Category Archives: JCI

Remaining 3 posts on medical record documentation

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I have based my previous posts on medical record documentation on the Joint Commission International (JCI) Standards found in the Joint Commission International Accreditation Standards For Hospitals, 4th Edition and The Joint Commission International Accreditation Hospital Survey Process Guide, 3rd Edition.

To round-up writing about all matters related to medical record documentation based on JCI’s Standards, I have recently discovered in the course of my study of the above mentioned manual/guide, that I need to write about three assessment activities to include under medical record documentation, before I can categorically state I have completed all of the required contents of a medical record to fully satisfy all JCI’s Standards related to medical record documentation and the process of a closed Medical Records Review.

To this effect, the remaining 3 posts on medical record documentation will cover :

  1. the information gathered at the initial medical and/or nursing assessment when patients are screened for nutritional status and functional needs and are referred for further assessment and treatment when necessary, including a fall-risk assessment;
  2. the need for discharge planning at the initial assessment for those patients for whom discharge planning is critical due to age, lack of mobility, continuing medical and nursing needs, or assistance with activities of daily living, among others; and
  3. reassessment conducted by a doctor in the ongoing patient care and when results are noted in the patient’s medical record for the information and use of all those caring for the patient.

For Health Information Management (HIM) / Medical Records (MR) practitioners working at a hospital which is already JCI accredited or seeking JCI accreditation status or undergoing re-survey for JCI accreditation status, you will need to take note that all of the 3 assessment activities listed above are included in the closed Medical Records Review.Tool. 

References:
Joint Commission International 2010, Joint Commission International Accreditation Standards For Hospitals, 4th edn, JCI, USA

Joint Commission International 2010, The Joint Commission International Accreditation Hospital Survey Process Guide, 3rd edn, JCI, USA

Making comparisons via data analysis for improvement efforts

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The hospital you work at will have many data-driven processes in place to assess ways to improve patient care. Data is collected and analysed, data analysed is usually used to evaluate its current performance and also to be able to compare your hospital’s performance with other similar hospitals, all of which is to find the opportunity to improve in four ways:

  1. analysis of its past historical data with itself over time , such as month to month, or one year to the next or last year’s value to the current year, or a time series of several years, provides an initial baseline for examining trends and allows judgment on the direction of the measure;
  2. making competitor and industry comparisons what other similar hospitals are achieving provides crude guidelines. Competitor and industry comparisons has direct bearing on the hospital’s profitability, especially the privately owned hospital;
  3. (a) with standards, such as those set by accrediting and professional bodies such as through reference databases collected and analysed from data on hospital performance frequently made available through publicly available hospital quality comparison Web sites aimed at patients for example, data that can be viewed from Hospital Compare from the Centers for Medicare and Medicaid Services, Quality Check from the Joint Commission on Accreditation of Healthcare Organizations and the Leapfrog Group’s Hospital Quality and Safety Survey Results; comparing standards set for example by the Joint Commission International (JCI) also enables a hospital to improve its desirable practices; also, (b) it is common knowledge that hospitals are legally responsible for ensuring the quality of medical care; as healthcare practitioners we are aware that the hospital management of a public hospital or in the case of a private hospital – the hospital board, is responsible for exercising the duty of care based on those set by laws or regulations – for example the legal requirement of the Private Healthcare Facilities And Services (Private Medical Clinics Or Private Dental Clinics) Regulations 2006, Private Healthcare Facilities And Services Act 1998 in Malaysia, on behalf of the patients and the community and on behalf of doctors who desire to participate, and the hospital as a whole is liable for damages should they fail.; and
  4. with recognised desirable practices identified in the literature as best or better practices or practice guidelines, for example in determining the success or failure of medical audit assessment by monitoring actual or suspected problems through (i) sentinel cases, (ii) criterion-based audit, (iii) comparison of small groups in the same field applicable at local hospital levels, (iv) conducting surveys like patient satisfaction surveys, and (v) peer review.

These comparisons help the hospital understand the source and nature of undesirable change and help focus improvement efforts that can be achieved through re-education, retraining, facilitation in small groups, or by more active persuasion.

