Association of STEMI regionalization of care with de facto NSTEMI regionalization.

The regionalization of care for ST elevation myocardial infarction (STEMI) may unintentionally concentrate patients with non-ST elevation myocardial infarction (NSTEMI) into percutaneous coronary intervention (PCI) capable hospitals. This could lead to benefits such as increased access to PCI-capable hospitals, but could cause harms such as crowding in some hospitals with decreased patient volume and revenue in others. We set out to assess whether STEMI regionalization programs concentrated patients with NSTEMI at STEMI-receiving hospitals.

T-Minus 10 Days: The Role of an Academic Medical Institution in Field Hospital Planning.

Alternate care sites (ACS) are locations that can be converted to provide either in-patient and/or out-patient health care services when existing facilities are compromised by a hazard impact or the volume of patients exceeds available capacity and/or capabilities. In March through May of 2020, Michigan Medicine (MM), the affiliated health system of the University of Michigan, planned a 500 bed ACS at an off-site location. Termed the Michigan Medicine Field Hospital (MMFH), this ACS was intended to be a step-down care facility for low-acuity COVID-19 positive MM patients who could be transitioned from the hospital setting and safely cared for prior to discharge home, while also allowing increased bed capacity in the remaining MM hospitals for additional critical patient care. The planning was organized into six units: personnel and labor, security, clinical operations, logistics and supply, planning and training, and communications. The purpose of this report is to describe the development and planning of an ACS within the MM academic medical center (AMC) to discuss anticipated barriers to success and to suggest guidance for health systems in future planning.

Current status of trauma surgery at a Japanese prefectural academic institute: improved organization in a regional prefecture.

PURPOSES: Balancing scheduled surgery and trauma surgery is difficult with a limited number of surgeons. To address the issues and systematize education, we analyzed the current situation and the effectiveness of having a trauma team in the ER of a regional hospital. METHODS: This retrospective study analyzed the demographics, traumatic variables, procedures, postoperative morbidities, and outcomes of 110 patients who underwent trauma surgery between 2012 and 2019. The trauma team was established in 2016 and our university hospital Emergency Room (ER) opened in 2012. RESULTS: Blunt trauma accounted for 82% of the trauma injuries and 39% of trauma victims were transported from local centers to our institute. The most frequently injured organs were in the digestive tract and about half of the interventions were for hemostatic surgery alone. Concomitant treatments for multiple organ injuries were performed in 31% of the patients. The rates of postoperative severe complications (over Clavien-Dindo IIIb) and mortality were 10% and 13%, respectively. Fourteen (12.7%) of 24 patients who underwent damage-control surgery died, with multiple organ injury being the predominant cause of death. CONCLUSION: Systematic education or training of medical students and general surgeons, as well as the co-operation of the team at the regional academic institute, are necessary to overcome the limited human resources and save trauma patients.

Rallying All Resources: A Multidisciplinary Innovation to Plan for the Projected COVID-19 Inpatient Surge.

BACKGROUND: The COVID-19 pandemic resulted in the need for hospitals to plan for a potential "surge" of COVID-19 patients. PROBLEM: Prior to the onset of the COVID-19 pandemic, our hospital adult acute care capacity ranged 90% to 100%, and a potential hospital surge was projected for Oregon that would exceed existing capacity. APPROACH: A multidisciplinary team with stakeholders from nursing leadership, nursing units, nurse-led case management, and physicians from hospital medicine was convened to explore the conversion of an ambulatory surgical center to overflow patient acute care capacity. OUTCOMES: A protocol was rapidly created and implemented, ultimately transferring 12 patients to an ambulatory surgery unit. CONCLUSIONS: This project highlighted the ability for stakeholders and innovators to work together in an interprofessional, multidisciplinary way to rapidly create an overflow unit. While this innovation was designed to address COVID-19, the lessons learned can be applied to any other emerging infectious disease or acute care capacity crisis.

Major trauma critical pathway: preliminary results from the monitoring system in the regional network and in a hub center in Rome metropolitan area.

