Knowledge management to support performance-based medicine

OBJECTIVES

To discuss research issues for medical informatics in order to support the further development of health information systems, exploiting knowledge management and information and communication technology to increase the performance of Health Care Organizations (HCOs).

METHODS

Analyze the potential of exploiting knowledge management technology in medicine.

RESULTS AND CONCLUSIONS

The increasing pressure on HCOs to ensure efficiency and cost-effectiveness, balance the quality of care, and contain costs will drive them towards more effective management of medical knowledge derived from biomedical research. Knowledge management technology may provide effective methods and tools in speeding up the diffusion of innovative medical procedures. Reviews of the effectiveness of various methods of best practice dissemination show that the greatest impact is achieved when such knowledge is made accessible through the health information system at the moment it is required by care providers at their work sites. There is a need to take a more clinical process view of health care delivery and to identify the appropriate organizational and information infrastructures to support medical work. Thus, the great challenge for medical informatics is represented by the effective exploitation of the astonishing capabilities of new technologies to assure the conditions of knowledge management and organizational learning within HCOs.

A macro perspective of non-clinical student internship programs

Internships are advantageous to both health care organizations and students. Intern employers benefit in many ways such as completing meaningful backlogged projects, savings on benefits, using internships as a recruiting tool, and becoming a partner in the educational process. There are drawbacks to internships such as increased managerial time to supervise interns and monitor projects, contingent workforce issues with which to deal, and assignment of routine tasks only. Indicators for administration of meaningful internship programs as well as evaluation concerns are discussed. This article addresses college and university internships excluding applied health care clinical rotations.

Bioterrorism preparedness: a survey of Nebraska health care institutions

In March 2001, a 6-question survey was mailed to all hospitals and long-term care facilities in Nebraska to assess preparedness for bioterrorism. Only half of the respondents at that time believed that bioterrorism was something their community was likely to experience. We found that most facilities (98%) believed that they were unprepared for a bioterrorism event, and many did not know whom to contact in the event of such an emergency. We concluded from the results of the survey that the greatest needs to facilitate preparation were policies and procedures, identification of contacts, medications, protective equipment, laboratory support, and communication.

Structure and performance of infectious disease surveillance and response, United Republic of Tanzania, 1998

OBJECTIVE

To assess the structure and performance of and support for five infectious disease surveillance systems in the United Republic of Tanzania: Health Management Information System (HMIS); Infectious Disease Week Ending; Tuberculosis/Leprosy; Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome; and Acute Flaccid Paralysis/Poliomyelitis.

METHODS

The systems were assessed by analysing the core activities of surveillance and response and support functions (provision of training, supervision, and resources). Data were collected using questionnaires that involved both interviews and observations at regional, district, and health facility levels in three of the 20 regions in the United Republic of Tanzania.

FINDINGS

An HMIS was found at 26 of 32 health facilities (81%) surveyed and at all 14 regional and district medical offices. The four other surveillance systems were found at <20% of health facilities and <75% of medical offices. Standardized case definitions were used for only 3 of 21 infectious diseases. Nineteen (73%) health facilities with HMIS had adequate supplies of forms; 9 (35%) reported on time; and 11 (42%) received supervision or feedback. Four (29%) medical offices with HMIS had population denominators to use for data analyses; 12 (86%) were involved in outbreak investigations; and 11 (79%) had conducted community prevention activities.

CONCLUSION

While HMIS could serve as the backbone for IDSR in the United Republic of Tanzania, this will require supervision, standardized case definitions, and improvements in the quality of reporting, analysis, and feedback.

Implementation of an Italian multicentric care network for early HIV infection diagnosis: 1999-2001 report

BACKGROUND

Diagnosis of a new HIV infection during the primary phase (PHI) is sometimes misleading in a primary care setting. Since 1999 the Italian network for the study of acute HIV infection (ISAI) has been operative. At the time of PHI diagnosis the case is reported to the coordinating centre and enrolled in the National Register which records all epidemiological, demographic and clinical information.

PATIENTS AND METHODS

From 1999 to September 2001, 51 symptomatic or asymptomatic patients with diagnosis of primary HIV infection were signalled to the coordinating centre. At screening, assessments were: interview to collect demographic and epidemiological data, clinical history (regarding PHI signs and symptoms) and, if available, relevant index case information; physical examination; routine hematology and chemistry; lymphocyte count; plasma HIV-RNA. In a subset of patients PBMC HIV-DNA, HIV-RNA, resistance genotyping and HIV subtype characterization were assessed.

