Sumanta Chaudhuri Saini Vipul Rana Bipin Thapa Adil Jadoon Binod Dhakal Ritesh Panwar
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Transcript of Sumanta Chaudhuri Saini Vipul Rana Bipin Thapa Adil Jadoon Binod Dhakal Ritesh Panwar
Review of individual readmissions by hospitalists: Preliminary findings of a quality improvement project
Sumanta Chaudhuri SainiVipul Rana Bipin ThapaAdil Jadoon Binod Dhakal Ritesh Panwar Kathleen Idstein Mary ContiKartik ReddySiddhartha Singh
OUTLINE
1. The Readmissions Problem2. Our Project Goals3. Conceptual Basis of Our project4. Project Timeline and Process5. Preliminary Findings
Readmissions: A National Problem
An Expensive Issue
Readmissions accounted for $17.4 billion of the $102.6 billion total hospital payments made by Medicare
Reimbursement methods are changing to address readmissions
A Common Issue
Readmissions: A Local Problem
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Froedtert Hospital ranked 107th out of 113 academic medical centersData from University Healthsystems Consortium
The Goals of the Hospitalist Readmissions Project
1. Understand reasons for our high readmission rates
2. Change key processes and systems in our hospital medicine practice
3. Improve readmission rates
The ‘Hospitalist Readmissions Project’ Conceptual Model
Knowledge about PERFORMANCE
Knowledge about PROCESS
Measurement
Motivation
Care Delivery Teams &
Practitioners
OUTCOME
CHANGE SYSTEMS AND
PROCESSES
Adapted from: Berwick, James and Coye (2003)
Consumers
SELECTION
Process and Timeline
JAN 2011 MAR 2011OCT 2010
KICKOFF MEETINGNARRATIVE REVIEWS
INITIATED
READMISSIONS TOOL
IMPLEMENTED
CORE GROUP REVIEWS
READMISSIONS MONTHLY MEETINGS
BEGUN
Monthly Meeting Format• Review – trends in section readmission rates– case review completion rates– suggestions for improving tool– select literature on readmissions
• Highlight individuals with lowest readmission rates in the last month
• Discuss 3 readmission cases– Analysis of process errors and systems
break-down with group input
Standardized Data Abstraction Tool
Lessons Learned
• Individual learning • Group learning• Standardization of hospitalist practice• System changes impacting section of hospital medicine
Next Steps• System changes impacting hospital and medical group
practice• Search for positive deviance• Survey hospitalists for their perception of changes
Results: Case review completion rates
670/1210 55% completion
A B C D E F G H I J K L M N O P Q R S T U V0
102030405060708090
100
Completion rates
Individual Hospitalists
How many readmissions are preventable?
Preventable Readmissions
264 Preventable Readmissions
670 Total Read-missions
39%
Inpatient Outpatient ED Non-Acute Facility0
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7 5
Percent Preventable
Preventable Readmissions by Category
Early Impact on Readmissions
Period % 30 day readmissions Number readmitted Total
admissions P value
Jan – Dec 2010 18.74% 837 4466<0.05
Jan – Dec 2011 (Intervention period)
15.74% 906 5755
January
February
March
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July
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October
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February
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AprilMay June
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0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
In Summary
• Readmissions are complex phenomena that may be resistant to traditional improvement methods
• Case review of each readmission by discharging physician is feasible
• This will lead to learning and system change that improves readmission rates
Special Thanks
• Janice Lewis• Lee Biblo, MD• Beth Vrba
Healthcare system factors• Healthcare system factors
1. Inpatient: Readmission occured as a result of an error or oversight* during index admission/discharge
2. Outpatient: Readmission occured as a result of an error or oversight* during outpatient care, including subspecialty care
3. ED: Readmission occured as a result of an error or oversight* during emergency room care, including index admission and/or readmission
4. Non-Acute Facility: Readmission occurred as a result of an error or oversight* during care in an outpatient facility, such as a SNF or rehabilitation facility
*including a health care provider’s lack of understanding of disease process or underestimation of disease severity