scholarly journals A Quality Improvement Approach to Early Patient Discharge

2021 ◽  
Vol 6 (6) ◽  
pp. e497
Author(s):  
Nicholas Stansbury ◽  
Richard Marlow Taylor ◽  
Beth Wueste
2021 ◽  
Vol 4 (2) ◽  
pp. 70-76
Author(s):  
Alfeil Felipe ◽  
Anu Vats ◽  
Andressa Sleiman ◽  
Brian Tran ◽  
Miis Akel ◽  
...  

ABSTRACT Introduction Postdischarge patient calls are an effective intervention to decrease unplanned readmissions. Despite its efficacy, calls are time consuming and compete with other clinical obligations. The purpose of this study was to evaluate the viability of intern-led quality improvement (QI) on conducting initial postdischarge calls to filter patients who require clinical or nurse follow-up. Methods QI interns from an academic medical center's QI program completed postdischarge patient calls within 72 hours of patient discharge from a neurosurgery service between June 2018 and July 2019. QI interns filtered patients who required follow-up calls from a clinical service or nurse department. The departments called patients within 48 hours of requests. Unplanned readmission rate was compared between the cohort of patients who requested and received a follow-up call versus a cohort of patients who requested and did not receive a follow-up call (control). Results QI interns completed 83.8% postdischarge patient calls within 72 hours of discharge. Reasons for unsuccessful calls included patient unresponsiveness (74.6%), wrong phone number on file (13.9%), and request to be called at a different time (11.5%). Nurses completed 57.2% follow-up requests within the targeted 48 hours and completed remaining requests within 7 days. QI intern postdischarge follow-up calls, in conjunction with nurse follow-up intervention, showed a significant (risk ratio = −3.31, p = 0.012) preventive effect on unplanned readmission rate. Conclusions QI interns are a viable alternative to nurses to conduct the first contact of postdischarge patient follow-up calls. This system of QI interns filtering calls to the correct clinical service or nurse department increased postdischarge patient follow-up calls success rate and decreased readmission rates.


BJPsych Open ◽  
2021 ◽  
Vol 7 (S1) ◽  
pp. S217-S218
Author(s):  
Sarah Saxena ◽  
Alberto Gutierrez Vozmediano ◽  
Katrina Walsh ◽  
Sarah Moodie ◽  
Rumbi Mapfumo

AimsViolent or aggressive incidents can be relatively common in community settings, and perhaps more difficult to manage than at inpatient wards due to the relative isolation and peripatetic delivery model, which can put staff at higher risk during incidents. Carshalton and Wallington Recovery Support team was identified as an outlier in the Trust and was invited to partake in a Safety Collaborative across South London Partnership.Stakeholders agreed on the aim of reducing incidents by 20% over 1 year by the end of 2020.MethodData about incidents were analysed and staff surveys conducted to evaluate violent events. Patient discharge was highlighted as a particular time of increased aggression. Involvement of patients and carers through patient focus groups and co-production was essential to elicit areas of improvement. These included staff confidence and awareness of existing guidelines. Additional secondary drivers were communication with patients, care pathway development, discharge process and multidisciplinary approach, which each had associated change ideas.The team identified change ideas that have been tested over one year using the Quality Improvement methodology of small-scale testing and PDSA. Example ideas tested include multidisciplinary Risk meetings, Safety huddle tool, Staff Safety training, co-produced Welcome and Discharge Packs with informed care pathways.ResultThere has been a 30% reduction in incidents by December 2020 across a total of 280 patients. Surveys have shown an increase in staff confidence and safety protocol awareness from 40% to 70% by October 2020. 100% of patients in focus groups found the Welcome and Discharge Packs helpful.ConclusionA structured improvement approach focused on staff safety and minimisation of known and potential contributing factors can lead to a reduction in incidents. Safety huddles and risk meetings allow a formal multidisciplinary approach to management of violence and aggression. Staff feel more reassured about safety policies in the trust, with better communication between senior management and colleagues to highlight risk and provide support. A culture of open discussion and transparency was implemented through provision of Welcome Packs including Care and Discharge Pathways details at point of entry to the service. Support was provided to patients with Discharge Packs including information about community services. This enabled a meaningful support model at the end of their recovery journey and an improved discharge process.The team is now working with additional teams and administrative and clerical staff to improve safety. We hope to replicate this approach in our Trust.


