Annual Report John Dempsey Hospital Compliance Agreement 2007-2008

John Dempsey Hospital, Certification of Compliance Agreement, Annual Report, Year One. Reporting Period: June 25, 2007 through June 25, 2008. This report documents the Compliance Agreement between the Office of Inspector General of the Dept. of Health and Human Services and John Dempsey Hospital. Report is issued by K. Michael Walker, PhD, Chief Audit and Compliance Officer, UConn Health Center.

2006: A Safe Year for Falls at John Dempsey Hospital!

Our Goal: To Prevent Harm The most important goal for the Collaborative Center for Clinical Care Improvement (C4I) Patient Falls Group is to prevent any serious injury should a fall occur. While our goal is also to reduce the number of patient falls, it is especially important to prevent any serious harm to the patient. During calendar year 2006 (January-December), we accomplished our most important goal - there were no serious injuries related to any patient falls that occurred in the hospital during the past twelve months.

Coming Soon to John Dempsey Hospital: Schwartz Center Rounds®

SCHWARTZ CENTER ROUNDS® at John Dempsey Hospital Schwartz Center Rounds were created to provide a multidisciplinary forum where clinical caregivers have the opportunity to discuss their experiences, thoughts and feelings. The Rounds, which differ from medical or ethics Rounds, offer caregivers a safe, open and relaxed place where they can share their concerns and fears, both for their patients and themselves. The premise is that caregivers are better able to make personal connections with patients when they have greater awareness of, and insight into, their own responses and feelings. The Rounds provide a scheduled time and place where caregivers focus on the social, emotional and personal aspects of patient care.

Annual Report Central Administrative Services 2006/2007

University of Connecticut Health Center, Central Administrative Services, Annual Report, Fiscal Year 2006-2007; Submitted by Barry Feldman, Vice President & Chief Operation Officer, University of Connecticut, and Susan Whetstone, Chief Administrative Officer, UConn Health Center, August 2007

Factors influencing the success of rural cataract surgery programs in China:The study of hospital administration and relative productivity (SHARP)

PURPOSE. To explore factors potentially influencing the success or failure of rural Chinese hospitals in increasing cataract surgical output and quality. METHODS. Focus groups (FGs, n = 10) were conducted with hospital administrators, doctors, and nurses at 28 county hospitals in Guangdong Province. Discussions explored respondents' views on increasing surgical volume and quality and improving patient satisfaction. Respondents numerically ranked possible strategies to increase surgical volume and quality and patient satisfaction. FG transcripts were independently coded by two reviewers utilizing the constant comparative method following the grounded theory approach, and numerical responses were scored and ranked. RESULTS. Ten FGs and 77 ranking questionnaires were completed by 33 administrators, 23 doctors, and 21 nurses. Kappa values for the two coders were greater than 0.7 for all three groups. All groups identified a critical need for enhanced management training for hospital directors. Doctors and nurses suggested reducing surgical fees to enhance uptake, although administrators were resistant to this. Although doctors saw the need to improve equipment, administrators felt current material conditions were adequate. Respondents agreed that patient satisfaction was generally high, and did not view increasing patient satisfaction as a priority. CONCLUSIONS. Our findings highlight agreements and disagreements among the three stakeholder groups about improving surgical output and quality, which can inform strategies to improve cataract programs in rural China. Respondents' beliefs about high patient satisfaction are not in accord with other studies in the area, highlighting a potential area for intervention. © 2013 The Association for Research in Vision and Ophthalmology, Inc.

The State of the University of Connecticut Health Center

Academic medical centers represent the integration of education, namely schools of medicine and dental medicine, research, often through a biomedical sciences graduate program, and a clinical experience, often supplied with an onsite hospital. These medical centers involve an intricate mix of individuals and personalities, making their operation a difficult and sometimes daunting task. The University of Connecticut Health Center (UCHC) financial struggles have created a new opportunity, an affiliation with Hartford Healthcare, which will equip the UCHC with a major tertiary care University Hospital. This thesis intends to provide an analysis of the challenges and potential benefits of such a partnership. It is focused on the impact to the medical school’s academic mission and involves a comprehensive look at John Dempsey Hospital (JDH) finances, governance, and employee matters. The research concludes that such an affiliation is necessary to change the healthcare landscape of the region and transform the UCHC into a top medical driver of the Connecticut economy. It intends to show how the status quo is no longer an acceptable option.

