planning• Restrospective Reporting• Billing Documentation
Continuum of Care Process DescriptionContinuum of Care Process Description
Admission Cycle Treatment Cycle Discharge Cycle
Service Facilitators
Social Work
Clinicians Ancillary ServicesAdmitting
Pre-Admission Testing
Emergency Room
Transfers Physician Offices
Discharge
Medical Records
Patient Management
Patient Management
Transition Management
Transition Management
• Information Collection• Admission Protocols• Discharge Planning Begins
• Case Mgmt./Floor Nurses• Results Reporting
• Retrospective Reporting• Billing Documentation
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32 Copyright © 2004, North Shore – Long Island Jewish Health System
Quality Lowers Cost
Profit
UnderutilizationAntibiotic Home
OptimumSwitch Antibiotics (IV to
PO)Plan for Discharge
OptimumImplementation of
Discharge
OverutilizationExcess Days
Improper Discharge Process
Patient Taking PO Meds
Misuse/Underuse“1-Day Stays”
CostsOveruse Costs
X
Day 1Day 1 Day 3Day 3 Day 5Day 5 Day 7Day 7
Clinical Pathway
Result: Care of PneumoniaResult: Care of Pneumonia
32
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North Shore - LIJ Health SystemMedicare Patients
Pneumonia (DRG 089, 090) ALOS
7.32
7.58
7.16 7.07
6
6.5
7
7.5
8
2000 2001 2002 2003
33 Copyright © 2004, North Shore – Long Island Jewish Health System
Example: Disease Specific LOS ManagementExample: Disease Specific LOS Management
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34 Copyright © 2004, North Shore – Long Island Jewish Health System
Outcomes Indicators – March 2004Outcomes Indicators – March 2004
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QUALITY MANAGEMENT
QUALITY MANAGEMENT
SOCIALWORK
SOCIALWORK
PHYSICIANSPHYSICIANS NURSINGNURSING
ANCILLARY SERVICES
ANCILLARY SERVICES
HOME CARE(Case Mgmt.)
HOME CARE(Case Mgmt.)
Multidisciplinary
Patient Centered Care
Coordination(Pre, During andPost Discharge)
• Laboratory• Nutrition• Occupational Therapy• Pharmacy• Physical Therapy• Radiology• Respiratory Therapy• Speech Therapy• Environmental Services
Case Management Uses EBM GuidelinesCase Management Uses EBM GuidelinesAcross ContinuumAcross Continuum
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36 Copyright © 2004, North Shore – Long Island Jewish Health System
The NS-LIJHS CareMapThe NS-LIJHS CareMap®®
Disease-specific Helps to direct the care towards evidence-based best practices Provides a standard of care for varied patient populations with discipline-specific goals, focusing on patient and cost outcomes Increases collaboration and efficiency by prospectively planning for care Strengthens accountability by linking assessment and intervention strategies with patient outcomes
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37 Copyright © 2004, North Shore – Long Island Jewish Health System
CareMapCareMap®® Creation Methodology Creation Methodology
PRIORITIZATIONPRIORITIZATION
DEVELOPMENTDEVELOPMENT
APPROVALAPPROVAL
IMPLEMENTATIONIMPLEMENTATION
USEUSE
OUTCOMEOUTCOME
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38 Copyright © 2004, North Shore – Long Island Jewish Health System
CareMapsCareMaps®® Encourage Patient Education Encourage Patient Education
Patients partner in their care Patient Friendly CareMaps® provide patient information on:• Disease Process• Treatment Goals• Patient’s Role• Tests• Medications • Diet• Activity • Discharge Planning
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Example of Patient Friendly Heart Failure CareMapExample of Patient Friendly Heart Failure CareMap®®
If you have heart failure that has caused you to be in the hospital, it probably means that your heart muscle has weakened to the point where it has allowed your body to collect too much fluid, causing difficulty breathing and/or a low energy level.