If your hospital which is already JCI accredited or seeking JCI accreditation status or undergoing re-survey for JCI accreditation status, then it must be able to show evidence that it has a process or processes that incorporates data analysis measures to make relevant comparisons (i) over time within the hospital, (ii) with similar hospitals when possible, (iii) with standards when appropriate , and (iv) with known desirable practices, in order to satisfy the JCI QPS.4.2 Standard which states that “The analysis process includes comparisons internally, with other organizations when available, and with scientific standards and desirable practices.

How do Health Information Management (HIM) / Medical Records (MR) practitioners fit into this JCI Standard?

I can think of two ways as I come to the end of  this post.

In my opinion, HIM /MR practitioners must facilitate diagnostic excellence from rapid communication of patients’ current needs and understanding of the clinically indicated responses by ensuring that recording is made faster and more complete in medical records , include safeguards to improve accuracy, and speed transmission of patient-related information. For example, the penalty for incomplete medical records (usually a temporary loss of privileges) is quickly and routinely applied. A word of caution though about imposing the penalty. As we are fully aware, reality, however, does not always match with what is desired since I believe many doctors still enjoy the  part of their job which is talking to their patients and in this context, medical records tends to assume lesser importance. I think it is also not desirable to have a culture among doctors to be obsessive record writers who ‘spent all the time writing and didn’t even look at me’, a common complaint among patients.

HIM /MR practitioners must also exercise caution in the retrieval of medical records of the sample of patients designated as appropriate for example,a medical records audit. For example, the retrieval of medical record through diagnostic coding for Myocardial Infarction (MI) cases, after a patient’s discharge, may not enable the retrieval of a record of a patient who had a dissecting aneurysm of the aorta mismanaged as an MI for the first 12 hours of his/her care

References:
Joint Commission International 2010, Joint Commission International Accreditation Standards For Hospitals, 4th edn, JCI, USA

Kenneth RW, and John RG 2010, The well-managed healthcare organization, 7th edn, Health Administration Press, Chicago, Illinois, USA

Srinivasan, AV 2008, Managing a modern hospital, 2nd edn, Response Books, SAGE, New Delhi, India

8 ways for identifying opportunities for improvement and documenting a hospital’s performance level

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8-ways-for-identifying-opportunities-for--improvement-and--documenting-a-hospital’s--performance-level-2

References:
Joint Commission International 2010, Joint Commission International Accreditation Standards For Hospitals, 4th edn, JCI, USA

A hospital’s performance improvement activities as opportunities for improvement

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syringe-with-MCI.20.1-PI-activitiesIn three previous posts, I brought to you how aggregate data are an important part of the hospital’s performance improvement activities. In particular, the three posts were about aggregate data from risk management, utility system management, infection prevention and control, and utilisation review and how they can help the hospital understand its current performance and identify opportunities for improvement.

The posts were:

(i)                  JCI Standard MCI.20.1, ME 1 (Part 1) – risk management, in “The organization has a process to aggregate data in response to identified user needs.” ;

(ii)                JCI Standard MCI.20.1, ME 1 (Part 2) – infection prevention and control, in “The organization has a process to aggregate data in response to identified user needs.” ;

and

(iii)             JCI Standard MCI.20.1, ME 1 (Part 3) – utility system management and utilisation review, in “The organization has a process to aggregate data in response to identified user needs.”

Each of the links above will open in a new separate tab of your current browser window.

In this review of those 3 posts, I like to emphasise that a hospital chooses which clinical and managerial processes and outcomes are most important to monitor based on its mission patient needs and services provided. The hospital’s leaders must identify key measures (indicators) to monitor the hospitals’s clinical and managerial structures, processes and outcomes.

A required clinical monitoring which includes structure, process or outcomes data selected by the leaders is on aspects of infection control, surveillance and reporting. For managerial monitoring, a required managerial monitoring which includes structure, process or outcomes data selected by the leaders is on aspects of risk management and utilisation review/management.

The hospital collects and analyses aggregate data from clinical monitoring and managerial monitoring to support patient care and organisation management. Aggregate data provides a profile of the hospital over time and allows the comparison of the hospitals’s performance with other hospitals.

