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At least 73 records · Page 4Linked to original sources
PubMed2006

Quality improvement in New Zealand healthcare. Part 6: keeping the patient front and centre to improve healthcare quality.

Patient-centred care is arguably the most important of the dimensions of quality as it is likely that a healthcare system which is patient-centred will also perform well against the other dimensions--safety as well as timely, accessible, effective, and efficient care. What does it mean to be patient-centred and how can it be achieved? This article explores several definitions of patient-centred care and discusses two interpretations--the expert patient and shared decision-making. Being sick is inherently a vulnerable position to be in and our current healthcare system does little to recognise and alleviate this vulnerability. But the patient-centred approach is about more than making the journey for patients less tortuous, it has actually been shown to improve outcomes. The evidence of benefit for a patient-centred approach is reviewed, along with some of the challenges in implementing the concept in practice.

Evidence-Based Medicine↗
PubMed2001

The use of patient-based instruments to measure, manage, and improve quality of care in dialysis facilities.

Continuous quality improvement requires analysis of data and the variation in those data to improve the process of care. Traditionally, physicians assign a higher value to quantitative data gathered from laboratory and physiologic testing than to data gathered from querying patients. There is a growing literature validating the use of patient-assessed health status as primary data in measuring and managing quality improvement. There are a range of patient-assessed data, from simple "complaints" to psychometrically validated health status instruments. Each has its own use. Each are increasingly available for use in the routine conduct of care. Patient-assessed health status predicts important outcomes of care such as death, hospitalization, depression, and physical capacity. Providers can use them to plan and monitor care. The ongoing challenge is to align the patients' expectations for issues related to process of care with issues associated with outcomes of care.

Data Collection↗
PubMedDate not supplied

Motivation to change chronic illness care: results from a national evaluation of quality improvement collaboratives.

This article examines the motivation of health care professionals to improve quality of chronic illness care using the Chronic Care Model and Plan-Do-Study-Act cycles. The findings suggest that organizational attempts to redesign care require support of activities initiated by practitioners and managers and an organizational commitment to quality improvement.

Chronic Disease↗
PubMed2005

Case management for patients with heart fialure: a quality improvement intervention.

At-home case management is one strategy for improving quality of care for elderly patients with heart failure. Essential components of an effective heart failure case management intervention include frequent patient contact with the case manager and vigilant at-home monitoring of symptoms with responsive modifications to the treatment plan. It is just as important that the health care system (e.g., the acute care institution) is committed to assuring administrative support, financial backing, and dedicating clinical expert resources to achieve clinical quality improvements. In this article, the design, implementation, and outcomes of an at-home heart failure case management program are described, and challenges faced in implementing and sustaining the program are outlined.

Case Management↗
PubMed2005

Unintended consequences of a quality improvement program designed to improve treatment of alcohol withdrawal in hospitalized patients.

BACKGROUND: New guidelines, accompanied by an educational campaign, introduced standardized monitoring of withdrawal severity while emphasizing prophylactic fixed-schedule benzodiazepine (BDZ) treatment of at-risk patients. EVALUATION: Preliminary analysis showed more deaths during the year after introduction of the guidelines. Investigation revealed some evidence of guideline adherence and a decrease in the number of patients requiring transfer to a higher level of care. However, an 18% increase in the median length of stay was also found, as was an increase in the total dose of benzodiazepines administered to patients with cirrhosis and severe concurrent illness, and the risk of in-hospital death persisted even after adjustment for patient mix. RESPONSE: This feedback led to guideline revision and redoubled educational efforts focused on safe benzodiazepine prescribing. Ongoing monitoring of patient outcomes showed no further deterioration and some evidence of improved quality of care. CONCLUSION: Evaluation of such quality improvement efforts should include measurement of both treatment patterns and patient outcomes.

Adult↗
PubMed2006

Teaching quality improvement in the classroom and clinic: getting it wrong and getting it right.

The world in which today's graduates will provide care is changing, as are expectations about caregivers' performance. Learning how to improve quality of care must occur during, and as part of, learning about patient care. In this article, I describe a continuous quality improvement learning program that was integrated into nursing students' education and a study evaluating the students' experiences with the implementation of the program through open-ended questions and focus groups. The program consisted of three parts: participating in a personal improvement project; observing and describing a patient process from the patient's perspective; and working in teams with process improvement in clinical practice. The findings indicated the students learned improvement methods and tools during their personal improvement projects, but their ability to translate that knowledge into action, and thereby improve patient care, was insufficiently developed through coaching, reflection, and role modeling. In other words, the experience was not integrated into the students' general education. In addition, faculty and clinical staff did not seem to be adequately informed and had limited knowledge of the students' clinical improvement projects.

