Systems Analysis of a Dedicated Ambulatory Respiratory Unit for Seeing and Ensuring Follow-up of Patients With COVID-19 Symptoms.

COVID-19 necessitated significant care redesign, including new ambulatory workflows to handle surge volumes, protect patients and staff, and ensure timely reliable care. Opportunities also exist to harvest lessons from workflow innovations to benefit routine care. We describe a dedicated COVID-19 ambulatory unit for closing testing and follow-up loops characterized by standardized workflows and electronic communication, documentation, and order placement. More than 85% of follow-ups were completed within 24 hours, with no observed staff, nor patient infections associated with unit operations. Identified issues include role confusion, staffing and gatekeeping bottlenecks, and patient reluctance to visit in person or discuss concerns with phone screeners.

Improved survival following ward-based non-invasive pressure support for severe hypoxia in a cohort of frail patients with COVID-19: retrospective analysis from a UK teaching hospital.

Since the outbreak of COVID-19 in China in December 2019, a pandemic has rapidly developed on a scale that has overwhelmed health services in a number of countries. COVID-19 has the potential to lead to severe hypoxia; this is usually the cause of death if it occurs. In a substantial number of patients, adequate arterial oxygenation cannot be achieved with supplementary oxygen therapy alone. To date, there has been no clear guideline endorsement of ward-based non-invasive pressure support (NIPS) for severely hypoxic patients who are deemed unlikely to benefit from invasive ventilation. We established a ward-based NIPS service for COVID-19 PCR-positive patients, with severe hypoxia, and in whom escalation to critical care for invasive ventilation was not deemed appropriate. A retrospective analysis of survival in these patients was undertaken. Twenty-eight patients were included. Ward-based NIPS for severe hypoxia was associated with a 50% survival in this cohort. This compares favourably with Intensive Care National Audit and Research Centre survival data following invasive ventilation in a less frail, less comorbid and younger population. These results suggest that ward-based NIPS should be considered as a treatment option in an integrated escalation strategy in all units managing respiratory failure secondary to COVID-19.

Is continuous positive airway pressure (CPAP) a new standard of care for type 1 respiratory failure in COVID-19 patients? A retrospective observational study of a dedicated COVID-19 CPAP service.

The aim of this case series is to describe and evaluate our experience of continuous positive airway pressure (CPAP) to treat type 1 respiratory failure in patients with COVID-19. CPAP was delivered in negative pressure rooms in the newly repurposed infectious disease unit. We report a cohort of 24 patients with type 1 respiratory failure and COVID-19 admitted to the Royal Liverpool Hospital between 1 April and 30 April 2020. Overall, our results were positive; we were able to safely administer CPAP outside the walls of a critical care or high dependency unit environment and over half of patients (58%) avoided mechanical ventilation and a total of 19 out of 24 (79%) have survived and been discharged from our care.

Recomendaciones para la normalización gradual en la enfermedad COVID-19 en las unidades de trastornos respiratorios del sueño de Andalucía / No disponible

No disponible

Specialist neonatal respiratory care for babies born preterm

This guideline covers specific aspects of respiratory support (for example, oxygen supplementation, assisted ventilation, treatment of some respiratory disorders, and aspects of monitoring) for preterm babies in hospital.

Impact of strategic planning, organizational culture imprint and care bundles to reduce adverse events in the ICU.

