Effective implementation and quality development in hospitals by strategies, standards and staff education Health Promoting Hospitals Conference Moscow May 2004 Lone de Neergaard, Director of Health Services Copenhagen Hospital Corporation

About Denmark Population 5 mill. Size square kilometres Max. distance north-south/east-west 450 kilometres

Danish Health Care – Main Characteristics Health care is a public task The private sector is very small 83% is financed through taxes Hospital care and visits to general practioners and practising specialists are free of charge The responsibility is decentralised Total public and private expenditure is 8,1% of GNP

H:S 2004 H:S was established Jan 1st 1995 as a network of 7 hospitals. Consists in 2004 of: H:S Head Office 6 hospitals H:S Pharmacy Several functions across the hospitals No. of beds (400 – 1.200) No. of full time positions Total budget 1.4 billion EURO

Metropolitan area before H:S 11 hospitals for 1,2 mill. in 100 square km. Owned by 4 political authorities Duplication of facilities and specialties Difficult to deliver good quality health care and good economy.

Hospital Plan H:S 2000 Principles Adapt structure to the needs of the citizens Common problems to be treated locally Highly specialized functions to be gathered Focus on geriatrics, rehabilitation and stroke The number of surgical units to be reduced Establishment of an elective surgical centre Psychiatry (beds and community centers) to be expanded

H:S Plan 2000 – Major Changes 25 departments merged and moved between hospitals Most departments moved within hospitals 150 building projects 1 hospital with 435 beds closed Somatic beds reduced from to Personnel reduced by approx

Implementation According to plan with very few exceptions Almost according to time schedule Number of beds reduced more than planned More cost reductions than planned Waiting times reduced generally not increased Benefit: bigger units better coordination and cooperation development

Why did H:S succeed Good visions, good plan (broad accept) Political will Administrativ ability and freedom Good cooperation Head Office and Hospital Boards Stability

H:S and Accreditation - Why July 1999 – what next? H:S 2000 fully implemented - Need for a new vision/goal/plan with focus on soft values Vision: to improve quality of every patient’s path from primary sector through hospital to primary sector Can accreditation provide the systematic, coherent approach to include all possible initiatives? February 2000 H:S Political Body: accreditation and evaluation of specialty specific quality by indicators

H:S and Accreditation - Process March 2000: Decision on accreditation Nov 2001: Mock survey Jan 2002: Accreditation survey Jan 2004: Mock survey Jan 2005: Accreditation survey

H:S Quality Management Accreditation Patient Safety Evaluation of specialty specific quality Goals for H:S Measured by data from Patient administrative systems, Medical records’ review, Selfassesment, Indicators, Internal mini surveys, Databases, Patients’ evaluation ….

H:S Quality Organization H:S Quality Committee: consists of H:S Board and six Hospital Boards (Advisory) Standing Committees: Blood, Infection control, Medication, Nutrition, 28 Specialty Advisory Committees H:S Units for Clinical Quality Patient Safety

H:S Accreditation - Tools Strengthen leadership involvement Translate standards and develop policies, guidelines, procedures and plans Develop indicators and follow up Education – quality improvement and standards IT support: document handling, selfassesment, e- learning Implementation

Process of Preparation Implementation Documentation CHC Hospital Departments November November February Guidelines Policies

Challenges From top-down start to common ownership Ownership to standards and processes All-H:S or hospital specific guidelines Training of in principle all staff Document handling The magnitude of implementation Change of culture: continuous quality improvement, standards, data, documentation

Specialty Specific Quality - Evaluation H:S Unit for Clinical Quality coordinates 28 Specialty Advisory Committees in developing: Clinical indicators –Focusing on process and outcome –Selected patient groups: high volume, problem prone, effective intervention –Cooperation with JCI Clinical Audit, cooperation with Sweden 2004: 18 diseases, 15 specialties, 70 departements

H:S Clinical Indicator Report - own unit over time: stability of processes

H:S Clinical Indicator Report - own unit compared to others (level)

Patient Safety and Sentinel Events - A Hospital with a Memory Aim: Increased safety by change of culture H:S Unit for Patient Safety established 2001 Elements: Education Confidential reporting and analysing events Learning and changing procedures, equipment, packaging… Surveillance Change of culture Risk-management functions at hospitals

Patient Satisfaction Surveys National level: Survey every 2nd year, hospital level, somatic and psychiatry H:S level: Standardized questions across all departments yearly Department specific questions as needed

Achievements - general Change of culture – focus on Quality and performance improvement Leadership Indicators and data Documentation More uniform level of services More cooperation across hospitals, departments, specialties and staff groups

Achievements - specific Documentation Hygiene Medication Nutrition Patient information and guidance, informed consent Safety Staff qualifications and yearly appraisals

H:S continues Accreditation The overall opinion is that accreditation is a most valuable and effective tool A formal evaluation will identify possibilities of improving the process H:S Political Board decides March 2002 to continue accreditation with JCIA

H:S Internal Surveyor Education 21 H:S Quality Coordinators had a 2 weeks educational programme conducted by JCI May 2003 in H:S. The benefits are: Able to do internal consultations and “mini mock surveys” Able to prepare leaders and staff more profoundly and precisely H:S has better basis for taking part in the development of accreditation on the national and international level

Copenhagen Fire Brigade Accredited Copenhagen Fire Brigade, CFB, deliver ambulance services to H:S. As a consequence of the H:S accreditation CFB decided on an accreditation process with JCIA. JCIA developed International Standards on Medical Transportation Organizations CFB was accredited March 2003.

National Legislation on Patient Safety 2003 Parliament passed legislation on Patient safety in Hospitals and Primary Sector - unanimously National Board of Health to establish reporting system on sentinel events by Jan 2004 County Councils and H:S to analyse data and report to the above Reporting to be anonymous (patient and staff)

Nationwide Accreditation 2006 Central and local health care authorities decided 2002 to develop an accreditation model in cooperation with an international organization, incorporating specific Danish demands To cover all DK in 2006

H:S IT Strategy IT a major issue IT Strategy for H:S decided 2001 and confirmed December 2003 Total Investment is 0.6 billion EU ”The Clinical Workplace” or ”The Electronic Patient Record” by 2006 A Medicine Module is being tested now