June 22, 2017
HANYS Recognizes Hospitals for Improving Quality of Care and Patient Safety
Patient Care Improvement Efforts by Bassett Medical Center, NYU Langone Medical Center, St. Catherine of Siena Medical Center, and St. Joseph Hospital Receive HANYS’ Pinnacle Award for Quality and Patient Safety
BOLTON LANDING, N.Y.— The Healthcare Association of New York State (HANYS) presented its 2017 Pinnacle Award for Quality and Patient Safety to four healthcare organizations from across the state in recognition of their outstanding initiatives that enhanced patient care. Presented annually, the Pinnacle Award for Quality and Patient Safety highlights New York hospitals’ great achievement in improving healthcare delivery.
“We commend Bassett Medical Center, NYU Langone Medical Center, St. Catherine of Siena Medical Center, and St. Joseph Hospital for their innovation and commitment to improving patient care in their communities, and congratulate them on this well-deserved award,” commented HANYS President Bea Grause. “Hospitals, health systems, and other providers throughout the state all demonstrate an unwavering commitment to providing high-quality care, and we are pleased to recognize these efforts.”
HANYS presented the Pinnacle Awards at its 49th Annual Membership Conference, in four separate categories based on organization size and type. The honorees and their award-winning initiatives are summarized below.
Bassett Medical Center, Cooperstown
Achieving Electronic Clinical Quality Measure Success in an Integrated Healthcare System through a Team-Based Approach
Bassett Medical Center established an interdisciplinary team comprised of clinicians, data specialists, and quality improvement experts to facilitate continuous improvements in patients’ health outcomes and experience in the transformation to the Value-Based Purchasing (VBP) model, in which the quality of care across the healthcare continuum is prioritized by tying it to healthcare providers’ financial health. The team prioritized hypertension and diabetes as the initial focus after a comprehensive analysis of 76 different clinical quality measures.
In coordination with clinical subject matter experts, the team conducted comprehensive process and work flow analyses, and developed performance improvement advisories and evidence-based protocols and guidelines.
The initiative resulted in a positive impact in disease management. Hypertension control increased 11%, depression screening increased 98%, and nephropathy screening in diabetic patients increased 7%.
NYU Langone Medical Center, Manhattan
Discharge Before Noon Initiative: Our Success in Improving Patient Care by Increasing Efficiency
Late afternoon hospital discharges can exacerbate patient flow challenges and negatively impact other aspects of care. To address this issue, NYU Langone adopted “The Discharge Before Noon (DBN) Challenge” program. This is a comprehensive, sustainable, and portable team-wide intervention that dramatically improved patient flow in the system. The goal was to increase the percentage of patients who are ready to be discharged safely before noon from 7% to 30%.
The hospital partnered with key stakeholders and fully leveraged the power of an interdisciplinary team. The team adhered to quality improvement techniques to understand why patients were not discharged before noon and to make continuous improvements to the discharge process. Within three months, the hospital achieved significant improvements, which have been sustained and replicated over the past few years. Since the start of the challenge, the discharge before noon rate increased from 7% to more than 40%.
St. Catherine of Siena Medical Center, Smithtown
Improving Patient Outcomes through Collaboration with Emergency Medical Services to Enhance Quality of Pre-Hospital Communication
Timely pre-hospital stroke communication from emergency medical services (EMS) providers improves stroke patients’ health outcomes. St. Catherine of Siena Medical Center worked collaboratively with local EMS providers to enhance their communication of critical information, including the time that the patient was last known to be well and the results of the Cincinnati Stroke Scale assessment.
The enhanced communication helped trigger a situational awareness that a stroke patient would soon be received and allowed the ED to minimize the time needed to complete essential diagnostics and initiate appropriate treatment.
The initiative resulted in significant improvements, including: (1) a 13.5% improvement in door-to-ED physician assessment time; (2) 89% of stroke patients being assessed by the ED physician within 15 minutes of arrival; and (3) 100% of all ischemic stroke patients receiving intravenous tissue plasminogen activator (tPA) within 60 minutes of arrival.
St. Joseph Hospital, Bethpage
Reducing Rule-Based Error: Implementation of PDSA and its Impact on Alarm Fatigue
The Joint Commission made the management of clinical alarms a National Patient Safety Goal in 2014. St. Joseph Hospital analyzed their data and determined that telemetry monitors alone generated an estimated ten million alarms each year—an impossible number for any staff to be able to respond to. The hospital set the goal of reducing the number of non-critical clinical alarms by 30%, and implemented the Plan-Do-Study-Act model.
By focusing on risk-stratifying alarms by severity, improving signals, staff education, and drafting policies and procedures with input from frontline personnel, this initiative decreased non-critical clinical alarms per patient day by 39%. This improvement was achieved without increasing the number transfers to a higher level of care. The reduction also significantly improved the patient experience of care.
Non-critical clinical alarms per patient day decreased by 39%. Transfers to a higher level of care decreased 9.6% post-initiative. In addition, patient surveys showed significant improvement in the patient experience of care.
The Healthcare Association of New York State (HANYS) is the only statewide hospital and continuing care association in New York State, representing 500 non-profit and public hospitals, nursing homes, home care agencies, and other healthcare organizations.