OBJECTIVE: The aim of this study is to collect the two years' data regarding the Integrated Trauma Management System (SIAT) by capturing the activity of its three Hubs in the Italian Lazio Region and test the performance of one of the Hubs' (Fondazione Policlinico Universitario A. Gemelli - IRCCS, FPG -IRCCS) Major Trauma Clinical Pathway's (MTCP) monitoring system, introducing the preliminary results through volume, process and outcome indicators. MATERIALS AND METHODS: A retrospective analysis on SIAT was conducted on years 2016 to 2018, by collecting outcome and timeliness indicators through the Lazio Informative System whereas the MTCP was monitored through set of indicators from the FPG - IRCCS Informative System belonging to randomly selected clinical records of the established period. RESULTS: Hubs managed 11.3% of the 998,240 patients admitted in SIAT. All patients eligible for MTCP were "Flagged", and 83% underwent a CT within 2 hours; intra-hospital mortality was 13% whereas readmission rates 16.9%. CONCLUSIONS: SIAT converges the most severe patients to its Hubs. The MTCP monitoring system was able to measure a total of 9 out of 13 indicators from the original panel. This research may serve as a departing point to conduct a pre-post analysis on the performance of the MTCP.

Trends in the delivery of elective general paediatric surgery.

INTRODUCTION: There has been regular dialogue regarding the importance of developing clinical networks to compensate for the steady decline in general paediatric surgery performed by adult surgeons. Despite this dialogue, there are no contemporary published data to quantify the issue. This report documents patterns in delivery of general paediatric surgery in England and shows what is being performed where and by whom. MATERIALS AND METHODS: Using the Surgical Workload Outcome Database, we compared hospital-level data between 2009 and 2017. Inclusion criteria were children under 18 years admitted to NHS hospitals in England for elective general paediatric surgery. Data were analysed with an online statistical package performing paired t-tests. RESULTS: There was no real change in the overall number of elective general paediatric surgical marker cases, but the type mix has changed. The number of marker cases performed by adult surgeons fell by 34% (4699 vs 3090 p < 0.05). The number of marker cases performed by specialist paediatric surgeons increased by 21% (8184 vs 9862 p < 0.05). This increase in workload occurred in both tertiary (21% increase) and peripheral (18% increase) centres. When analysing data by operation type it was apparent that 78% of the increased workload was attributable to an increase in orchidopexy rate. CONCLUSION: Best practice is to treat children close to home by staff with the right skills. This study shows significant shifts in the general paediatric surgical workload. It is important to monitor these trends for successful succession planning as well as configuration of services.

The Role of Regional Collaboratives in Quality Improvement: Time to Organize, and How?

Over the last 12 years, surgeon representatives from the 33 participating hospitals of the Michigan Society of Thoracic and Cardiovascular Surgeons Quality Collaborative (MSTCVS-QC), along with data specialists, surgical and quality improvement (QI) teams, have met at least 4 times a year to improve health-care quality and outcomes of cardiac and general thoracic surgery patients. The MSTCVS-QC nature of interactive learning has allowed all members to examine current data from each site in an unblinded manner for benchmarking, learn from their findings, institute clinically meaningful changes in survival and health-related quality of life, and carefully follow the effects. These meetings have resulted in agreement on various interventions to improve patient selection, periprocedural strategies, and adherence with evidence-based directed medication regimens, Factors contributing to the quality movement across hospitals include statewide-recognized clinicians who are eager to involve themselves in QI initiatives, dedicated health-care professionals at the hospital level, trusting environments in which failure is only a temporary step on the way toward achieving QI goals, real-time analytics of accurate data, and payers who strongly support QI efforts designed to improve outcomes.

Regionalization of emergency general surgery operations: A simulation study.