C4I Roadmap March 2005

Patients expect to be safe from harm inside the walls of a hospital. Increasing reports of medical errors and adverse events have brought these concerns to public attention. Although we have celebrated many scientific advances over the past several decades, many patients do not benefit because the healthcare infrastructure is inadequate to deliver care to all. Studies confirm opportunities to improve in areas such as inpatient vaccination for flu and outpatient screening for breast, cervical or colon cancer. (Institute of Medicine, (IOM), 2000, 2001, 2004). This document outlines the steps needed to further increase our focus on patient safety in John Dempsey Hospital through the development of a multi-disciplinary Collaborative Center for Clinical Care Improvement (CCCCI). The dimensions of safety and outcomes are briefly discussed to provide some perspective on the scope of these challenges (Strongwater, 2003).

Annual Report Clinical Operations 2004/2005

The clinical arm of the UConn Health Center consists of the UConn Medical (UMG), our physician faculty practice, the John Dempsey Hospital (JDH) and the Correctional Managed Health Care Program (CMHC). This 2005 Clinical Annual Report was issued Sept.1, 2005 by Steven L. Strongwater, MD, Director of Clinical Operations.

UHC Patient Safety Net® Progress To Date : An “A+” Report Card for JDH Staff!

Safety in Numbers It’s been eight months since we implemented UHC Patient Safety Net® (“PSN”) at John Dempsey Hospital, and we are delighted with its success. As you know, PSN is a web-based reporting tool for reporting patient safety-related events. Frontline staff are doing a great job entering data on patient care events. Here’s how PSN works:

Patient Safety Alert : A new way to share patient safety information among departments and units

Communication : If there is one topic that comes up over and over again as we discuss ways to make John Dempsey Hospital the safest hospital, it is “communication.” In fact, several of the 2006 and 2007 National Patient Safety Goals are centered around improving the effectiveness of communication among caregivers. There are many ways of doing this, and we have implemented several already. These include handoffs, medication reconciliation, “SBAR,” etc. On page two, we will talk in more detail about hand-offs and the use of “SBAR.”

Efficacy and safety of out-of-hospital intravenous metoprolol administration in anterior ST-segment elevation acute myocardial infarction: insights from the METOCARD-CNIC trial

We seek to examine the efficacy and safety of prereperfusion emergency medical services (EMS)–administered intravenous metoprolol in anterior ST-segment elevation myocardial infarction patients undergoing eventual primary angioplasty. This is a prespecified subgroup analysis of the Effect of Metoprolol in Cardioprotection During an Acute Myocardial Infarction trial population, who all eventually received oral metoprolol within 12 to 24 hours. We studied patients receiving intravenous metoprolol by EMS and compared them with others treated by EMS but not receiving intravenous metoprolol. Outcomes included infarct size and left ventricular ejection fraction on cardiac magnetic resonance imaging at 1 week, and safety by measuring the incidence of the predefined combined endpoint (composite of death, malignant ventricular arrhythmias, advanced atrioventricular block, cardiogenic shock, or reinfarction) within the first 24 hours. From the total population of the trial (N=270), 147 patients (54%) were recruited during out-of-hospital assistance and transferred to the primary angioplasty center (74 intravenous metoprolol and 73 controls). Infarct size was smaller in patients receiving intravenous metoprolol compared with controls (23.4 [SD 15.0] versus 34.0 [SD 23.7] g; adjusted difference –11.4; 95% confidence interval [CI] –18.6 to –4.3). Left ventricular ejection fraction was higher in the intravenous metoprolol group (48.1% [SD 8.4%] versus 43.1% [SD 10.2%]; adjusted difference 5.0; 95% CI 1.6 to 8.4). Metoprolol administration did not increase the incidence of the prespecified safety combined endpoint: 6.8% versus 17.8% in controls (risk difference –11.1; 95% CI –21.5 to –0.6). Out-of-hospital administration of intravenous metoprolol by EMS within 4.5 hours of symptom onset in our subjects reduced infarct size and improved left ventricular ejection fraction with no excess of adverse events during the first 24 hours.

Demographics and survivial of a cohort of blood and breast cancer patients who developed heart failure following cancer treatment

Background/Aim: Cardiotoxicity resulting in heart failure is a devastating complication of cancer therapy. It is possible that a patient may survive cancer only to develop heart failure (HF), which is more deadly than cancer. The aim of this project was to profile the characteristics of patients at risk of cancer treatment induced heart failure. Methods: Linked Health Data Analysis of Queensland Cancer Registry (QCR) from 1996-2009, Death Registry and Hospital Administration records for HF and chemotherapy admissions were reviewed. Index heart failure admission must have occurred after the date of cancer registry entry. Results: A total of 15,987 patients were included in this analysis; 1,062 (6.6%) had chemotherapy+HF admission (51.4% Female) and 14,925 (93.4%) chemotherapy_no HF admission. Median age of chemotherapy+HF patients was 67 years (IQR 58 to 75) vs. 54 years (IQR 44 to 64) for chemotherapy_no HF admission. Chemotherapy+HF patients had increased risk of all cause mortality (HR 2.79 [95% CI 2.58-3.02] and 1.67 [95% CI, 1.54 to 1.81] after adjusting for age, sex, marital status, country of birth, cancer site and chemotherapy dose). Index HF admission occurred within one year of cancer diagnosis in 47% of HF patients with 80% of patinets having there index admission with 3 years. The number of chemotherapy cycles was not associated with significant reduction in survival time in chemotherapy+HF patients. Mean survival for heart failure patients was 5.3 years (95% CI, 4.99 - 5.62) vs.9.57 years (95% CI, 9.47-9.68) for chemotherapy_no HF admission patients. Conclusion: All-cause mortality was 67% higher in patients diagnosed with HF following chemotherapy in adjusted analysis for covariates. Methods to improve and better coordinate of the interdisciplinary care for cancer patients with HF involving cardiologists and oncologists are required, including evidence-based guidelines for the comprehensive assessment, monitoring and management of this cohort.

