Stage of Care
A multipronged active surveillance program for vancomycin-resistant Enterococcus (VRE) significantly reduced VRE transmission rates in a 12-bed transplant intensive care unit.
Over a 10-year period, Hackensack University Medical Center designed a set of strategies to improve nurse satisfaction, reduce length of stay, and enhance case management for selected conditions, leading to improvements including reductions in nurse turnover and length of stay.
The Marshfield Clinic is using electronic tools to facilitate care process redesign for patients with chronic illnesses, leading to enhanced quality and access to care, fewer hospitalizations and adverse events, and lower costs.
Hoag Memorial Hospital Presbyterian established a comprehensive end-of-life program that includes pain control and emotional support for patients unlikely to survive the next few days; a multidisciplinary palliative care that assists physicians who are treating dying patients; compassionate care for parents who lose children before or after birth; and support for hospital staff who work with dying patients.
Emergency management services workers who use an established tool to measure a child's weight administer more accurate doses of emergency medications to pediatric patients.
A computer-assisted patient assessment system allows patients who have severe mental illness to document important clinical information before their scheduled appointment with a clinician. A printout of answers to the assessment system is given to the clinician to use during the session.
A rapid response team defuses crisis situations for children with complex behavioral needs.
Both nurse-led and automated telephone outreach to elderly and chronically ill individuals increases vaccination rates.
Medical errors related to sleep deprivation may be reduced with a “strategic nap program,” resulting in improved performance-related factors (fatigue, sleepiness, energy) and improved task-related performance. Sleep deprivation is associated with increased medical errors, accidents, and provider mishaps.
Borrowing from other industries, a large hospital implemented principles of “flow management” to redesign the flow of operations in its surgical department, leading to enhanced quality of care, improved patient and provider satisfaction, and reductions in the frequency of delayed and canceled surgeries.