Establishing a comprehensive networkwide pressure ulcer identification process.

BACKGROUND: Pressure ulcers (PUs) are a critical concern, endangering patients and requiring significant resources for treatment in Stage II/IV. The Centers for Medicare & Medicaid Services (CMS) denies reimbursement in cases where a more complex diagnosis-related group (DRG) is assigned as a result of hospital-acquired conditions such as a PU that could have been reasonably prevented. IMPLEMENTATION: An interdisciplinary PU present-on-admission (POA) team developed an algorithm to support the early identification of PUs for units participating in the process. This approach standardized work, resulting in consistent (1) skin assessment, (2) physician notification, (3) reporting of findings in the patient safety reporting system, and (4) communication to receiving units. Computer-entry tools were developed and completed for six months by the patient care services unit-based process improvement councils; these councils made possible immediate "loop closure" for either positive feedback or needed reeducation with the nursing staff. RESULTS: The total number of PUs recognized and reported after implementation of the process improvement initiative--from April 1, 2008, to March 31, 2009--increased to 1,103--an increase of 36.3% in PU reporting when compared with the same period the year before. This initiative has yielded 100% effectiveness in identifying Stage III/IV PUs POA and in preventing hospital-acquired Stage III/IV PUs. The success of the project has helped to ensure high-quality patient care and protection of precious fiscal resources. CONCLUSIONS: The data suggest that the identification of all PUs that are present at time of admission is clinically feasible.

A randomized trial to evaluate compliance in terms of patient comfort and satisfaction of two pneumatic compression devices.

PURPOSE: Venous thromboembolism (VTE) incidence can be substantially reduced with prophylaxis, which includes pneumatic compression device (PCD) use. METHODS: To determine whether patient comfort and satisfaction correlated to compliance in wearing PCDs, patients were randomly assigned to either of two effective calf-high PCDs. Education and handouts were provided to both groups. Patients were given a survey rating their comfort, satisfaction, and compliance. At the conclusion of the study, healthcare providers completed a questionnaire comparing both PCDs. RESULTS: A total of 65 patients participated. The main significant differences between groups were seen in the patient perceptions questionnaire for two items: "the device was hot" (p = .014) and "device made my legs sweat" (p = .029). The PCD that provided more comfort and satisfaction was worn for a greater amount of time, 85% vs. 81%, respectively. CONCLUSIONS: Results suggest that patients are more compliant with a PCD that promotes patient comfort when worn.

First do no harm: integrating patient safety and quality improvement.

BACKGROUND: Lehigh Valley Hospital's (LVH's; Allentown, Penn) interdisciplinary quality improvement program Primum Non Nocere (PNN), or First Do No Harm, is composed of 12 quality improvement (QI) projects that are a combination of ongoing operations improvement projects and new projects in patient safety. The projects stress delivery of cost-effective medical care while reducing preventable adverse events through improved communication, process redesign, and evidence-based protocol use. EXAMPLE: WRONG-SITE SURGERY: In response to an initial alert warning in 1998, LVH developed a policy of marking "yes" on the surgical site and "no" on the other side. However, several near misses occurred, and a root cause analysis indicated that the policy was not always followed for some very specific reasons. For example, the operative record included no prompt to address laterality, and the procedures in which laterality should be addressed were never specified. Interventions to address these issues were quickly developed that were in keeping with the recommendations outlined in a second alert warning on the issue in December 2001. A year after these stepwise changes, compliance with the policy is almost 100%, and there have been no further near misses. DISCUSSION: Specific project barriers included the initial challenge of changing the mindset in the institution from gradual change on a grand scale to smaller, more rapid changes, analyses, and actions. Another issue identified early in the initiative was the tendency of project groups to outline elaborate process improvements without determining how to measure and monitor success. A project sustainability is inherently linked to its initial strengths and the successful solutions to barriers that are encountered.