OBJECTIVE: To evaluate the occurrence of adverse events during a multifaceted program implementation. DESIGN: Cross-sectional secondary analysis. SETTING: The respiratory-ICU of a large tertiary care center. PARTICIPANTS: Retrospectively collected data of patients admitted from 1 March 2010 to 28 February 2014 (usual care period) and from 1 March 2014 to 1 March 2017 (multifaceted program period) were used. INTERVENTIONS: The program integrated three components: (1) strategic planning and organizational culture imprint; (2) training and practice and (3) implementation of care bundles. Strategic planning redefined the respiratory-ICU Mission and Vision, its SWOT matrix (strengths, weaknesses, opportunities, threats) as well as its medium to long-term aims and planned actions. A 'Wear the Institution's T-shirt' monthly conference was given in order to foster organizational culture in healthcare personnel. Training was conducted on hand hygiene and projects 'Pneumonia Zero' and 'Bacteremia Zero'. Finally, actions of both projects were implemented. MAIN OUTCOME MEASURES: Rates of adverse events (episodes per 1000 patient/days). RESULTS: Out of 1662 patients (usual care, n = 981; multifaceted program, n = 681) there was a statistically significant reduction during the multifaceted program in episodes of accidental extubation ([Rate ratio, 95% CI] 0.31, 0.17-0.55), pneumothorax (0.48, 0.26-0.87), change of endotracheal tube (0.17, 0.07-0.44), atelectasis (0.37, 0.20-0.68) and death in the ICU (0.82, 0.69-0.97). CONCLUSIONS: A multifaceted program including strategic planning, organizational culture imprint and care protocols was associated with a significant reduction of adverse events in the respiratory-ICU.

Situación actual de la rehabilitación respiratoria en los hospitales de la Comunidad de Madrid / No disponible

Introducción: A pesar de que la rehabilitación respiratoria (RR) es considerada como una intervención terapéutica con alto nivel de evidencia científica, la estructura y la organización de las unidades de RR pueden repercutir en sus resultados. Nuestra intención era conocer la situación actual de las unidades de RR de la Comunidad de Madrid. Material y métodos: Análisis de los resultados de la encuesta distribuida a todos los hospitales de la Comunidad de Madrid mediante correo electrónico desde la Sociedad Madrileña de Neumología y Cirugía Torácica (NEUMOMADRID) y la Sociedad Española de Rehabilitación Cardiorrespiratoria (SORECAR). La encuesta fue diseñada de acuerdo a los estándares de calidad asistencial en RR propuestos por la Sociedad Española de Neumología y Cirugía Torácica (SEPAR). Resultados: Once (61,6%) hospitales señalaron que contaban con una unidad de RR y en el 54,5% de ellas no existía acceso desde atención primaria. El 72,7% de unidades indicó que la derivación de pacientes no era adecuada. Casi todas las unidades ofrecían programas de fisioterapia, entrenamiento aeróbico, de fuerza muscular y soporte educativo, sin embargo solo el 27,3% daba soporte nutricional y 18,2% apoyo psicosocial. El 45,4% usaba la prueba de esfuerzo progresivo para pautar el entrenamiento. Existían 3 cicloergómetros (rango intercuartílico 2-5) y 1 tapiz rodante (0-2) por unidad. Todas las unidades contaba con médicos rehabilitadores y fisioterapeutas y en el 60% también participaban neumólogos. Conclusiones: No todos los hospitales de la Comunidad de Madrid cuentan con unidades de RR. Además, el análisis de los indicadores de calidad asistencial en RR demuestran limitaciones en protocolos, evaluación del paciente, componentes y características de los programas, y aspectos administrativos y de investigación

Introduction: Although respiratory rehabilitation (RR) is considered as a therapeutic intervention with a high level of scientific evidence, the structure and organization of the RR units may have repercussions on its results. Our intention was to know the current situation of RR units in the Community of Madrid. Material and Methods: Analysis of results of the survey distributed to all hospitals in the Community of Madrid by email from the Sociedad Madrileña de Neumología y Cirugía Torácica (NEUMOMADRID) and the Sociedad Española de Rehabilitación Cardiorrespiratoria (SORECAR). The survey was designed according to the standards of care quality in RR proposed by the Sociedad Española de Neumología y Cirugía Torácica (SEPAR). Results: 11 (61.6%) hospitals reported that they had a RR unit. 54.5% of them did not have an access from primary care. 72.7% of the units indicated that referral of patients was not adequate. Almost all the units offered programs of physical therapy, aerobic training, muscular strength and educational support, however only 27.3% gave nutritional support and 18.2% psychosocial support. Progressive incremental test was used by 45.4% RR units. There were 3 cycle ergometers (interquartile range 2-5) and 1 treadmill (0-2) per unit. All units had rehabilitation physicians and physiotherapists, and 60% also had pulmonologists. Conclusions: Not all hospitals in the Community of Madrid have RR units. Moreover, the analysis of the indicators of care quality of the RR shows limitations in protocols, patient evaluation, components and characteristics of the programs, administrative and research aspects

