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Posterboard Number:
46
Organization Name:
San Francisco General Hospital, University of California San Francisco
Contact Name:
Lucia Angel
Contact Email:
angell@fcm.ucsf.edu
Description:
Using lessons learned promoting patient-centered care in two safety net clinics at San Francisco General Hospital, we provide a road-map to patient engagement through patient advisory boards, steps to starting and sustaining a board and examples of Quality Improvement projects that our patient advisors had participated in or have lead.
Aim:
Create a venue for engaging patients in QI in partnership with clinic providers and staff.
Actions Taken:
We established a forum for patients to provide their perspective to clinic management, staff and providers, in an effort to improve care and patient experience at the SFGH Family Health Center and General Medicine Clinic. Secondarily, we created a toolkit for other clinics interested in creating a Patient Advisory Board.
Summary of Results:
The Family Health Center and General Medicine Clinic now collectively have four operating Patient Advisory Boards. These Boards serve an integral role, facilitating feedback and providing new avenues for patient input. We also developed a “toolkit” to provide guiding steps for the creation of Patient Advisory Boards for other clinics.
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Posterboard Number:
56
Organization Name:
Albert Einstein College of Medicine
Contact Name:
Andrew Racine
Contact Email:
bops@montefiore.org
Description:
A synopsis of successes achieved by a pediatric QI initiative in regards to newborn and adolescent health indicators.
Aim:
Improve preventative care in two pediatric domains
Actions Taken:
Encouraged nurse involvement in clinical tasks and patient education.
Customized EMR generated data reports
Continuous QI coaching.
Confidential adolescent triage.
Development of a robust QI model that can be adopted throughout the institution.
Summary of Results:
Increased review of newborn screen results with parents from 19 to 91 percent.
Increased documentation of adolescent sexual history from 60 to 87 percent at annual well visits.
Increased screening rates for gonorrhea and chlamydia from 62 to 79 percent at teen well visits.
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Posterboard Number:
48
Organization Name:
Johns Hopkins Bayview Medical Center
Contact Name:
Eunice Yu
Contact Email:
eyu13@jhmi.edu
Description:
The Bayview Patient Connection adapts evidence-based chronic care interventions to a high-utilizing Medicaid and uninsured population in the Johns Hopkins Bayview internal medicine resident continuity clinic. Residents were trained to coordinate a multimodal package of services to improve care for patients in an academic training environment often marked by fragmentation.
Aim:
To improve coordination, continuity, and mutual patient-provider engagement in chronic disease care.
Actions Taken:
Fifteen interns were assigned a clinic patient with >3 inpatient or ED visits. Twenty-three similarly high-utilizing patients with rising resident primary physicians served as a usual care group for comparison. Evidence-based interventions included: preferential scheduling for provider-patient continuity, home visits, structured shared decision-making, multidisciplinary team meetings, and dedicated case management.
Summary of Results:
Intervention patients attended a similar number of office visits (53% with PCP) compared to usual care patients (60% with PCP). Ten interns visited their intervention patients at home, while no usual care patients received home visits. Intervention patients had phone contact 2.0 times compared with 0.6 times for usual care.
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Posterboard Number:
58
Organization Name:
Brigham and Women's Hospital
Contact Name:
Lisa Rubino
Contact Email:
Lnrubino@partners.org
Description:
Recognizing the growing and unique patient safety needs of its ambulatory population, Brigham and Women’s Hospital formed a dedicated Ambulatory Safety Team (AST). The interdisciplinary team focuses on improving and increasing safety event reporting and safety culture, decreasing missed and delayed diagnoses, and enhancing medication safety in the ambulatory setting.
Aim:
Develop an infrastructure to support the patient safety culture across the hospital’s 140+ ambulatory practices.
Actions Taken:
The AST has launched a variety of culture building initiatives including staff education modules and tool-kits, training sessions, and distributing two ambulatory-wide culture assessment surveys. This culture work is tied closely to the work underway to streamline the safety reporting system and event follow-up process.
Summary of Results:
Through the team’s efforts, communication between patient safety, risk management, and leadership has improved and there is more rapid follow-up /closure of safety events. Over 250 ambulatory staff have received training on culture, reporting, and the hospital’s safety vulnerabilities.
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Posterboard Number:
7
Organization Name:
No Organization
Contact Name:
Wafaa Abdelkhalek
Contact Email:
wafaa.abdelkhalek@yahoo.com
Description:
As patient safety culture facing many challenges in Egypt, studies were done to change it into reality. one of these studies was at Ainshams hospital in cairo for assessment of patient safety culture perception among health care providers and the possible ways of improvement based on this assessment.
Aim:
Improvement of patient safety culture perception among health care organization providers
Actions Taken:
Sample collected of 510 providers using self administrated questionnaire measuring 12 dimensions that played role in patient safety culture. Based on this study, improvement strategies were developed as
Or
ganizational learning and educational programs,
Enhancement of team work within hospital units. with top level commitment to patient safety
Summary of Results:
It was found that, main area of strength of dimensions was organizational learning(78%),followed by team work (59%) and the lowest(19,5%) was for non punitive response.
It remains challenge to obtain quantative data showing that training improve patient safety, but participants show clear improvement in patient safety.
