The existence of a quality management infrastructure facilitated change in processes at a large suburban NYC health system. A central organization allowed for the bringing together of multiple stakeholders to create research inquiries, generate hypotheses, and operationalize theories about impacting change.
A comprehensive intervention/educational campaign was designed and implemented using administrative infrastructure and an interdisciplinary committee in two tertiary care teaching hospitals. The objective was to reduce variation in clinical practice patterns, and enhance patient self-management after hospitalization.
Data were collected from 410 retrospective chart reviews and a telephone survey of patients post-discharge, then remeasured after impact. Organizational fact-finding/informal needs assessment preceded actual intervention phase. Evidence-based medicine and data were used to devise a strategic quality improvement initiative. A three-pronged approach was taken: 1) professional education emphasizing best practice via grand rounds, conferences, mailings, profiling 2) patient education via brochures, video, interpersonal contact 3) integration of CAP as institutional priority via medical boards, performance improvement committees, Joint Conference on Professional Affairs and the Board of Trustees. Materials were developed to support efforts, e.g. laminated cards for staff, patient education materials. An updated CAP Care map was implemented.
Improvement in patient outcomes, although suggested anecdotally in process, will be confirmed by remeasurement data that will be available late spring. Organizational outcomes of the workgroup process include strengthening of communication among disciplines, departments and institutions, sharing of expertise, and laying of groundwork for future inter-site collaboration. The success of this venture could serve as a template for disease management and for dissemination to other system hospitals.
Learning Objectives: At the conclusion of the session, attendees will be able to: 1) Develop potential of existing administrative infrastructure to link with project team for oversight of quality improvement initiative 2) Conceive and design integrated and comprehensive educational/intervention campaign using interdisciplinary, multi-modal approach to improve patient outcomes in an inpatient setting 3)Evaluate most successful components of quality improvement campaign to extrapolate for use as a template for disease management
Keywords: Quality Improvement, Disease Management
Presenting author's disclosure statement:
Organization/institution whose products or services will be discussed: None
I do not have any significant financial interest/arrangement or affiliation with any organization/institution whose products or services are being discussed in this session.