ppt课件-all wales stroke services improvement collaborative（所有威尔士中风服务改进协作）.pptVIP

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2017-01-25 发布于四川
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ppt课件-all wales stroke services improvement collaborative（所有威尔士中风服务改进协作）.ppt

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All Wales Stroke Services Improvement Collaborative The Model for Improvement Types of measure The care bundles First hours bundle (Rapid recognition) First day bundle (Emergency treatment) First 3 day bundle (Early mobilisation) First 7 day bundle (Specialist care) % patients who receive stat aspirin % patients who have diagnosis screen with ROSIER % patients who have diagnosis confirmed by clinician % patients who have CT scan within 24 hours of admission % patients who have swallow assessment within 24 hours of admission % eligible patients who start regular aspirin within 24 hours of admission % patients admitted directly to stroke ward % patients who have a manual handling assessment in first 72 hours % patients with physiological signs monitored for first 72 hours % patients who have their nutritional screening reported in first 72 hours % patients who have their physiotherapy assessment in first 72 hours % patients who were sat out of bed or mobilised in first 72 hours % patients who have an OT assessment in first 7 days % patients who have goals set and agreed in first 7 days % patients who receive care information in appropriate format in first 7 days % patients who are notified of an estimated date of discharge within 7 days Measurement is a process Collect – the right data in a sustainable way Analyse – the right measures presented in a helpful way Review – whether your changes are having the desired effect Collect The process of measurement at Luton Dunstable Hospital Why we wanted to do this Measurement is vital Regular and consistent measurement is a vital part of service improvement It is used to demonstrate that progress is being made or sustained It can tie process changes to improvements in performance across the pathway But its an add-on Despite these obvious advantages, measurement for improvement is often tacked on to existing workloads of staff who do not necessarily have the relevant information skills with the result that it is t