Prompted by a unique, post-affiliation data environment, Adirondack Health Institute (AHI) and the Adirondacks Accountable Care Organization (ACO) set a vision to build a cohesive health data system across the two organizations. Challenges included disparate data sources and systems across...
This session aims to describe how we implemented a coordinated improvement structure to facilitate sustained improvement work. We will use improvement in patient experience scores to illustrate how this model functions. The component pieces include a huddle framework with feedback...
Regulatory oversight by CMS, OSHA, and other agencies continues to accelerate. Patients and families are more astute about reporting and using language to suggest immediate jeopardy. Organizations must be continuously ready for unannounced surveys using a multi-faceted approach to achieve...
The McNemar Test determined that there was a statistically significant difference between the readmission rates of patients not enrolled in the TOC program and those that were enrolled. The readmission rate for those not enrolled was 26% and for those...
The four sessions from 2017-2022 resulted in 750K improved Veteran Experiences, >7 million in improved Employee Experiences and over 122 million in net cost benefits. The Improvement Advisor Academy’s success lends to re-instating the full academy. The Improvement Advisor Academy...
Quality leaders must make data-informed decisions on what quality improvement projects will be prioritized, many times these leaders are also tasked with selecting which individuals will participate in continuous improvement education and training. This session will include detailed methods for...
Our hospital developed a multidisciplinary team of nurses, social workers, advanced practice providers, and physician navigators to assist patients after they are discharged home from the acute-care setting. This team uses an interdisciplinary approach, connecting with stakeholders across the patient’s...
The implication of the Lean Kanban Pull Methodology for Improving the attendance of diabetic clinic appointments, improving the quality of visits, reducing the overall waste of appointments, and further reducing the overwhelming of the appointment system, gives priority to those...
We will look at the use of the classic LEAN A3 in a 2-year, multi-level, multi-organizational improvement situation. We will use an actual project that worked on decreasing patient harm in the nurse-sensitive indicators of CAUTI, CLABSI, CDIFF, FALLS, and...
We found a decrease in ICU LOS in the early mobility group; 3.09 vs 2.42 days (p=0.015). There was also a trended decrease in hospital LOS with the early mobilization intervention; 5.97 vs 5.29 (p=0.1886). This quality improvement study focused...