A implantação do Plano Operativo Anual (POA) na Gestão Pública Hospitalar com a utilização de um Sistema integrado de Gestão (ERP): o caso do Hospital Universitário Gafrée e Guinle (HUGG)

Os Hospitais Universitários (HUs) enfrentam muitos problemas em sua gestão financeira. Assim, receitas insuficientes para suprir despesas culminam numa situação deficitária. O índice de inadimplência dos hospitais é alto; por conseqüência, o prazo de pagamento dos fornecedores prorrogado. No ano de 2006, foi estabelecida uma reestruturação financeira e orçamentária denominada Plano Operativo Anual (POA), juntamente com o Ministério da Saúde e o Ministério da Educação, no intuito de tentar minimizar o déficit dos HUs. Tendo em vista tal situação, este trabalho de pesquisa visa a relatar como um Sistema Integrado de Gestão (ERP) pode aprimorar, bem como monitorar, o desempenho do POA e sua eficácia servindo de instrumento de orçamento das receitas hospitalares baseados em metas. A partir deste contexto, teremos como ponto de partida o estudo do caso do aprimoramento quanto à inserção do Hospital Universitário Gaffrée e Guinle (HUGG) no Sistema Único de Saúde (SUS), através da contratação dos serviços de saúde ofertados pelo hospital e seu respectivo modelo de financiamento, bem como os mecanismos de acompanhamento e avaliação das atividades de atenção, gestão, ensino e pesquisa. Com isso, ocorre a agilização dos procedimentos diários, maior eficiência na gestão hospitalar. Evita-se assim; entre outros; problemas concernentes ao setor financeiro da instituição.

O processo de dádiva de sangue do dador de primeira vez no Hospital do Espírito Santo - Évora, EPE : satisfação e retorno para a dádiva seguinte

RESUMO - Introdução: Com este trabalho, pretendeu-se averiguar em que medida a satisfação no processo de dádiva de sangue afeta o regresso dos dadores que doam pela primeira vez na vida, ou que se apresentaram pela primeira vez no Serviço de sangue do HESE. Material e métodos: Estudo observacional transversal descritivo. Dos dadores com uma única inscrição no período de 2011 a 2012 inclusive, (531+541 dadores) foram retirados os que entretanto completaram 66 anos (idade limite para a dádiva); os que não tinham contacto telefónico válido; e os que tinham morada fora do Distrito de Évora. Os dadores restantes (327 + 330 dadores), foram então inquiridos através de um questionário efetuado telefonicamente para determinar as causas de não regresso. Resultados: Obtiveram-se 360 respostas válidas ao questionário, correspondentes a 50% da amostra com um IC de 95%. Apesar de estar amplamente demonstrado que a satisfação na dádiva contribui decisivamente para o retorno à dádiva seguinte, apenas 12% da amostra referiu não regressar por algum motivo de insatisfação decorrente do processo de dádiva. Evidentemente, o mérito destes resultados é devido à equipa do Serviço de Imunohemoterapia do HESE. Porém uma outra realidade fica aqui patente, os dadores de primeira vez estão a decrescer há vários anos, e destes, os que regressam são cada vez menos. A manter-se esta tendência, a taxa de renovação da bolsa de dadores poderá tornar-se insuficiente para a manutenção da atual bolsa de dadores. Se o HESE conseguisse recuperar para a dádiva metade da amostra de dadores de primeira vez que não regressam, a sua autonomia em termos de consumo de sangue sairia reforçada, com o incremento de proveitos financeiros consequente. Conclusão: Este trabalho concretiza os objetivos a que se propôs, nomeadamente o de produzir conhecimento útil e de suporte à decisão no âmbito da administração hospitalar. O HESE tem agora ao seu dispor, a caraterização dos dadores de primeira vez e a descrição de como se está a processar a renovação da sua bolsa de dadores.