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When our ancestors looked to the heavens, they had a lot of unanswered questions. Why did some stars appear in every season and others only sometimes? Why did some stars seem brighter when others were faint? Which stars could be used as guides?
They didn’t have the tools to make sense of the pinpricks of light above. They had only a vague impression of their meaning.
To make sense of them all, ancient observers organized the stars to create a clearer picture of the universe. Taking abstract inputs—each point of light—they developed constellations to connect the dots, paint a picture, and create a map.
Hospitals and health systems in today’s healthcare environment also are searching for answers. With the market in such a state of flux, they’re looking for a way to organize all of their resources and data in a way that tells a story and guides action. They need their own constellations to make sense of the vast challenges they face, and then use them to create a map for total quality improvement.
This is particularly the case when we look at harm. Although preventing harmful events continues to be a major focus for hospitals, proactively identifying and tracking inpatient harm is an imprecise science. To do it correctly, hospitals often require real-time data feeds, predictive analytics, and alerting capabilities to notify clinical staff of potential problems.
Both individual hospitals and hospital alliances are drawing constellations, using distinct measures of “potential harm” (e.g., ventilator-associated pneumonia, sepsis, acute renal failure) spanning across the hospital inpatient setting, and pulling together disparate teams and methods to make a difference in patients’ lives.
Consider the obstetrics ward of a hospital. Few areas are more complex, requiring care providers to treat two distinctly different types of patients—infants and adults—simultaneously. Although harmful events are rare and often unavoidable, preventable events are usually the result of communication gaps among care providers.
To prevent these gaps, Summa Akron City Hospital in Akron, Ohio, is pulling together multidisciplinary teams, data sets, and tactics to ensure seamless communication and effective decision making. These teams rely on a teamwork system originally developed by the Department of Defense, designed to produce highly effective medical teams that optimize the use of information, people, and resources to achieve the best clinical outcomes for patients. They perform drills and simulations using lifelike mannequins that are programmed to transition through the various stages of labor and delivery that mothers and babies undergo during the birth process. They practice the delivery of care bundles, or a set of processes that together help clinical staff remember to take all the necessary steps to provide optimal care to every patient, every time. And they harness data to track their performance over time, identify outlier cases and address root causes.
In taking a holistic approach, Summa is drawing new connections—making sense out of the science and making a difference for mothers and babies alike.
The Savannah, Ga.-based Memorial Health University Medical Center (MUMC) also is drawing its own constellations to prevent harm.
There, clinical teams conduct concurrent reviews of all medical records to identify patients who may be at risk for postoperative respiratory failure. The teams use a questionnaire that helps them identify patients with obstructive sleep apnea, an often-undiagnosed condition that significantly raises the risk of death among patients who must be sedated and intubated prior to surgery. Using this tool, MUMC is able to treat the sleep apnea prior to surgical procedures and carefully monitor patients post-surgery with additional respiratory care bundles that ensure better outcomes.
Since implementing these processes, along with continuous monitoring of successes through harm dashboards, MUMC has seen a threefold decrease in postoperative respiratory failure.
When it comes to the challenge of preventing harm, many care providers are turning the “impossible” into “possible.” They are integrating fragmented data sets and connecting the dots to form solutions that enable a network of connections and insight that serving as constellations. And with these guideposts in place, they are able to drive continuous cost and quality improvements to the benefit of the communities they serve.
Michael J. Alkire is COO, Premier healthcare alliance, Charlotte, N.C.
Publication Date: Tuesday, June 24, 2014
Tom Myers, chief strategy officer, The SSI Group, discusses the shifting payment environment and how it affects providers' patient access and claims management processes.
Jeff Chester, senior vice president and chief revenue officer at Availity, shares his thoughts on "Revenue Cycle 2.0" and how to best meet its challenges.
Mitch Morris, vice chair and global leader, healthcare, Deloitte, and Michael O'Rourke, senior vice president and chief information officer, Catholic Health Initiatives (CHI), share perspectives on the need for transformational IT in health care today.
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
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