Cambios en tres indicadores de calidad después de la implementación de estrategias de mejora en la unidad de cuidados intensivos respiratorios / Changes observed in three quality indicators after the implementation of improvement strategies in the respiratory intensive care unit

OBJETIVO: Comparar los resultados de la monitorización de calidad después de la implementación de estrategias de mejora en la unidad de cuidados intensivos respiratorios (UCIR). Diseño: Estudio de intervención prospectivo, comparativo y longitudinal. Ámbito: La UCIR del Hospital General de México. Pacientes: Todos los pacientes ingresados a la UCIR de marzo de 2012 a marzo de 2013.Intervenciones: Se implementó un paquete de intervenciones basadas en la evidencia para reducir las tasas de tres indicadores: extubación no programada (ENP), re-intubación y neumonía asociada a la ventilación mecánica (NAV).Variables de interés Tasas de ENP, re-intubación y NAV. Resultados: Ingresaron 232 pacientes con edad promedio de 49,5 ± 17,8 años; 119 (50,5%) fueron mujeres. El promedio de Simplified Acute Physiology Score (SAPS-3) fue de 49,8 ± 17 y la puntuación promedio de Sequential Organ Failure Assessment (SOFA) fue de 5,3 ± 4,1. La mortalidad en la UCIR fue de 38,7%, y la tasa de mortalidad estandarizada, de 1,50 (IC95%: 1,20-1,84). Los indicadores ENP y re-intubación mostraron mejoría comparados con la cohorte de 2011: 1,6% vs. 7% en la tasa de re-intubación (p = 0,02) y 8,1 vs. 17 episodios/1.000 días de ventilación mecánica para ENP (p = 0,04). El indicador NAV empeoró: 18,4 vs. 15,1 episodios/1.000 días de ventilación mecánica (p = 0,5).Conclusiones La mejora de la calidad con la identificación de áreas de oportunidad e implementación de estrategias en la UCIR es factible. Sin embargo, la sola implementación de paquetes de medidas preventivas no garantiza la mejora

OBJECTIVE: To compare the results of quality monitoring after the implementation of improvement strategies in the respiratory intensive care unit (RICU). DESIGN: A prospective, comparative, longitudinal and interventional study was carried out. Setting The RICU of Hospital General de México (Mexico). PATIENTS: All patients admitted to the RICU from March 2012 to March 2013.InterventionsAn evidence-based bundle of interventions was implemented in order to reduce the ratios of three quality indicators: non-planned extubation (NPE), reintubation, and ventilator-associated pneumonia (VAP).Variables of interest NPE, reintubation and VAP ratios. RESULTS: A total of 232 patients were admitted, with a mean age of 49.5 ± 17.8 years; 119 (50.5%) were woman. The mean Simplified Acute Physiology Score (SAPS-3) was 49.8 ± 17, and the mean Sequential Organ Failure Assessment (SOFA) score was 5.3 ± 4.1. The mortality rate in the RICU was 38.7%. The standardized mortality ratio was 1.50 (95%CI: 1.20-1.84). An improved ratio was observed for reintubation and NPE indicators compared to the ratios of the previous 2011 cohort: 1.6% vs. 7% (P = .02) and 8.1 vs. 17 episodes per 1000 days of mechanical ventilation (P = .04), respectively. A worsened VAP ratio was observed: 18.4 vs. 15.1 episodes per 1000 days of mechanical ventilation (P = .5).Conclusions Quality improvement is feasible with the identification of areas of opportunity and the implementation of strategies. Nevertheless, the implementation of a bundle of preventive measures in itself does not guarantee improvements

Neonatal respiratory therapist-led rounds can improve staff satisfaction and timeliness of respiratory interventions.