2021 ◽  
Vol 10 (3) ◽  
pp. e001359
Author(s):  
Becky Bonfield

Acute kidney injury (AKI) is a common health issue. It is a sudden episode of kidney failure that is almost entirely associated with episodes of acute illness. AKI is common with as many as 20% of patients arriving at hospital having an AKI, with up to 15% of patients developing AKI in a postoperative period. Patients who have an episode of AKI are more likely to have a further episode of AKI and require readmission to hospital. This project aimed to provide patients with AKI education for self-care and management, with the hope of reducing AKI readmissions.Using quality improvement methodology, the AKI patient discharge and readmission pathway was reviewed, and information about AKI was given to patients. This was in the form of verbal information and a patient information leaflet. This information was provided on discharge from acute care.Baseline data were collected that showed more than 80% of patients reported that they were not given information about AKI prior to their discharge from hospital. Due to higher readmission rates, the focus of this improvement project was on acute medical wards. Following implementation, there was a sustained reduction in AKI patient readmission rates. This reduction led to a significant reduction of inpatient bed days and a shorter length of stay for those patients who were readmitted. Quality improvement methods have facilitated a successful reduction in acute AKI readmission to hospital.


2021 ◽  
Vol 10 (2) ◽  
Author(s):  
Kelsey Gatton ◽  
Anamarie Black ◽  
Preetham Talari ◽  
Karen Clancy

The undergraduate quality improvement project goal was to determine the primary barriers to timely discharges through a clinical leadership practicum experience at an advanced tertiary care teaching hospital.  Delays in discharges are associated in the literature with adverse health outcomes and diminished efficiency within organizations. The authors retrieved deidentified data in real-time from the health information system and interactions with patient care staff. The study’s metrics included 1) discharge orders placed before 10 a.m, and 2) patients discharged before noon. The primary barriers found were ambulance transport delays and scheduled treatments after target discharge times. Early identification of patients planned to discharge aided in readiness and increased numbers of patients discharged before noon. The information collected by undergraduate students will help address the primary barriers and assist further quality improvement initiatives within the affinity group.


Injury ◽  
2018 ◽  
Vol 49 (1) ◽  
pp. 97-103 ◽  
Author(s):  
Lesley Gotlib Conn ◽  
Ashley Zwaiman ◽  
Tracey DasGupta ◽  
Brigette Hales ◽  
Aaron Watamaniuk ◽  
...  

2021 ◽  
Author(s):  
Brett S Weir ◽  
Caitrin Vordtriede ◽  
Jerry E Lee ◽  
E Jeffrey Metter ◽  
Laura A Talbot

ABSTRACT Introduction The purpose of this quality improvement project was to develop and evaluate the use of an electronic medication request dashboard to reduce the amount of time required for medication processing and decrease time lost to workflow interruptions during patient discharge. Delayed discharges are associated with increased health care costs and adverse patient outcomes. Processing of medication requests at discharge contributes to these delays and to workflow interruptions for nursing and pharmacy staff at the project site. Electronic dashboards have been successfully implemented in multiple medical settings to streamline patient processing and enhance communication. Materials and Methods The Human Protections Office at Carl R. Darnall Army Medical Center (Fort Hood, TX) reviewed and approved the project with a non-human research determination. A multi-disciplinary workgroup with representatives from nursing, pharmacy, and health information technology (HIT) was formed to develop the dashboard. Based on a logic flow diagram of the desired communication, HIT created a medication request form and status dashboard using SharePoint and Nintex workflows. The dashboard was implemented for a 30-day pilot on a 25-bed medical/surgical nursing unit. The time required for medication processing, the time from discharge order to patient exit, the number of phone calls between nursing and pharmacy, and the usability of the medication request process were measured before and after implementation. The results were analyzed with descriptive statistics and evaluated for statistical significance with a P value ≤.05. Results With implementation of the dashboard, the average medication processing time decreased from 125 minutes to 48 minutes (P < .0001), and the average patient discharge time decreased from 137 minutes to 117 minutes (P = .002). The usability score of the medication request process increased from 40 to 87 for nursing (P < .0001) and from 62 to 85 for pharmacy (P = .003). The total number of voice calls between nursing and pharmacy decreased from 1,115 to 434, while the total time on voice calls decreased from 33 hours and 50 minutes to 13 hours and 19 minutes (P < .0001). Conclusions The electronic dashboard is an effective method to enhance interdisciplinary communication during patient discharge and significantly reduces medication processing times. However, despite the medication processing time decreasing by over an hour, the discharge time only decreased by 20 minutes. Additional investigation is needed to evaluate other contributors to delayed discharge. A key limitation of this study was the convenience sampling used over a 30-day pilot on a single unit. The process has since been adopted by the entire hospital, and additional analysis could better reveal the impact to the organization. This communication system shows high usability and reduces phone call interruptions for both nursing and pharmacy staff. Additionally, this technology could easily be applied to other communication pathways or request processes across military medicine.