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Posterboard Number:
36
Organization Name:
No Organization
Contact Name:
Wafaa Abdelkhalek
Contact Email:
wafaa.abdelkhalek@yahoo.com
Description:
As patient safety culture facing many challenges in Egypt, studies were done to change it into reality. one of these studies was at Ainshams hospital in cairo for assessment of patient safety culture perception among health care providers and the possible ways of improvement based on this assessment
Aim:
Improvement of patient safety culture perception among health care organization providers
Actions Taken:
Sample collected of 510 providers using self administrated questionnaire measuring 12 dimensions that played role in patient safety culture.
Based on this study, improvement strategies were developed as
Organizational learning and educational programs,
Enhancement of team work within hospital units. with top level commitment to patient safety
Summary of Results:
It was found that, main area of strength of dimensions was organizational learning(78%),followed by team work (59%) and the lowest(19,5%) was for non punitive response.
It remains challenge to obtain quantative data showing that training improve patient safety, but participants show clear improvement in patient safety.
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Posterboard Number:
54
Organization Name:
UNC Internal Medicine Clinic
Contact Name:
Brooke McGuirt
Contact Email:
bmcguirt@unch.unc.edu
Description:
In January 2012, UNC Internal Medicine Clinic (IMC) identified that our clinic had a high monthly readmission rate, patients were not being seen by their PCP in a timely manner after discharge, and there was no standardization for hospital follow up appointments.
Aim:
To follow-up with moderate and high risk patients within 5 days and reduce readmission rates
Actions Taken:
IMC established a multidisciplinary leadership team to standardize hospital follow-up visits using the IHI STAAR guide to improvement. Utilizing the UNC Hospital risk stratification model we classified patients risk for readmission and our care manager began population management to ensure timely follow-up.
Summary of Results:
Over 12 months IMC has completed approximately 230 hospital follow-up visits and reduced the number of patients with no follow-up by 20%. In our pilot we have reduced readmissions by 50% and hope to reduce readmissions in our entire population by expanding access to the hospital follow-up clinic.
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Posterboard Number:
43
Organization Name:
Meridian Leadership Institute
Contact Name:
Susan St. Peter
Contact Email:
sst.peter@meridianhealth.com
Description:
This highly interactive program provides participants with an overview of a creative, yet structured approach to process improvement and problem solving when dealing with healthcare changes, regulations, budgets, and other constraints. Centered around Deming's PDCA model, the Maze provides a proactive and engaged approach to developing solutions to everyday problems.
Aim:
The Ultimate Alternative to Sig Sigma, the Meridian Maze uses a creative approach to problem-solving.
Actions Taken:
Designated team participants are presented with a challenge that will take them on a journey. From the start, sparks of creativity will build as the team gathers information about their problem, analyzes their current process, identifies root causes, develops solutions and an action plan, implements solutions, and reviews results.
Summary of Results:
The Meridian Maze provides a creative, energizing, yet structured approach to learning the process improvement tools required to manage your healthcare challenge such as improved patient safety, improved patient satisfaction, or improved cost savings initiatives. The Maze offers an added focus of promoting a teamwork approach to achieving results.
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Posterboard Number:
47
Organization Name:
Stanford University Medical Center
Contact Name:
Kathan Vollrath
Contact Email:
Khvollrath@stanford.edu
Description:
We decreased time to psychiatry consultation in a primary care medicine safety net clinic by embedding a psychiatrist. This resulted in significantly reduced wait times for PCP consultation and for patient appointments with a psychiatrist. It was associated with high PCP satisfaction, improved care coordination and learning opportunities for residents.
Aim:
To decrease time to psychiatry consultation for PCPs and patients in a safety net clinic
Actions Taken:
We embedded a psychiatrist is a large safety net medicine teaching clinic. She is available 24/7 for consultation with PCPs and sees patients by appointment for diagnostic and medication consultation. She coordinates with other mental health services in the institution and in the community, and she teaches students and residents.
Summary of Results:
PCPs have "just in time" phone consultation with a psychiatrist. Time to patient appointment with a psychiatrist decreased from 3-5 years before she was hired to 16 weeks 1 year after she was hired to approximately 6 weeks now. PCPs report high levels of satisfaction.
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Posterboard Number:
3
Organization Name:
Harvard Vanguard Medical Associates
Contact Name:
Karen Wood
Contact Email:
kdwood81@gmail.com
Description:
A three part “mini-curriculum” was designed for 3rd year medical students. Topics covered include “Culture of Safety”, differentiating risk between the ambulatory and inpatient setting and emphasizing ways students can participate in improving patient safety. They learn through reading, observation and discussion of patient safety issues encountered during their rotations.
Aim:
Enhance medical student knowledge of ambulatory patient safety and participation in improving patient safety
Actions Taken:
The curriculum has been piloted at Harvard Medical School for the past year and is ongoing. The seminars are conducting in a small group format during the Internal Medicine rotation which includes an inpatient and ambulatory component. Analysis of the curriculum effectiveness with a qualitative and quantitative survey is continuing.
Summary of Results:
There is enhanced knowledge of the major ambulatory patient safety (PS) risks, role of the student and the important functions of each member of the ambulatory team in PS. There is significant increase in familiarity with the term “Culture of Safety” and how to report a “Patient Safety Event” .
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