Heart Failure
Your discharge plan will be based on your needs. If you need help with care at home, or were receiving home care services, please tell your nurse and ask about home care programs available for patients with heart failure. A Social Worker/ Case Manager may visit you to talk about discharge planning. The Health Care Team will go over your discharge instructions and answer any questions you or your family may have. If any questions come up after you go home please call your doctor.
Discharge Planning
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Data foroutpatient care
Heart Failure specific home instructions
To document our high quality of care
Doctor’s signature
Nurse’s signature
Promoting Patient SafetyPromoting Patient SafetyHeart Failure SpecificHeart Failure Specific
Supplemental DischargeSupplemental DischargeInstructionsInstructions
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Ejection Fraction
ACE-I
Reminder for smoke and EFRECORDING
Smoking cessation
Sample Page of CareMapSample Page of CareMap®®
PT assessment
Daily weight
Pt friendly map
Fluid guidelines
Variances
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NS-LIJHS CareMap Variance AnalysisHeart Failure - Interventions
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Nutrition CXR EKG PulseOximetry
DailyWeights
If EF < 40%use triple tx
Activityprior toadmit
If EF < 40%dischargeon ACEI
Coumadin(if AFIB)
Discharge
% M
et
Q4 2003 (n=471) Q1 2004 (n=590)
CareMapCareMap®® Variance Analysis for Heart Failure Variance Analysis for Heart Failure
42 Copyright © 2004, North Shore – Long Island Jewish Health System
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NS-LIJHS CareMap Variance AnalysisHeart Failure - Outcomes
0%10%20%30%40%50%60%70%80%90%
100%
O2 sat is >90% EF documentedin MR
Free from weightgain
Tolerates activitylevel
Verbalizesunderstanding ofdietary regime
Participates inADL's
Verbalizesunderstanding of
dischargemedications
Receivededucationregardingsmoking
cessation
% M
et
Q4 2003 (n=471) Q1 2004 (n=590)
CareMapCareMap®® Variance Analysis for Heart Failure Variance Analysis for Heart Failure
43 Copyright © 2004, North Shore – Long Island Jewish Health System
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Quality Management Data Identified Quality Management Data Identified Variation in Assessment and Variation in Assessment and
Treatment of Pressure InjuriesTreatment of Pressure Injuries
Quality Management Data Identified Quality Management Data Identified Variation in Assessment and Variation in Assessment and
Treatment of Pressure InjuriesTreatment of Pressure Injuries
Improving NursingImproving NursingDecision-MakingDecision-Making
Improving NursingImproving NursingDecision-MakingDecision-Making
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45 Copyright © 2004, North Shore – Long Island Jewish Health System
Involves a Standardized ApproachInvolves a Standardized Approach
Nursing Competency
Risk Assessment
Assessment/Reassessment
Treatment
Measure/Benchmarking
Participate in Validation of Data with External Sources
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46 Copyright © 2004, North Shore – Long Island Jewish Health System
Using Guidelines for Skin Care Achieved Good Outcomes Using Guidelines for Skin Care Achieved Good Outcomes
Pressure Ulcer Incidence vs. National Benchmark
2.2%
1.7%
1.5%
1.3% 1.3% 1.3%
1.1%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
1997 1998 1999 2000 2001 2002 2003
National Benchmark = 2.7% Nosocomial Incidence
Guidelines Implementation
For the year 2002, no payments were made for decubitus ulcer lawsuits for the entire Health System !!
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47 Copyright © 2004, North Shore – Long Island Jewish Health System
Patient Safety Indicators – March 2004Patient Safety Indicators – March 2004
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History of: Bruises Lacerations Lesions Pressure Injury Rashes
MOBILITY STATUS SCORE MOISTURE SCORE ACTIVITY SCORE
1 - Completely limited 1 - Consistently moist 1 - Bedrest
2 - Very limited: Obesity/Limited Mobility or has experienced an episode of immobility > 24o during LOS
2 - Moist
2 - Chair
3 - Slightly limited 3 - Occasionally moist 3 - Walks occasionally
4 - No impairment 4 - Rarely moist 4 - Walks frequently
FRICTION / SHEAR SCORE NUTRITIONAL STATUS SCORE SENSORY PERCEPTION SCORE
1 - Problem 1 - Very Poor 1 - Completely Limited
2 - Potential Problem 2 – Probably Inadequate 2 - Very limited (i.e. epidural analgesia )
3 - No Apparent Problem 3 - Adequate 3 - Slightly limited
4 - Excellent 4 – No Iimpairment
The patient has no reddened areas or skin breakdown at this time and is not at risk.