2015 ◽  
Vol 123 (1) ◽  
pp. 189-197 ◽  
Author(s):  
Nuriel Moghavem ◽  
Doug Morrison ◽  
John K. Ratliff ◽  
Tina Hernandez-Boussard

OBJECT Postsurgical readmissions are common and vary by procedure. They are significant drivers of increased expenditures in the health care system. Reducing readmissions is a national priority that has summoned significant effort and resources. Before the impact of quality improvement efforts can be measured, baseline procedure-related 30-day all-cause readmission rates are needed. The objects of this study were to determine population-level, 30-day, all-cause readmission rates for cranial neurosurgery and identify factors associated with readmission. METHODS The authors identified patient discharge records for cranial neurosurgery and their 30-day all-cause readmissions using the Agency for Healthcare Research and Quality (AHRQ) State Inpatient Databases for California, Florida, and New York. Patients were categorized into 4 groups representing procedure indication based on ICD-9-CM diagnosis codes. Logistic regression models were developed to identify patient characteristics associated with readmissions. The main outcome measure was unplanned inpatient admission within 30 days of discharge. RESULTS A total of 43,356 patients underwent cranial neurosurgery for neoplasm (44.23%), seizure (2.80%), vascular conditions (26.04%), and trauma (26.93%). Inpatient mortality was highest for vascular admissions (19.30%) and lowest for neoplasm admissions (1.87%; p < 0.001). Thirty-day readmissions were 17.27% for the neoplasm group, 13.89% for the seizure group, 23.89% for the vascular group, and 19.82% for the trauma group (p < 0.001). Significant predictors of 30-day readmission for neoplasm were Medicaid payer (OR 1.33, 95% CI 1.15–1.54) and fluid/electrolyte disorder (OR 1.44, 95% CI 1.29–1.62); for seizure, male sex (OR 1.74, 95% CI 1.17–2.60) and index admission through the emergency department (OR 2.22, 95% CI 1.45–3.43); for vascular, Medicare payer (OR 1.21, 95% CI 1.05–1.39) and renal failure (OR 1.52, 95% CI 1.29–1.80); and for trauma, congestive heart failure (OR 1.44, 95% CI 1.16–1.80) and coagulopathy (OR 1.51, 95% CI 1.25–1.84). Many readmissions had primary diagnoses identified by the AHRQ as potentially preventable. CONCLUSIONS The frequency of 30-day readmission rates for patients undergoing cranial neurosurgery varied by diagnosis between 14% and 24%. Important patient characteristics and comorbidities that were associated with an increased readmission risk were identified. Some hospital-level characteristics appeared to be associated with a decreased readmission risk. These baseline readmission rates can be used to inform future efforts in quality improvement and readmission reduction.


2021 ◽  
Vol 5 (Supplement_1) ◽  
pp. 1021-1021
Author(s):  
Kirk Kerr ◽  
Cory Brunton ◽  
Mary Beth Arensberg

Abstract Skilled nursing facilities (SNF) provide care for individuals requiring skilled care while transitioning to a more permanent residence post hospitalization. This analysis shows that diagnosed malnutrition and pressure injuries (PI) adversely impact SNF patients’ health and recovery. Length of SNF stay, total charges, and discharge disposition were analyzed using SNF claims from 2016-2020 Centers for Medicare & Medicaid Services (CMS) Standard Analytical File databases. An average of 4.5% SNF patients had diagnosed PIs, and 4.9% had diagnosed malnutrition. Patients with diagnosed malnutrition were more likely to have PIs than patients without diagnosed malnutrition (11.9% vs 4.1%). Patients with PIs had higher charges ($12,304 vs. $10,937), were less likely to be discharged home (11.1% vs 18.9%), and more likely to be discharged to a hospital (15.8% vs 11.0%) or deceased (2.8% vs 1.6%). Patients with diagnosed malnutrition displayed a similar pattern for charges ($11,587 vs $10,969), and discharge to home (14.5% vs 18.8%), hospital (13.5 vs 11.1%) or deceased (2.8% vs 1.6%). Length of SNF stay did not differ between patients with and without PIs (18.5 vs 18.6) and was slightly shorter for patients with diagnosed malnutrition (17.3 vs 18.9). While higher probability of rehospitalization or death could impact these results, drivers behind these differences need further investigation. Because malnourished patients were more likely to have PIs and both PI and malnutrition are associated with poorer patient discharge outcomes and higher costs, efforts to identify malnutrition and implement proper nutrition interventions should be prioritized as part of SNF quality improvement initiatives.


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