Three hospitals within the University of Pennsylvania Health System succeeded in changing physician behavior through a Professionalism Committee that handles cases of alleged disruptive, unprofessional behavior by a physician, as an alternative to a formal investigation under medical staff bylaws.
As an adjunct to traditional morbidity and mortality reviews, a teaching hospital convenes representatives from its 11 surgical groups on a quarterly basis to review mortality-related data and discuss trends, problems, and opportunities for systematic improvement, leading to lower mortality rates and better performance on a composite quality measure.
A series of interventions to reduce “alarm fatigue” on an inpatient cardiac unit leads to significant declines in the number of alarms with no adverse events attributed to the changes and to increases in nurse and patient satisfaction.
A group of 12 New Jersey hospitals offered upside incentives to individual physicians based on their performance on various efficiency metrics, leading to significant cost savings without negatively affecting quality of care.
After being briefed by hospitalists, primary care physicians meet or talk by phone with patients who have complex medication regimens at or soon after discharge, leading to a significant reduction in medication discrepancies.
Community health workers embedded in clinical teams in medical offices and hospitals support low-income patients in setting and achieving health-related goals and accessing needed medical and community-based services, leading to better communication and access to postdischarge primary care, increased patient activation, fewer readmissions and depression-related symptoms, and positive feedback from patients.
A hospital-affiliated physician group offers modest performance-based incentives to salaried physicians, leading to sustained improvements in performance on a broad array of quality-related metrics.
Hospitals use a real-time location system to track employees, patients, and/or major pieces of equipment, leading to lower equipment costs, better infection control processes, faster room turnaround, and high levels of patient, physician, and staff satisfaction.
A hospital uses round-the-clock pulse oximetry monitoring to identify patients who exhibit early signs of deterioration and automatically notify their nurse, leading to reductions in rescue events and transfers to the intensive care unit.
California legislation enhances access to affordable care by limiting the amount hospitals can collect from low- and moderate-income patients who are uninsured or lack adequate coverage and hence face high out-of-pocket medical expenses.