BACKGROUND: It has been theorized that a tiered, regionalized system of care for emergency general surgery (EGS) patients-akin to regional trauma systems-would translate into significant survival benefits. Yet data to support this supposition are lacking. The aim of this study was to determine the potential number of lives that could be saved by regionalizing EGS care to higher-volume, lower-mortality EGS institutions. METHODS: Adult patients who underwent one of 10 common EGS operations were identified in the California Inpatient Database (2010-2011). An algorithm was constructed that "closed" lower-volume, higher-mortality hospitals and referred those patients to higher-volume, lower-mortality institutions ("closure" based on hospital EGS volume-threshold that optimized to 95% probability of survival). Primary outcome was the number of lives saved. Fifty thousand regionalization simulations were completed (5,000 for each operation) employing a bootstrap resampling method to proportionally redistribute patients. Estimates of expected deaths at the higher-volume hospitals were recalculated for every bootstrapped sample. RESULTS: Of the 165,123 patients who underwent EGS operations over the 2-year period, 17,655 (10.7%) were regionalized to a higher-volume hospital. On average, 128 (48.8%) of lower-volume hospitals were "closed," ranging from 68 (22.0%) hospital closures for appendectomy to 205 (73.2%) for small bowel resection. The simulations demonstrated that EGS regionalization would prevent 9.7% of risk-adjusted EGS deaths, significantly saving lives for every EGS operation: from 30.8 (6.5%) deaths prevented for appendectomy to 122.8 (7.9%) for colectomy. Regionalization prevented 4.6 deaths per 100 EGS patient-transfers, ranging from 1.3 for appendectomy to 8.0 for umbilical hernia repair. CONCLUSION: This simulation study provides important new insight into the concept of EGS regionalization, suggesting that 1 in 10 risk-adjusted deaths could be prevented by a structured system of EGS care. Future work should expand upon these findings using more complex discrete-event simulation models. LEVEL OF EVIDENCE: Therapeutic/Care Management, level IV.

Esclerosis múltiple en Portugal continental: análisis de clusters espaciotemporales y variaciones espaciales en tendencias temporales de los ingresados entre 2002 y 2013 / Multiple sclerosis in continental Portugal: analysis of spatio-temporal clusters and spatial variations in time trends of hospitalised patients between 2002 and 2013

Introducción. La esclerosis múltiple (EM) es una enfermedad desmielinizante y autoinmune con progresión variable y alto riesgo de hospitalización. En algunos estudios, estos ingresos se utilizan como marcadores sustitutivos de la progresión de la enfermedad, pero en Portugal, debido a las asimetrías organizacionales y las opciones de seguridad clínica, esta relación no es lineal. El patrón de ingresos por EM puede proporcionar datos relevantes para el diseño de estrategias de gestión de la enfermedad y asignación de recursos. Objetivo. Caracterizar los ingresos por EM en Portugal continental entre 2002 y 2013 a través de los casos constantes en la base de datos de morbilidad hospitalaria con código de diagnóstico principal CIE-9-MC 340. Pacientes y métodos. Se utilizaron técnicas de mapeo, análisis de clusters espaciotemporales y análisis de variaciones espaciales en tendencias temporales de la tasa de ingresos por EM. Resultados. Entre 2002 y 2013, la tasa de ingreso anual por EM fue de 82,2 por 100.000 ingresos, con una tendencia decreciente anual del 3,73%. Se identificaron siete clusters espaciotemporales con tasas de ingresos por esta patología desde 2,27 a 4,23 superiores a la tasa nacional. Además, se detectaron cuatro áreas con tendencia creciente en la tasa de ingreso en este período temporal (+0,17 a +11,5%): Sintra-Cascais-Amadora, Serra da Estrela, Alentejo-Algarve y Trás-os-Montes. Conclusión. Estos resultados demuestran la asimetría esperada por las diferencias organizativas, factores ambientales, genéticos y opciones de seguridad clínica. Permite la identificación de áreas y tendencias evolutivas de las tasas de ingreso por EM, y posibilita el diseño de intervenciones en salud más enfocadas (AU)