To measure the hospital’s performance improvement activities, hospitals usually prepare a master plan to reduce evident risks in the environment or individual plans which incorporates a comprehensive program and plan inclusive of :

  1. a program and plan to reduce the risk of health care-associated infections in patients, health care workers and visitors
  2. a program and plan that includes utility systems – electric, water and other utility systems,  maintained to minimise risk of failure

There is also a written plan for an organisation-wide quality improvement and patient safety program that includes clinical and managerial processes for risk management, utility system management, infection prevention and control, and utilisation review.

References:
Joint Commission International 2010, Joint Commission International Accreditation Standards For Hospitals, 4th edn, JCI, USA

JCI Standard MCI.20.1, ME 1 (Part 3) – utility system management and utilisation review, in “The organization has a process to aggregate data in response to identified user needs.”

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Well, I am not yet quiet finished on trying to tell you all about the Joint Commission International (JCI) Standard MCI.20.1. In this post I wish to share on the what, why and how about utility system management and utilisation review, the remaining two other important parts of the improvement activities of a hospital by which the hospital attempts to aggregate data to provide a profile of the hospital over time which then will allow the comparison of the hospital’s performance with other hospitals. Utility system management and utilisation review are the last of the four improvement activities of a hospital identified in the intent statement of the JCI Standard MCI.20.1.

My intent is to discuss in this post:

  1. in brief about utility system management and utilisation, as this single post cannot cover all about utility system management and utilisation review; and
  2. more importantly to highlight to management and hospital leaders when one is entrusted to champion the course of all the JCI Management of Communication and Information (MCI) standards, the probability when a hospital which is already JCI accredited or seeking JCI accreditation status or undergoing re-survey for JCI accreditation status, is expected to present the case of a process for both utility system management and utilisation review, when surveyors examine evidence under JCI Standard MCI.20.1 ME 1 the process to aggregate data from utility system management and utilisation review at a hospital in response to identified user needs  – in order to satisfy the requirement for the Measurable Element 1 of MCI.20.1 which states that “The organization has a process to aggregate data in response to identified user needs”.

Before I go on, my intent (ii) above is true for aggregate data from risk management as well as for infection prevention and control as  I have posted in JCI Standard MCI.20.1, ME 1 (Part 1) – risk management, in “The organization has a process to aggregate data in response to identified user needs.” and in JCI Standard MCI.20.1, ME 1 (Part 2) – infection prevention and control, in “The organization has a process to aggregate data in response to identified user needs.” respectively (each of these links will open in a new tab of your current browser window).

Medical insurance in Malaysia, provided by insurance companies and banks which provide a few plans for anyone to choose from based on own budget and needs, functions as a form of protection to cover unforeseen expenses arising from illness, injury or accidents – which can be very expensive, especially if hospitalisation and / or surgery is required.

Malaysian readers will already be aware that insurance companies in Malaysia provide coverage plans for medical services for their clients at any hospital. Malaysian readers will also be aware that health insurance companies in Malaysia request medical reports for approval of claims to confirm that any insurance plan provides for the coverage of medical services rendered.  While this is true for Malaysia, I have never known the need for utilisation review to review a request for medical treatment in Malaysia.

Let us now assume that utilisation review by insurance companies is practised in your settings and take this discussion from there.

Utilisation review refers to reviews of past medical treatment, for example in the United States where insurance companies perform an utilisation review to review a request for medical treatment. I have below a cropped infographic which provides the anatomy of health insurance coverage in the U.S. (click the infographic which will open in a new tab of your current window for a larger view).

health-insurance infographic croppedThe purpose of the review is to confirm that the plan provides coverage for a patient’s medical services typically found on an insurance policy’s precertification list.  The utilisation review also help an insurance company minimise costs and determine if the recommended treatment is appropriate. The company could deny coverage as a result of a utilisation review.

What about care based on medical necessity in the future, for example for approval for additional treatments while you’re undergoing medical care (a concurrent review)?

Utilisation management is the process of preauthorisation for medical service as it refers to requests for approval of future medical needs, and this term is often used interchangeably with utilisation review since both utilisation review and utilisation management involve the review of care based on a medical necessity.