BACKGROUND: Interdisciplinary rounding is used to establish and communicate patient care goals and monitor progress toward goal attainment. This study describes staff satisfaction and process outcomes associated with respiratory therapist (RT)-led interdisciplinary rounds in the neonatal ICU. We hypothesized improved staff satisfaction, execution of orders within 30 min of order entry into the electronic medical record, and communication of accurate and complete data during rounds to the interdisciplinary team. METHODS: Nurses, RTs, nurse practitioners, residents, and attending physicians completed the 13-question survey eliciting demographic information and evaluating staff engagement and professional satisfaction. The survey was anonymous and confidential, and informed consent was implied. Process data were collected for a 10-d period at 2 intervals through direct observation of the rounding process and electronic medical record review. Descriptive statistics reported patient demographics, responses to job satisfaction and engagement survey questions, the number of patients who were visited in daily rounds, the number and type of orders given during rounds, and the number of respiratory orders that were addressed in multidisciplinary teaching rounds rather than during respiratory rounds. The chi-square test was used to determine differences in the proportion of inaccurate and incomplete data communicated during rounds between the 2 data collection periods. The Mann-Whitney U test was used to determine differences in the timeliness of electronic medical record order entry and time to order completion. RESULTS: A 94.8% survey response rate (n = 55) was obtained. Seventy-six percent of participants reported improved communication. Sixty-nine percent of participants reported improved teamwork. Eighty-six percent of orders were implemented immediately after electronic medical record entry. Correct information was provided on 95% and 99.3% of patients (P < .066) and complete information on 93% and 96% of patients (P = .41). CONCLUSIONS: Implementation of respiratory rounds improved staff satisfaction and the timeliness of completing respiratory orders. Spot monitoring at intermittent intervals verified process sustainability.

Beyond professional boundaries: relationships and resources in health services' modernisation in England and Wales.

This article draws on theories of social capital to understand ways in which the negotiation of professional boundaries among healthcare professionals relates to health services change. We compared reconfiguration of respiratory services in four primary care organisations (PCOs) in England and Wales. Service development was observed over 18 months during a period of market-based reforms. Serial interviews with key clinicians and managers from hospital trusts and PCOs followed progress as they collaborated around, negotiated and contested developments. We found that professionals work to protect and expand their claims to work territory. Remuneration and influence was a catalyst for development and was also necessary to establish professional boundaries that underpinned novel service arrangements. Conflict and contest was less of a threat to change than a lack of engagement in boundary work because this engagement produced relationships based on forming shifting professional allegiances across and along boundaries, and these relationships mediated the social capital needed to accomplish change. However, this process also (re)produced inequalities among professions and prevented some groups from participation in service change.

Contracting for directorships.

Hospitals are required to have a medical director of respiratory care as a condition of their participation in the Federal Medicare and Medicaid programs. This gives physicians opportunities to improve the quality of care for the patients in their community, to diversify income streams, and to assist hospitals to meet regulatory requirements for quality. The contracts for these positions are usually provided by the hospital, so it is imperative that physicians know how to protect their interests, what is expected of them, if they are being paid fairly, and that the contract is compliant with all regulatory issues. The directorship relationship with the hospital that provides designated health services and the "stand in the shoes" definition of direct compensation also gives physicians and physician practices guidance to determine if their group and individual physicians are compliant with Stark and antikickback regulations. This article guides physicians through the process of reviewing a contract for medical directorship or service line management services. Information on compensation in the directorship market can be found in at least two standard surveys. Duties and compensation vary among entities and frequently include incentive-based compensation for improving quality measures and operations. Directorships are evolving to service line management as more of the hospital's reimbursement is linked to clinical quality and patient satisfaction. This article does not offer legal advice, nor is it meant to be all inclusive. Physicians should consult a health-care attorney for any questions before signing any contract.