Introduction. Multiple sclerosis (MS) is a demyelinating and autoimmune disease with variable progression and high risk of hospital admission. In some studies these hospitalizations may be used as surrogate markers of disease progression, however in Portugal, due to organizational asymmetries and clinical safety choices this relationship is not linear. The admission patterns for this pathology can provide relevant data to the design of disease’s management strategies and resource allocation. Aim. To characterize hospital admissions for MS in mainland Portugal between 2002 and 2013 through the cases included in the hospital morbidity database with the code ICD-9-CM 340 as primary diagnosis. Patients and methods. In this study mapping techniques, analysis of spatio-temporal clusters and analysis of spatial variations in temporal trends of hospital admission rates for MS were used. Results. Between 2002 and 2013 the rate of annual hospital admission for MS was 82.2/100,000 hospitalizations, with a decreasing trend of 3.73%/year. Seven spatial-temporal clusters were identified with hospital admission rates for this pathology ranging from 2.27 to 4.23 higher than the national rate. In addition, in this time period four areas with increasing trend in hospital admission rate (+ 0.17 to +11.5%) were detected: Sintra-Cascais-Amadora, Serra da Estrela, Alentejo-Algarve and Trás-os-Montes. Conclusion. These data demonstrate the expected asymmetry of organizational differences, environmental, genetic and clinical safety choices. This study allowed the identification of areas and evolutionary trends of hospital admission rates for MS, enabling the design of more focused health interventions (AU)

Monitoramento do plano de ação da Secretaria de Estado da Saúde do Tocantins SES-TO / Monitoring the action plan of the State Department of Health of Tocantins SES-TO

Apresenta o relatório sobre a responsabilidade sanitária dos profissionais da gestão em Saúde bem como o empenho de aperfeiçoar, fortalecer, organizar, modernizar e fazer cumprir os princípios do SUS também no Tocantins. Baseia-se em Governança e Gestão Integrada, e após monitorado alcança avanços registrados, também, como resultados e respostas aos 7 Macroeixos da Ação Civil Pública nº 10058-73.2015.4.01.4300. Apresenta ainda a Revisão da Política remuneratória do Setor Saúde, a Reestruturação do processo de compras e licitações, as ações de Educação Permanente quanto a Capacitação de profissionais, o planejamento de adequações nos hospitais regionais, o regimento Interno da Secretaria da Saúde do Estado do Tocantins, a Estrutura da secretaria, a Programação Anual de Saúde de 2018, portarias, formulários e Relatório de Necessidades de Recursos Financeiros do Tesouro.

It presents the report on the health responsibility of health management professionals, as well as the commitment to perfect, strengthen, organize, modernize and enforce SUS principles also in Tocantins. It is based on Governance and Integrated Management, and after monitored it achieves registered progress, also, as results and responses to the 7 Macro-axes of Public Civil Action nº 10058-73.2015.4.01.4300. It also presents the Review of the Health Sector's remuneration policy, the restructuring of the procurement and bidding process, the Permanent Education actions regarding the training of professionals, the planning of adaptations in regional hospitals, the Internal regulations of the State of Tocantins Health Department , the Secretariat Structure, the 2018 Annual Health Program, ordinances, forms and Treasury Financial Resource Needs Report.

Presenta el informe sobre la responsabilidad sanitaria de los profesionales de la gestión sanitaria, así como el compromiso de perfeccionar, fortalecer, organizar, modernizar y hacer cumplir los principios del SUS también en Tocantins. Se basa en la Gobernanza y la Gestión Integrada, y luego de monitoreado logra avances registrados, también, como resultados y respuestas a los 7 Macroejes de Acción Civil Pública nº 10058-73.2015.4.01.4300. También presenta la Revisión de la política de remuneraciones del Sector Salud, la reestructuración del proceso de adquisiciones y licitaciones, las acciones de Educación Permanente en materia de formación de profesionales, la planificación de adaptaciones en hospitales regionales, el Reglamento Interno del Departamento de Salud del Estado de Tocantins. , la Estructura de la Secretaría, el Programa Anual de Salud 2018, las ordenanzas, los formularios y el Informe de Necesidades de Recursos Financieros del Tesoro.