The patient has no reddened areas or skin breakdown but is at risk and has been placed on skin alert.
The patient has reddened areas or skin breakdown and the Pressure Ulcer Assessment Form and Protocol has been initiated.
Initial patient assessment on admission. Reassessment: Daily and prn with changes in patient condition.
TOTAL SCORE: Score of 0 – 17 Patient is at risk and refer to Nutrition.
STANDARDIZED EVIDENCE-BASED GUIDELINE
SKIN ASSESSMENT WITH BRADEN SCALE
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Quality Management DatabasesQuality Management Databases
Developing databases allows Quality Management to share information
Quality Management DatabasesQuality Management Databases
Developing databases allows Quality Management to share information
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C o m m ittee o n Q u a lity
S ite S p e c if ic - Q M D e p artm e nt
S ys te m Q M D ire c to rs M e e ting
Site Specific P ICG
SystemPerform ance Im provem entCoordinating G roup (P ICG)
M edical Boards
M edicalExecutive
Com m itteeNurse Executive
Adm inistration
Jo int Co n fe re nce/P ro fessio n al A ffa irs
C o m m ittees
B o ard of Tru ste es
Executive Session(Medical Staff Function)
System Quality ManagementSystem Quality Management
Quality Management Lines of Communication
50
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Medical Records(19 Elements)
Medical Records(19 Elements)
Sentinel EventsSentinel Events
Network DashboardNetwork Dashboard Developed
Ongoing
Developed
Ongoing
Acute CareTable of Measures
Acute CareTable of Measures
Ad HocAd Hoc• Excess DaysExcess Days• Case Mix IndexCase Mix Index• Length-of-StayLength-of-Stay
Ad HocAd Hoc• Excess DaysExcess Days• Case Mix IndexCase Mix Index• Length-of-StayLength-of-Stay
CareMaps®CareMaps®Behavioral HealthTable of MeasuresBehavioral HealthTable of Measures
Core MeasuresCore Measures
Ambulatory ServicesTable of Measures
Ambulatory ServicesTable of Measures
Safety ServicesTable of Measures
Safety ServicesTable of Measures
DenialsDenials HomeCareTable of Measures
HomeCareTable of Measures
Bariatric SurgeryBariatric Surgery Discharge PlanningDischarge Planning
NeurosurgeryNeurosurgery EDTable of Measures
EDTable of Measures
ICUTable of Measures
ICUTable of Measures
Mortality DataMortality Data
Quality Management Databases & Applications Development 2003/2004
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Quality StructureAccountability
CommunicationQuality Metric
Education toClinicians and Patients
Safety
Evidence-Based MedicineCareMaps®
Patient FriendlyMultidisciplinary
System TaskforcesStandardized Care
Best PracticesLessons Learned
MeasuresCompare andBenchmark
PerformanceDatabases
To Share Information
Setting New Standardized Proactive Approach To CareSetting New Standardized Proactive Approach To Care
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Quality ReferenceQuality Reference
53 Copyright © 2004, North Shore – Long Island Jewish Health System
“Using guidelines also helps demystify the medical
process -- for the patients, the nurses, and the
physicians. There is an orderly plan of care for
all caregivers to refer to. Specific disease
processes can be anticipated to take a certain
course, with treatment deliberately informed by
expert information. Guidelines help mediate
between the art and the science of medicine,
between less and more experience. And for the
manager, especially, following a clinical pathway
or a process guideline can bridge the gap
between less and more organized and efficient
care. For a new manager, in particular, this is a
welcome tool.”
The Quality Handbook for Health Care Organizations, Yosef D. Dlugacz, Andrea Restifo, Alice Greenwood