RESULTS

74.5% of patients were males and all but four were Italian. Hetero and homosexual contacts were the prevalent route of HIV transmission. Forty-five patients (89%) were symptomatic and the most frequent signs and symptoms were: fever, lymphadenopathy, malaise and pharyngodinia. Baseline reverse-transcriptase (RT) and protease (PR) genotyping analysis was available for 29 patients. Only one of 29 patients harbored a virus with a resistance-associated mutation in the RT region (215Y); NNRTI mutations were identified in 3 of 29 patients. In the remaining 20 (69%) patients no mutations were found in the RT region. Sequence data from PR region were successfully obtained in 21 patients. Only one of these had a high-level resistance mutation (46L); in an additional 10 cases 1 or more secondary mutations were identified. The remaining 10 patients harbored a PR region wild type virus. One patient presenting two secondary mutations in the PR region, even if highly adherent and tolerant to drug regimen, showed a slow viral load decrease.

CONCLUSIONS

Our cohort confirms the uptrend of new infections through unsafe sexual contacts involving both homosexual and heterosexual couples. Genotype sequencing for antiretroviral resistant viral variants describes a low prevalence of RT resistance-associated mutations, as well as primary mutations in the PR region. On the contrary, a higher prevalence of PR gene polymorphisms and mutations is not known with any certainty to confer resistance to NRTI and NNRTI. The identification of antiretroviral drug resistant HIV strains is strategic for clinical and therapeutical intervention, even though from a public health point of view cost-efficacy must be considered.

The impact of assessing the prevalence of pressure ulcers on the willingness of health care institutions to plan and implement activities to reduce the prevalence

BACKGROUND

In 1998, 89 health care institutions (hospitals, nursing homes, residential homes, and community care institutions) participated in the first Dutch National Pressure Ulcer Prevalence Study.

AIM

Based on the innovation-decision process for individuals (Rogers 1995), the effect of their participation was investigated at different levels in the institutions [prevalence assessment coordinator, director, ward management (enrolled) nurses, and the pressure ulcer committee].

METHOD

A mail questionnaire was developed and filled out by 54 coordinators of the participating health care institutions.

RESULTS

Results showed that according to the coordinators most levels of the institutions were familiar with the results of the prevalence assessment, understood them, and were persuaded that their prevalence rate had to be changed. As a result, almost all of the coordinators of the institutions were planning activities to change pressure ulcer management, while half of the coordinators had already implemented some actions. The main activities planned or implemented were developing or updating the prevention and treatment protocol and educating the (enrolled) nurses. Some institutions were planning or had already implemented the appointment of a nurse specialist or a nurse paying special attention to pressure ulcers. Results showed that the different levels of the institutions took initiatives on different categories of activities.

CONCLUSION

It is concluded that participating in the first national prevalence study was a positive experience for the institutions, because agenda-setting took place and most started to plan or implement activities to improve the prevention and treatment of pressure ulcers.

A critical analysis of Australian clinical ethics committees and the functions they serve

The predominant function of Australian clinical ethics committees (CECs) is policy formation. Some committees have an educational role. Few committees play any direct role in advising on ethics in the management of individual patients and this occurs only in exceptional circumstances. There is a tendency to exaggerate both the number and function of committees. It is suggested that studies of ethics committees, based on questionnaire surveys, should be interpreted cautiously. An examination of ethical issues indicates that there is a role for a critical analysis of power relations in Australian hospitals that is not fulfilled by CECs.

Indicators of organizational readiness for clinical information technology/systems innovation: a Delphi study

The study presented in this article represents the second phase in a multi-phased research program focused on health care organization readiness for clinical information technology/system (IT/S) innovation. The overall purposes of this exploratory study were to: (1) validate the seven IT/S innovation readiness sub-dimensions of a heuristic organizational information technology/systems innovation model (OITIM) developed in phase one of the research program, and (2) identify indicators to assess the validated sub-dimensions. The study was conducted with an expert panel using a two-round modified Delphi technique. In Round #1, panelists supported retention of the OITIMs' seven theoretical IT/S innovation readiness sub-dimensions with an interrater agreement level range of 82-100%. Their sub-dimension importance ratings ranged from 3.27 to 3.72 (1=not important to 4=critically important) with the resources sub-dimension receiving the highest rating of 3.72. Panelists recommended that two sub-dimensions, 'Staffing and Skills' and 'Operations', be renamed to 'End-Users' and 'Management Structures', respectively, and that one sub-dimension, 'Administrative Support' be added. In Round #2, panelists identified a total of 316 indicators to assess the eight sub-dimensions. A two-step thematic analysis process was done with these indicators to reduce duplication and overlap. In Step 1, the investigator created ten preliminary theme categories per sub-dimension. In Step 2, a coding team categorized 279 (88%) of the 316 indicators into preliminary sub-dimension themes to create an organizational IT/S innovation readiness assessment taxonomy. This preliminary taxonomy was used to develop an organizational information technology/systems innovation readiness scale that is currently being pilot tested in phase three of the research program.

Successful database benchmarking: what do we need?

