Organizational Processes Affected by the Innovation
Reid Hospital created a computer-based system of alerts, standing orders, and care pathways to eliminate gaps in the care of patients with pneumonia, acute myocardial infarction, and heart failure, and to address surgical complication and infection prevention, leading to significant improvements in quality of care.
Dartmouth-Hitchcock Clinic assigned health coaches to high-risk chronic disease patients to provide instruction regarding health care needs over the phone, during office visits, and in group classes; the program reduced readmission rates and costs among elderly patients.
Mayo Clinic's staff shadowed physicians and worked closely with them to improve the clinic's information system to better support providers and enhance the patient care process in inpatient and outpatient settings.
The University of Washington Physician's Network developed a wireless, pager-based messaging system to help diabetic patients better manage their condition. An evaluation of the initiative found that it had no impact on blood glucose levels, although blood pressure improved.
An interdisciplinary care management program that integrates medical and social care for low-income elderly patients with chronic illnesses reduces care costs and improves self-reported health status.
The Brooklyn Mental Health Court links eligible defendants to long-term treatment and monitoring of their mental health problems as an alternative to incarceration. Early evidence suggests that the program has been successful in reducing recidivism, homelessness, psychiatric hospitalizations, alcohol use, and substance abuse.
Dupont Hospital introduced the principles of the Lean production model to its surgery department, leading to more than a doubling of the percentage of on-time surgery starts, from 27 to 66 percent.
A partnership between a hospice organization and an 11-location multispecialty group practice places palliative care nurses in primary care clinics to monitor dying patients' medical and social care needs, coordinate community services, and discuss end-of-life issues.
A collaborative effort to develop an out-of-hospital cardiac arrest registry and change 911 call routing and ambulance deployment processes led to a significant improvement in the cardiac arrest survival rate in Atlanta.
A pediatric asthma management program led to a significant decline in the percentage of patients with moderate to severe asthma, improved quality of life, and sizable decreases in hospitalizations and costs.