American journal of medical quality : the official journal of the American College of Medical Quality
-
Because trauma admission and hospitalization patterns have profound effects on the organization and utilization of urban trauma-care systems, the objective of this study was to identify and analyze these patterns. As an example, admissions to an urban Level I trauma center were reviewed. Retrospective review of all 2029 trauma admissions to a Level I trauma center was conducted from 1993 to 1996. ⋯ The following patterns were identified: admissions per year decreased (-21%) because of reduced penetrating trauma (-43%, P < .01); pediatric patients (< 15 years) had similar incidence of penetrating trauma as adults (ages 15-45). Length of stay for all mechanisms of injury was not statistically different; most mortalities occurred within the first day (33%, P < .01) or after 6 days (36%, P < .01); early mortality was mainly due to penetrating injury (74%, P < .01), whereas late mortality was related to blunt trauma (92%, P < .01). The conclusion was that admission and demographic patterns were identified, which may be useful in the utilization, modification, and future design of trauma systems.
-
Comparative Study
Initial management of trauma by a trauma team: effect on timeliness of care in a teaching hospital.
The objective of this study was to determine if timeliness of care would improve after implementation of the team approach in trauma management in a single teaching hospital. To make this determination, we used a before-and-after retrospective cohort series for a 550-bed teaching and tertiary referral hospital that was not a level 1 trauma center. We included all patients who presented to the Emergency Department and who were admitted to St. ⋯ We also determined the Revised Trauma Score, the Injury Severity Score (1985 version), the crude mortality ratio, and the Z statistic (population outcome comparison). After implementation of the trauma team, median elapsed time from initial nursing assessment in the Emergency Department to arrival in the operating Room for blunt trauma patients decreased from 11.33 to 4.82 hours (P = .05), but there were no significant differences in any other measures of timeliness, crude mortality, or adjusted mortality. We conclude that implementation of a trauma team in a teaching hospital is associated with a minimal effect on timeliness of care for admitted trauma patients.
-
The effectiveness of risk adjustment in improving mortality as a performance measure for hospitals remains uncertain. New techniques of risk adjustment should be empirically tested, and health care professionals, using the data derived from such measures, should be queried before final acceptance of these technologies of measurement is warranted. The Risk Adjusted Clinical Outcomes Methodology-Quality Measures (RACOM-QM), a relatively new risk-adjustment methodology developed by the QuadraMed Corporation, was used by Maryland hospitals for risk adjustment for the first time in 1997. ⋯ This study provides overall support for the usefulness of risk adjustment and, specifically, the RACOM-QM, in increasing the interpretation of inpatient mortality rates in Maryland's acute care hospitals. This study also suggests that use of the RACOM-QM improved comparative analysis of inpatient mortality rates among Maryland hospitals. Finally, the results of the case study analysis suggest that improved internal review of mortality rates and increased clinician acceptance of these rates as indicators of performance were enhanced by the use of a risk adjustment methodology.
-
The objective of this study was to determine what physicians perceive to be necessary for high-quality discharge summaries. One-on-one surveys of 100 hospital-based physicians-in-training and community family physicians were conducted. Participants indicated the amount that 56 items contributed to discharge summary quality on a 15-category ordinal scale. ⋯ Summary content that increased quality most included admission diagnosis (mean 8.2; 95% confidence interval [7.7, 8.6]), pertinent physical examination findings (6.6 [6.0, 7.2]) and laboratory results (6.8 [6.3, 7.4]), procedures (7.1 [6.7, 7.6]) and complications in hospital (7.1 [6.6, 7.5]), discharge diagnosis (8.8 [8.4, 9.1]), discharge medications (7.9 [7.4, 8.4]), active medical problems at discharge (7.8 [7.4, 8.2]), and follow up (6.6 [6.0, 7.1]). With minor exceptions, hospital and family physicians agreed on contributors to summary quality. For this sample of physicians, summaries were of high quality when they were short, delivered quickly, and contained pertinent data that concentrated upon discharge information.
-
We describe 1 health plan's annual, incentive-based, provider group quality report card (Scorecard) and identify trends in Scorecard performance among 142 California provider groups. We explore variation in Scorecard performance by provider group characteristics. Scorecard evaluates provider groups on standardized measures of performance including preventive screening, patient satisfaction, and quality management operations and infrastructure. ⋯ Member education was marginally associated with performance. Group size, member income, and gender distributions were not independently associated with Scorecard performance. Results of this study suggest that (among Blue Cross of California's contracted provider groups) older, more established groups; groups located in northern California; IPAs; and groups with a patient demographic mix characterized by higher than network average mean age and a lower than network average proportion of members with a college education or greater were more likely to perform well on Scorecard.