Documente Academic
Documente Profesional
Documente Cultură
Bishwajit Mazumder
Nursing Instructor
Dhaka Nursing College, Dhaka
E. mail mbishwa@rocketmail.com
Continuous Quality Improvement Project on Diabetes Care among
Diabetes retinopathy Patients on National Institute of
Ophthalmology & Hospital (NIO&H).
Background:
Diabetes is a complex long-term condition that leads to
increasedcardiovascular risk and complications including damage to eyes, kidneys
andnerves. Multiple vascular risk factors associated with diabetes and wide-ranging
complications mean that managing diabetes draws on many areas of healthcare. This
quality standard describes markers of high-quality, cost-effective care that, when
delivered collectively, should improve the effectiveness, safety and experience of care
for adults with diabetes.The concept of quality measurement, available diabetesrelated measures in theNational Health Care Quality Report (NHQR), and the
importance of using multi-dimensional measure sets.Quality measures of processes of
care that are linked to increases or decreases in deaths or other medical outcomes help
medical staff know how to change care in order to improve patient outcomes. There is
a distinction between quality measures and guidelines for quality care. The health care
quality measures used in the NHQR and used for State, regional, or local planning for
quality improvement initiatives relate to populations. Such measures are often rates
(e.g., percentages) which indicate the number achieving a goal (e.g., glycemic
control) relative to a population base (e.g., all people with diabetes in the Nation). By
contrast, guidelines for quality care are recommendations devised via consensus
processes of clinical experts that describe standards of care for individual patients. In
general, guidelines for quality care of individual patients are used as the theoretical
underpinning to develop population-based quality measures.
What is Diabetes?
3. Structural measures:
Structural measuresreflect aspects of health care infrastructure that generally
are broad in scope, system wide, and difficult to link to short-term quality
improvement (for example, the staff-to-bed ratioin a hospital.
Process Measures:
HbA1c testPercent of adults with diabetes who had a hemoglobin A1c
measurement at least once in the past year.
Lipid profilePercent of patients with diabetes who had a lipid profile in the
past 2 years.
Eye examPercent of adults with diabetes who had a retinal eye examination
in the past year.
Foot examPercent of adults with diabetes who had a foot examination in the
past year.
Flu vaccinationPercent of adults with diabetes who had an influenza
immunization in the past year.
Outcome Measures:
Test resultsThere are three measures listed below:
HbA1c levelsPercent of adults with diagnosed diabetes with HbA1c levels
> 9.5 percent(poor control); < 9.0 percent (needs improvement); and < 7.0
percent (optimal control)
Cholesterol levels Percent of adults with diagnosed diabetes with most
recent LDL-C level< 130 mg/dL (needs improvement); <100 (optimal)
Blood pressurePercent of adults with diagnosed diabetes with most recent
blood pressure<140/90 mm/Hg
It is one of the leading causes of premature morbidity and mortality, and requires lifelong healthcare services. Women with diabetes are affected in all stages of their lives.
Uniquely, diabetes affects the health of mothers and their unborn children. Poverty,
ignorance, and gender discrimination adversely affect women with diabetes. Diabetic
retinopathy (DR), a common complication of diabetes mellitus, affecting the blood
vessels in the retina; results from chronically high blood glucose levels in people with
poorly controlled DM. If untreated, it may lead to blindness(Akhter A., 2009)
In Bangladesh, many people suffer from diabetes retinopathy. According to
(Rahman Md.R, Arslan M. I, Hoque Md.M, Mollah F.H. & Shermin S.,2011), a study
was carried out in the department of Biochemistry, Bangabandhu Sheikh Mujib
Medical University, Dhaka during the period of January 2006 to December 2007 to
evaluate the serum lipid profile in newly diagnosed type 2 diabetic subjects with
diabetic retinopathy. Another study of Bangladesh ( Faruque GM , Ahsan K,& Aim
A,2008), suggest that diabetic retinopathy patients need assessment of serum lipids
and they may need lipid-lowering agent to halt the progression of diabetic retinopathy
and also to protect the patients from systemic morbidity of hyperlipidemia. Another
study of Bangladesh ( Medical newsletter, Square pharmaceutical limited,
Bangladesh, 2010), 250 women between the ages of 18 and 25 years showed that the
socioeconomic consequences included diminished capacity to work due to cataract,
diabetic retinopathy and blindness, leg amputation, and chronic pancreatitis. Endstage renal disease and hypoglycemia were causes of premature death (30%). Drop
out from school or college owing to poverty and diabetic complications was not
uncommon. A few women were divorced, separated, or abandoned by their husbands,
who often took a second wife. Another study (Ahmed K. R., 2009) diabetic
retinopathy (DR) is the most significant cause of visual impairment and blindness,
thereby reducing the quality of life and serious economic and social consequences.
Further an intervention study on this issue would have long term implication of DR on
the promotion of health and reduction of disease burden. Subsequently the effects of
these interventions on risk factors and the target outcome should be monitored, and
their impact and cost-effectiveness should be evaluated. So I choose this area to
highlight and improve to continuous quality improvement project.
prioritize resources and attention to those areas that most need improvement.
Improving the infrastructure of health care quality through attention to professional
education, data systems, financing and delivery systems, research, and patient
Action provides the leaders with a variety of tools and examples from
diabetes carequality initiatives that can inform the efforts.