As the technology of on-line healthcare information advances, hospitals and data vendors are faced with a variety of challenges. What are the accepted standard fields? What kind of DSS system should we use? Which system will give us the information we need? Does the server have enough space to handle increased business? Healthcare organizations are now looking at comparative information through the Internet instead of buying data and loading it onto their own servers. They are asking: Are servers necessary now? Is the software user-friendly? How current and accurate is the information being offered? How secure is the Web site it is on? Data vendors are asking: Is our server large enough to handle the volume of data we now have and as the company grows? How do we make sure the data are accurate? How do we keep the data secure? This article educates and informs healthcare facilities about the factors that should be considered when comparing their own data with those of other hospitals in an on-line benchmarking database warehouse.

Challenges faced by e-healthcare comparative data warehouses

More and more healthcare facilities are equipping themselves with DSS systems and looking at their own data in a benchmarking manner. Some are considering accessing data from other healthcare facilities to decrease costs while improving quality of care. Many vendors claim to have that information. Some redistribute publicly available data; others actively seek information from a multitude of facilities. Those vendors are faced with many challenges as they try to provide information that is meaningful and usable for their clients. This article explores some of these challenges, particularly the data and technical challenges. It addresses the issues of standardizing data, as well as the technology to manage and secure that information, and provides examples that illustrate solutions that some vendors have implemented.

Looking for Dr. Jekyll but hiring Mr. Hyde

As healthcare facilities are expected to provide a safe environment for employees and the public, proactive steps must be taken to screen, supervise, and train employees. This article discusses human resource management procedures to avoid liability for negligent hiring, supervision, retention, and training.

A healthy hiring approach

The author describes his healthcare system's experience in dealing with a state law requiring healthcare organizations to conduct background checks on potential employees. Security, he says, must play a role in implementing these requirements.

Healthcare e-commerce: connecting with patients

Electronically connecting with patients is a challenging frontier at which technical hurdles are probably exceeded by political, legal, and other barriers. The rise of consumerism, however, compels a response focused more on revenue and strategic advantage than on pure cost savings. Among the difficulties faced by providers is choosing among various models of connectivity and component function. Emerging models include "free-floating" personal medical records largely independent of the office-based physician, systems with compatible and intertwined physician and consumer relationships using an application services provider office practice system, and systems that connect patients and providers through e-mail, office triage, prescription refills, scheduling, and so on. This article discusses these and other combinations of technology that significantly overcome the barriers involved and that may be woven together to provide solutions uniquely suited to various competitive situations.

Modelling the "ideal" self care--limited care dialysis center

Limited care dialysis is an interesting option, which has gained attention in several settings because of the aging of the uremic cohort. The aim of this study was to assess its potential in the Piedmont region in northern Italy, evaluating patients' and care-givers' preferences and testing them in a mathematical model of organisation. The study was conducted in the satellite unit of a university hospital (200-210 dialysis patients), following 35 patients (15 at home, 20 in the center, 10 on daily dialysis). Opinions were collected with a questionnaire and features identified were empirically tested through a simulation model. Most patients (34/35) preferred a small unit, with a stable caring team. Further options were flexibility of dialysis schedule, multiple treatment options, integrated center/home care. These needs could be met by a flexible organization including conventional dialysis (3/week) and daily dialysis (6/week). We employed a simulation model (ARENA software) to calculate the nurses required for each shift and the opening hours and best schedule for the unit. Addition of daily dialysis (2-3 hours) to two conventional 4-5 hour sessions to increased the number of patients followed or "spared" beds, ensuring flexibility. According to patients' best choice (7 dialysis stations), and to the recorded calls, the needs are for two nurses per shift, two shifts per day and six nurses for up to 30 patients in limited care. In conclusion, small centers with flexible schedules can tailor dialysis to patients' needs. A managerial approach is valuable for testing cost/benefit ratios in specific contexts.

A qualitative study of the organizational consequences of telemedicine

The organizational consequences of telemedicine have frequently been mentioned in the telemedicine community, but there are few empirical studies. A study was therefore carried out of what happens in organizations when telemedicine is implemented. Qualitative interviews were undertaken with 30 persons working in teledermatology, telepsychiatry, a telepathology frozen-section service and tele-otolaryngology. Almost all respondents reported numerous organizational changes, some important. Changes in work processes were the most common. Examples of the organizational consequences of telemedicine were organizational restructuring, new organizational units, changed mechanisms for internal coordination, different flows of patients through the health-care system, improved coordination of care, new job descriptions, relocation of the place of work, employment of personnel living far away from the workplace, effects on employees not directly involved in telemedicine, sharing of experiences, minor staffing changes, clinical teamwork independent of co-location, administrative meetings arranged by telemedicine, merger of organizations independent of location, less travel by staff (and patients), a possible beneficial effect on the quality of care, and limited opposition to the adoption of the technology. Telemedicine may be important in the future organization of the disciplines studied and in health-care generally. The infrastructure of electronic networks may play an important role for organizations as the volume of telemedicine activity increases and economies of scale are realized.