Respiratory High-Dependency Care Units for the burden of acute respiratory failure.

The burden of acute respiratory failure (ARF) has become one of the greatest epidemiological challenges for the modern health systems. Consistently, the imbalance between the increasing prevalence of acutely de-compensated respiratory diseases and the shortage of high-daily cost ICU beds has stimulated new health cost-effective solutions. Respiratory High-Dependency Care Units (RHDCU) provide a specialised environment for patients who require an "intermediate" level of care between the ICU and the ward, where non-invasive monitoring and assisted ventilation techniques are preferentially applied. Since they are dedicated to the management of "mono-organ" decompensations, treatment of ARF patients in RHDCU avoids the dangerous "under-assistance" in the ward and unnecessary "over-assistance" in ICU. RHDCUs provide a specialised quality of care for ARF with health resources optimisation and their spread throughout health systems has been driven by their high-level of expertise in non-invasive ventilation (NIV), weaning from invasive ventilation, tracheostomy care, and discharging planning for ventilator-dependent patients.

Ventilación mecánica no invasiva en la agudización de las enfermedades respiratorias / Noninvasive mechanical ventilation in the exacerbation of respiratory diseases

Noninvasive ventilation (NIV) utilization has experienced an exponential growth in the last 25 years immediately after the introduction of the positive pressure and the nasal mask. Patients with acute, chronic and acute on chronic respiratory failure are candidates to be treated by this therapeutic modality. Its utilization inside the hospital is very heterogeneous being indicated for diverse patients by different levels of complexity and severity levels. We have scientific evidence of the maximum level for certain problems such as COPD exacerbations with respiratory acidosis, acute pulmonary edema, or patients with solid and hematologic transplantation, although its utilization has been generalized to many other clinical scenes using minor levels of evidence. NIV is also used successfully in patients of advanced age, patients with do not intubate orders or even patients with severe comorbidities. Finally, NIV could be used as a palliative tool. The continuous technological evolution and the need of formation of the professionals demands organizational changes in the hospitals and the necessity to define specific areas for most severe patients, such as respiratory intermediate care units (AU)

Respiratory care work assignment based on work rate instead of work load.

BACKGROUND: We previously reported a new management variable, work rate, defined as work load due per hour, based on cumulative standard treatment times. We found that work rates were unachievable (ie, exceeded 1 hour of scheduled work per hour of available labor) for 75% of scheduled due times, despite presumed achievable average work load. OBJECTIVE: To determine the optimal strategy for creating work assignments based on work rate. METHODS: A focus group used root-cause analysis to identify ways to balance assignments based on work rate. We surveyed employees to assess their willingness to start earlier. We determined the ratio of scheduled to unscheduled work during a 12-month period. The scheduled work comprised administering small-volume nebulizer, metered-dose inhaler, noninvasive ventilation, and mechanical ventilation. The unscheduled work consisted of all other modalities. We also developed a spreadsheet model to assess the effect of shifting the start time on work-rate distribution in a representative 24-hour period. RESULTS: The focus group determined that starting treatments 1 hour earlier would help. Fifteen of the 24 clinicians surveyed responded, and 13 of the respondents were willing to start earlier. The scheduled work load averaged approximately 55% of the total work load, but there was high variability per assignment area (range 0-99%). The spreadsheet model showed that shifting treatment start times improved the distribution of work rate throughout the day, but did not guarantee that labor demand never outstrips supply. CONCLUSIONS: Our studies to date suggest that: basing assignments on average work load leads to periods of unachievable work rate, resulting in missed treatments and staff dissatisfaction. We have only limited ability to reduce peaks in work rate, but staggering treatment times is effective. Fair assignment of work should differentiate scheduled from unscheduled work.