Attitude of Health Personnel↗
PubMed1992

The use of continuous quality improvement methods in the development and dissemination of medical practice guidelines.

The federal government is currently supporting the development and dissemination of clinical practice guidelines. Physicians fear that payers who promote guidelines are more interested in reducing variation to control their behavior and contain health care spending than in improving quality of care. There is also apprehension that guidelines will shift the responsibility for quality to parties external to the physician-patient relationship and the local professional community. Continuous quality improvement (CQI) methods provide an avenue for physician responsibility and participation in guideline development which can alleviate these concerns. This article describes the efforts of one health maintenance organization (HMO) to use CQI techniques to mobilize plan physicians to develop, disseminate, and implement practice guidelines in a manner that satisfies the needs of physicians, patients, and the HMO.

Anti-Ulcer Agents↗
PubMed2006

Aligning measurement-based quality improvement with implementation of evidence-based practices.

Two models for improving quality of care have been adopted by segments of the US mental healthcare system. Measurement-based quality improvement (MBQI) is routinely conducted by many provider organizations (including practices, hospitals and health plans), either at their own initiative or at the behest of payers and oversight organizations. Systematic implementation of evidence-based practices (EBPs) is being undertaken by several state mental health authorities and by other systems of care, working in collaboration with services researchers and stakeholders. Although they are distinct approaches, MBQI and EBP implementation (EBPI) overlap in their objectives and means. This article explores the degree to which these two approaches are aligned and whether further coordination between them could yield greater effectiveness or efficiency.

Community Mental Health Services↗
PubMed2004

Repeated measurements of generic indicators: a Danish national program to benchmark and improve quality of care.

OBJECTIVE: To measure performance on the basis of generic (non-diagnoses related) standards of care developed in a national Danish quality improvement programme in departments of internal medicine, and to determine the power of repetitive national audits to increase levels of performance. DESIGN: Multifaceted intervention: national audits in 2001 and 2002 based on the standards of the program, combined with direct contact with heads of departments and a national conference to discuss audit results. SETTING: Seventy-nine and 82 wards in 2001 and 2002, respectively, covering 71% of Danish hospitals receiving medical emergencies. The wards participated on a voluntary basis. PARTICIPANTS: In the first audit round, 3950 patients were admitted as emergencies, while 4068 patients were admitted as emergencies in the second audit. Patients were included without reference to diagnoses. MAIN OUTCOME MEASURES: Correct initial diagnostic assessment, early interdisciplinary action plans, correct drug prescriptions, waiting times for examinations, documented patient information, readmissions, and content and processing time for discharge letters. RESULTS: For the 70 wards participating in both rounds, the general level of performance improved significantly between the two audits: the proportion of patients with correct initial diagnostic assessment increased from 75.9% to 79.4%, the proportion of patients with correct drug prescriptions increased from 83.8% to 85.9%, and the proportion of sufficiently informed patients increased from 32.4% to 36.2% (P < 0.05). The proportion of medical records containing action plans for selected clinical problems (nutritional and functional problems, fever, and treatment of pain) increased from 72.8% to 75.9% (P < 0.05). Length of stay in hospital was significantly related to a correct initial assessment and to waiting time for examinations. Wards with a common medication chart for physicians and nurses had significantly more correct drug prescriptions than wards that did not use a medication chart. Fifty-four (75%) of the participating departments indicated that the result of the first audit round had led to organizational changes in the department. CONCLUSION: Professional self-regulation guided by a multidisciplinary audit tool developed in cooperation with professionals can improve quality of care. It is possible to conduct and repeat a national audit on a voluntary basis.

Benchmarking↗
PubMedDate not supplied

Quality improvement practices: enhancing quality of life during mealtimes.

This article describes ten dining room problems, identified in a nursing home study, that needed quality improvement, as well as six quality practices suggested for implementation. These six quality practices provide the basis for an excellent eating experience characterized by a home-like atmosphere, high levels of staff-resident interaction, and increased attention to safety and ethical issues. The six practices also could serve as the foundation for a facility-wide, cost-effective, quality improvement program.

Aged↗
PubMed1997

Putting continuous quality improvement into accreditation: improving approaches to quality assessment.

The accreditation systems of the United States, Canada, and Australia have been restructured to reflect the adoption by health services of the industrial model of continuous quality improvement. The industrial model of quality makes assumptions about management structures and the relation of process to outcome which are not readily transferable to the assessment of quality in health care. The accreditation systems have therefore had to adapt the principles of continuous quality improvement to reflect the complex nature of health service organisations and the often untested assumptions about the relation between process and outcome.

Accreditation↗