Thus, the term “utilization review” refers to a retrospective review – the review of treatments or services that have already been administered, and involves the review of medical records in comparison with treatment guidelines. The insurance company uses the results to approve or deny coverage a patient has already received, and the information can also be used in a review of the insurance company’s coverage guidelines and criteria for a particular condition. The insurance company looks through a patient’s medical records for evidence of appropriate low-cost health care. It then compares this patient’s medical records to those of other patients with the same condition. It will then review, and possibly revise, its treatment guidelines and criteria to ensure that the provided care is adequate, and medically current, for the condition.

Therefore, hospitals get actively drawn into the process of the collection of information, including the symptoms, diagnosis, results of any lab tests and list of required services by providing clinical documentation that supports their treatment decisions.

I think Health Information Management (HIM) / Medical Records (MR) practitioners have a clear role in utilisation review if their setting is appropriate. HIM /MR practitioners will need to be aware (i) of the existence of an utilisation review policy and the relevant processes, and (ii) to contribute to good records keeping since a high retrieval rate of medical records can be expected when patients’ medical records are examined for evidence of appropriate low-cost health care and for comparison of treatment among other patients’ medical records for a similar condition, by the insurance companies.

I think to round-up the discussion on utlisation review, it is safe to justify then if a hospital –  which is already JCI accredited or seeking JCI accreditation status or undergoing re-survey for JCI accreditation status, satisfies the requirement for the Measurable Element 1 of MCI.20.1 which states that “The organization has a process to aggregate data in response to identified user needs”, if the hospital can provide evidence of documentation of a process to aggregate data i.e. in response to the identified user needs when data is aggregated for utilisation review.

Now, allow me to move forward to present utility system management.

Hospitals have different medical equipment and utility system needs based on their mission, patient needs, and resources. Regardless of the type of system and level of its resources, a hospital needs to protect patients and staff in emergencies, such as system failure, interruption, or contamination. The safe, effective, and efficient operation of utility and other key systems in the hospital is essential for patient, family, staff, and visitor safety and for meeting patient care needs.

The business of utility system management in a hospital is about:

  1. a constant potable water and electrical power supply
    1. first identifying  the areas and services at greatest risk when power fails or water is contaminated or interrupted, secondly to reduce the risks of such events and thus ensuring an uninterrupted (24-hour basis, every day of the week) source of clean water and electrical power, and when necessary regular and alternative sources of power and water must be identified that can be sourced in emergencies
    2. emergency processes to protect hospital occupants in the event of water or electrical system disruption, contamination, or failure
    3. testing its emergency water and electrical systems on a regular basis appropriate to the system and the results documented
  2. regular inspection and maintainance of electrical (example, frayed electrical lines), water, waste (example, waste contamination in food-preparation areas), ventilation  (example, inadequate ventilation in the clinical laboratory), medical gas  (example, oxygen cylinders that are not secured when stored, or leaking oxygen lines, and other key systems that all pose hazards and when appropriate, they must be improved
  3. designated individuals or authorities monitor regularly the quality of water received from a source, and the water used in chronic renal dialysis
  4. collection of monitoring data for the utility system management program
    1. monitoring essential systems helps the hospital prevent problems
    2. monitoring data that are collected and documented are used to plan the hospital’s long-term needs on system improvements and in planning for upgrading or replacing utility systems

It is almost to the end of this rather long post.

I think it is also safe to justify from the foregoing discussion on utility system management that when a hospital – which is already JCI accredited or seeking JCI accreditation status or undergoing re-survey for JCI accreditation status, satisfies the requirement for the Measurable Element 1 of MCI.20.1 which states that “The organization has a process to aggregate data in response to identified user needs”, if the hospital can provide evidence of documentation of a process to aggregate data i.e. in response to the identified user needs, when data is aggregated for utility system management.

This post ends what I wish to share all about the JCI Standard MCI.20.1, ME 1.

References:
Barbara JY 2011, Principles of risk management and patient safety, Jones & Bartlett Learning, Sudbury, MA, USA

Diane, LK 2007, Applying quality management in healthcare : a systems approach, 2nd edn, Health Administration Press, Chicago, Illinois, USA

Joint Commission International 2010, Joint Commission International Accreditation Standards For Hospitals, 4th edn, JCI, USA

Prathibha, V (ed.) 2010, Medical quality management : theory and practice, 2nd edn,  Jones and Bartlett Publishers, Sudbury, MA, USA