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Eliminating Central Line Infections and Spreading Success at High-Performing Hospitals

December 2, 2011

Synthesizes lessons in preventing central line-associated bloodstream infections, including the importance of evidence-based protocols, dedicated teams to oversee central line insertions, participation in collaboratives, and monitoring of infection rates.

Achieving Efficiency: Lessons From Four Top-Performing Hospitals

July 29, 2011

Synthesizes lessons from case studies of how four hospitals achieved greater efficiency, including pursuing quality and access, customizing technology, emphasizing communications, standardizing processes, and integrating care, systems, and providers.

Providence St. Vincent Medical Center: Improving Efficiency by Standardizing Care and Ensuring Access

July 29, 2011

Describes best practices in improving patient care quality and accessibility by shortening admissions-to-discharge time, simplifying surgical orders, and using staff councils to address safety concerns. Outlines implications for approaches to efficiency.

Park Nicollet Methodist Hospital: Aligning Goals to Achieve Efficiency

July 28, 2011

Describes strategies to integrate with outpatient clinics and post-discharge treatment programs to minimize hospitalizations, distribute performance data organization-wide, delegate staff, and meet quality and safety standards while controlling costs.

Reducing Hospital Readmissions: Lessons From Top-Performing Hospitals

April 6, 2011

Synthesizes findings from four previous case studies of hospital strategies that help reduce patient readmission rates, including the use of health information technology, early care transition planning, and targeting high-risk patients for follow-up.

Intermountain Healthcare's McKay-Dee Hospital Center: Driving Down Readmissions by Caring for Patients the "Right Way"

February 16, 2011

Outlines the hospital's strategies for low readmission rates for heart failure and pneumonia, including standardization of care, interdisciplinary care coordination and discharge planning, and integration with community providers, and lessons learned.

Memorial Hermann Memorial City Medical Center: Excellence in Heart Attack Care Reduces Readmissions

February 16, 2011

Highlights the factors and strategies behind low readmission rates for heart attack and pneumonia patients, including a focus on quality, concurrent review, extensive training, discharge planning, patient education, and use of risk assessment software.

Carolinas Medical Center: Demonstrating High Quality in the Public Sector

July 7, 2010

Outlines safety and quality improvement strategies including electronic medical records, multidisciplinary teams accountable to leadership, reporting of performance indicators; and redesigned care processes. Discusses physician buy-in and nurses' roles.

Memorial Healthcare System: A Public System Focusing on Patient- and Family-Centered Care

July 7, 2010

Outlines a successful multifaceted strategy that includes personalizing healthcare quality, monitoring and reporting of performance data, careful design of care processes, and the system's vertical and horizontal integration. Lists lessons learned.

Dedicated Surgical Care Improvement Team Guides Changes at Reid Hospital and Health Care Services

November 10, 2009

Presents a case study of strategies and factors that improved surgical measures, including a multidisciplinary team supported by strong leadership, a clinical information system aligning orders with standards, and performance data analysis and feedback.

Medicaid and CHIP Strategies for Improving Child Health

August 10, 2009

Explains state programs' need for child health measures that focus on outcomes; are standardized across programs, agencies, and states; and reward performance through provider reimbursement. Points out opportunities for foundation and government support.

Parkwest Medical Center: Focusing on Patient and Staff Satisfaction

May 26, 2009

Outlines the strategies and factors behind high patient satisfaction, including a culture of teamwork and care coordination, based on a module that aligns performance standards for administrators, managers, and staff, reinforced with merit increases.