4. Improvement:
Improvement provides models, tools and checklists for the leaders to use
incrafting a quality improvement strategy for a given . The projects examines the
Plan-Do- Study-Act model, which is used frequently in quality improvement in
clinical settings, and adapts that model to the policymaking.
5. The way forward:
The Way Forward concludes the Resource Guide and examines the
opportunities contribute to improving diabetes care quality. In general, as the leaders
begin the process of quality improvement, they must make several key decisions. This
Resource Guide provides guidance related to each of the following decision points:
1. Make quality improvement a priority.
2. Decide on a general topic areas for analysis.
3. Identify measures that address the topic.
4. Develop an inventory of data sources for the country or locality.
5. Determine benchmarks for the measures selected.
6. Conduct or commission analyses to create information that addresses the questions
raised.
7. Utilize an existing or develop a new advisory group, committee, or workgroup
focused on quality improvement.
8. Find resources to develop and support the initiative.
9. Design and take action aimed to improve quality.
10. Evaluate the result.
10
2.
3.
4.
5.
6.
Statistics(NCHS/CDC).
Healthcare Cost and Utilization Project(HCUP), a census of hospital
discharge records by AHRQ. HCUP data are used to report on the three
11
3.
12
Guiding principles:
The core principle underpinning diabetes programmes is social justice. This
should be manifest in strategies to promote equal access to opportunities to achieve
the best outcomes for all peoplewho need them, regardless of race, religion,
socioeconomic status or geographical location. In practice, this means:
1. Access to basic requirements for effective and affordable treatments, diagnostics and
technologies for all who need them.
2. Consideration and affirmative action to ensure that access is afforded to vulnerable
groups.
3. Policy and practice is based on the available evidence and guided by expert opinion,
stakeholder consensus, and a person-centred approach
Strategic plan:
Vision:
To treatment and control diabetes diseases and ensure toimprove the
quality nursing care of patients in NIO&H.
Mission:
To treatment and control diabetes diseases and conditions by building the
knowledge about self-care and ensure quality nursing care in NIO&H.
Goal:
1. Improve and expand diabetes surveillance and monitoring throughout the NIO&H to
assess the burden of diabetes and guide policy development and evaluation activities.
2. Promote early detection of diabetes and treatment of type 2 diabetes across the life
span through collaboration with health systems and communities.
3. Foster and facilitate collaboration with NIO&H among health-related organizations
in the development and dissemination about the knowledge of diabetes.
Program priorities:
13
14
15
16
target patient outcome). This strategy also included positive or negative financial
incentives directed at patients, system-wide changes in reimbursement (e.g.,
capitation, prospective payment, or a shift from fee-for-service to salary pay
structure), changes to provider licensure requirements, or changes to institutional
accreditation requirements.
17
18
Nurse studies the data and its implications for the quality improvement
strategy
Prioritize areas for improvement.
Nurse puts together the case for taking action.
4. Act :
Nurse determine the changes to be made and decide what will happen in the
19
Plan:
Set goals, predict,
Do:
Act:
Implement,
document
problems,
evaluate,
Study:
Complete data
analysis, review
Source: Adapted from Langley G, Nolan K, Nolan T, et al. The Improvement Guide:
A Practical
Importance of Evaluation:
Evaluation is essential to understand whether a quality improvement activity
is accomplishing planned goals, whether goals and actions are ultimately improving
the health outcomes of the population, and what adjustments are necessary.
Evaluation in quality improvement can be done quickly, as oftensuggested by
facilitators, to maintain momentum of the quality improvement activity. Evaluation
can also look at longer term, underlying components of the program.
20
Steps
Engage
stakeholder
Describe the
program
Standards
Utility, Feasibility
Propriety, Accuracy
Focus
evaluation
design
Justify
conclusio
n
Gather credible
evidence
21
22
23
Conclusion:
Diabetes is one chronic condition that has a compelling case for quality
improvement for the country. The disease burden from diabetes is great in terms of the
number of people affected, the cost of complications, its effect on quality of life, and
the disparities in care between racial and ethnic groups. Despite its prevalence and
cost, research has demonstrated that type 2 diabetes can be prevented, and
complications from both type 1 and type 2 diabetes can be prevented or significantly
delayed with appropriate treatment. Health care analysts and researchers have long
documented extensive gaps in the quality of care delivered to country. Diabetes also
has widely accepted, evidence-based guidelines for care and a strong case for a return
on investment for purchasers and society from diabetes quality improvement efforts.
Quality measures of processes of care that are linked to increases or decreases in
deaths or other medical outcomes help medical staff know how to change care in
order to improve patient outcomes. Process measures often reflect evidenced-based
24
guidelines of care for specific conditions. Outcome measures often relate to patient
health status. Ideally, improvement in a particular process measure yields
improvement in the associated outcome measure. Increasing national attention has
been focused on improving diabetes care in the outpatient setting through the
implementation of evidenced-based guidelines and promotion of chronic care
approaches that emphasize prevention and improving outcomes.
References:
1. Agency for Healthcare Research and Quality ( Stanford UniversityUCSF Evidencebased Practionersin) (2004), Closing the Quality Gap: A Critical Analysis of
Quality Improvement Strategies
2. Bob Wise B., Nusbaum P.L., Curtis C., & Holmes A.P., Diabetes Strategic Plan 20022007
3. Coffey R.M., Matthews T.L & McDermott K.(2004), Diabetes Care Quality
4.
5.
6.
7.