Il présente le rapport sur la responsabilité sanitaire des professionnels de la gestion de la santé, ainsi que l'engagement à perfectionner, renforcer, organiser, moderniser et appliquer les principes SUS également à Tocantins. Il est basé sur la Gouvernance et la Gestion Intégrée, et après suivi, il réalise des progrès enregistrés, aussi, comme résultats et réponses aux 7 Macro-axes de l'Action Civile Publique nº 10058-73.2015.4.01.4300. Il présente également la Revue de la politique de rémunération du Secteur de la Santé, la restructuration du processus d'achat et d'appel d'offres, les actions d'Education Permanente concernant la formation des professionnels, la planification des adaptations dans les hôpitaux régionaux, le Règlement Intérieur de la Direction de la Santé de l'Etat de Tocantins , la structure du Secrétariat, le programme annuel de santé 2018, les ordonnances, les formulaires et le rapport sur les besoins en ressources financières du Trésor.

Planning for a medical surge incident: Is rehabilitation the missing link?

This mixed methods study explored surge planning for patients who will need rehabilitative care after a mass casualty incident. Planning for a patient surge incident typically considers only prehospital and hospital care. However, in many cases, disaster patients need rehabilitation for which planning is often overlooked. The purpose of this study was to explore this hidden dimension of patient rehabilitation for surge planning and preparedness and ask: 1. To what extent can an analysis of standard patient acuity assessment tools [Simple Triage and Rapid Treatment and Injury Severity Score] be used to project future demand for admission to rehabilitative care? 2. What improvements to medical disaster planning are needed to address patient surge related to rehabilitation? This study found that standard patient benchmarks can be used to project demand for rehabilitation following a mass casualty incident, and argues that a reconceptualization of surge planning to include rehabilitation would improve medical disaster planning.

Supporting hospital renewal through strategic environmental sustainability programs.

Although the impact the environment can have on human health is well understood, the healthcare system's impact on the environment is a topic that's only been explored since the mid-1990s. More recent has been a realization of the risks that climate change poses to health and healthcare. Although there are numerous direct benefits for hospitals adapting environmental sustainability programs, this article examines how the systemic approach taken by the University Health Network's (UHN) Energy & Environment program not only improves the hospital's environmental performance and provides significant cost savings but also supports several areas of focus that are part of UHN's current journey of renewal.

Security, Violent Events, and Anticipated Surge Capabilities of Emergency Departments in Washington State.

INTRODUCTION: Over the past 15 years, violent threats and acts against hospital patients, staff, and providers have increased and escalated. The leading area for violence is the emergency department (ED) given its 24/7 operations, role in patient care, admissions gateway, and center for influxes during acute surge events. This investigation had three objectives: to assess the current security of Washington State EDs; to estimate the prevalence of and response to threats and violence in Washington State EDs; and to appraise the Washington State ED security capability to respond to acute influxes of patients, bystanders, and media during acute surge events. METHODS: A voluntary, blinded, 28-question Web-based survey developed by emergency physicians was electronically delivered to all 87 Washington State ED directors in January 2013. We evaluated responses by descriptive statistical analyses. RESULTS: Analyses occurred after 90% (78/87) of ED directors responded. Annual censuses of the EDs ranged from < 20,000 to 100,000 patients and represented the entire spectrum of practice environments, including critical access hospitals and a regional quaternary referral medical center. Thirty-four of 75 (45%) reported the current level of security was inadequate, based on the general consensus of their ED staff. Nearly two-thirds (63%) of EDs had 24-hour security personnel coverage, while 28% reported no assigned security personnel. Security personnel training was provided by 45% of hospitals or healthcare systems. Sixty-nine of 78 (88%) respondents witnessed or heard about violent threats or acts occurring in their ED. Of these, 93% were directed towards nursing staff, 90% towards physicians, 74% towards security personnel, and 51% towards administrative personnel. Nearly half (48%) noted incidents directed towards another patient, and 50% towards a patient's family or friend. These events were variably reported to the hospital administration. After an acute surge event, 35% believed the initial additional security response would not be adequate, with 26% reporting no additional security would be available within 15 minutes. CONCLUSION: Our study reveals the variability of ED security staffing and a heterogeneity of capabilities throughout Washington State. These deficiencies and vulnerabilities highlight the need for other EDs and regional emergency preparedness planners to conduct their own readiness assessments.