A quality report released recently by Inova Loudoun Hospital shows the medical institution for the first half of 2012 met national health care benchmarks in the majority of core measures.
The report, part of the hospital’s new “Compact with the Community,” a voluntary effort to keep residents informed on quality results, covers four indicators, including: national “core measures” of hospital quality, rates of infection and other hospital acquired conditions, unplanned hospital readmissions and patient satisfaction.
“We’re one of the best performers in this idea of perfect care … Overall we are generally either one or two in almost every measure that we can level,” said Patrick Walters, CEO of Inova Loudoun Hospital.
Core measures include how patients were treated for acute myocardial infarction, heart failure and pneumonia. It also measures surgical care improvement, treatment for children with asthma and surgical care for asthmatic children.
In this area the reports shows all patients were given medication for the treatment and prevention of heart disease when they were discharged. Ninety-four percent of patients received percutaneous coronary intervention within 90 minutes of arriving at the hospital to remove artery blockages that cause heart attacks. The national benchmark is 100 percent. Eighty-nine percent of patients in 2011 received this treatment.
Ninety-nine percent of heart failure patients treated at Inova Loudoun during the first half of 2012 received “perfect care,” according to the report.
“We are amazingly blessed here to have exceptional physicians in this community … and a good blend of ages. I think we’ve got terrific nurses in this hospital. A lot of them live in the community … I think our emergency physicians, without any question are just the very best,” Walters said.
The biggest area for enhancement was in the area of surgical care improvement for asthmatic improvement.
Eighty percent of patients were given a home management plan of care document while hospitalized, an 8 percent increase from 2011. There are no national benchmarks for this category.
“The great thing about having a scorecard is we’re focused on it and we have a fall out, we look carefully at what are the systems and processes that we need to put in place to make sure we do it the right way,” Walters said.
The hospital also has room for improvement in its readmission rate for patients suffering from acute myocardial infection, according to the report.
The 30-day readmission was below the Centers for Medicare and Medicaid Services (CMS) benchmark for five out of six months. An usually high readmission rate in March put the hospital’s year-to-date average at 22.22 percent compared to the 14.37 percent benchmark. However, in May and June, the hospital had no readmissions.
Readmission rates for patients with chronic obstructive pulmonary disorder were also higher in April and June compared to the national benchmarks.
Patients with pneumonia who were readmitted to the hospital were well below the CMS benchmark in May and June, at 4 and 2 percent, respectively.
The hospital was also successful in reducing hospital acquired conditions in the first half of 2012. Ten patients in 2010 were treated for these conditions, which include catheter associated urinary track infections, certain blood stream infections and injuries from falls. By the first half of 2012, only two patients had suffered from these conditions.
Patient satisfaction data in the report showed Inova Loudoun scored well with patients in discharge instructions with 84.48 percent giving a favorable rating. The lowest score in this date in the category of medication communication. Fifty-seven percent of patients gave a satisfactory score when surveyed on whether staff explained what each medication was for and if they described possible side effects.
In addition to the benchmarks, Inova Hospital officials, led by Dr. Martha Calihan, chair of its Board of Directors, put together a Patient Experience Committee as part of the Compact with the Community initiative. The committee, comprised of Calihan, Walters, the chief nursing and medical officers and patient advocate, worked to have open discussions with patients about their experiences.
At least 100 calls were made to reach “a handful” of patients interested and available to meet with the committee over dinner.
During these meetings, committee members get positive and negative feedback from patients and worked together to figure out ways to address problems.
“It’s a great hospital and I think patients get excellent care here. I like having the ability to show that by the numbers and also have the ability to have the softer side, the satisfaction and the experience. I mean we have a great story to tell,” Calihan said.
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