Objectives:
1. Define the major factors that constitute systems based practice.
2.Discuss the role and anticipated outcome of quality improvement in SBP.
3.Discuss the skills utilized in one aspect of SBP
4.Design strategies for teaching and assessment of SBP
Readings 6: Systems-based Practice
1. Dunnington GL, Williams RG. Addressing the new competencies for residents’ surgical training. Acad Med 2003;7l8 (1): 14-21.
2. Davison SP, Cadavid JD, Spear SL. Systems based practice; education in plastic surgery. Plastic and reconstructive surgery. 2007; 119 (1): 410-415.
3. Chapter 10 in Evaluation of Clinical Competence
4. Kocher and Sahni. Physicians versus Hospitals as Leaders of Accountable Care Organizations NEJM, 2579, Dec 30, 2010
5. Hawkins RE, Weiss KB. Building the Evidence Base in Support of the ABMS MOC Program. Acad. Med. 2011; 86:6-7
6. Chapter 10: Evaluating Evidence-Based Practice in Evaluation of Clinical Competence Pg 130-147
Meaningful Use
Doc Fix
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Affordable Care Act
Govt Health IT
http://govhealthit.com/newsitem.aspx?nid=76234
I
Error analysis: Interesting, GE is getting into the error analysis business.
Published: February 14, 2011 3:00 a.m.
GE unit targets medical errors
System analyzes data on mistakes
WASHINGTON – General Electric’s GE Healthcare unit says it has joined a government initiative designed
to reduce medical errors, gaining access to a $500 million domestic market.
The company, the leading provider of health information technology systems and medical-imaging
equipment, will become the largest operator of a “patient safety organization” under a program overseen
by the Department of Health and Human Services.
The entities are designed to reduce medical errors by recording and analyzing data on mistakes and their
causes so that providers can prevent future mistakes.
Providing patient-safety services will give GE Healthcare, based in Chalfont St. Giles, England, an edge in
developing systems hospitals can use to prevent medical errors, Jeff Terry, the managing principal for
clinical excellence at GE Healthcare’s Performance Solutions division, said in a telephone interview.
“The idea is to pinpoint and then to reduce the risk of harm, and when you do that, patients get a better
experience, you take a lot of cost out of the system,” Terry said. “If we’re going to improve costs and
improve quality generally, we’ve got to understand safety.”
The patient-safety organization will pool data from hospitals with a medical-event reporting system GE
Healthcare developed with Rockport, Ill.-based MERS International and will use GE’s electronic medical
records, Terry said.
The parent company, General Electric, is based in Fairfield, Conn.
Medical errors lead to as many as 98,000 deaths and more than 1 million injuries each year and cost as
much as $29 billion a year, according to a 1999 report by the Institute of Medicine that spurred Congress
to create patient-safety organizations in 2005.
Most of the 79 patient-safety organizations listed by the U.S. Agency for Healthcare Research and Quality
are operated by non-profit organizations.
GE Healthcare aims to claim 75 percent of what the company estimates is a $500 million annual U.S.
market for patient-safety services, Terry said in a December interview.
GE’s health care operations generated $16.9 billion of the parent company’s $149.1 billion in 2010
revenue, according to data compiled by Bloomberg.
“We have a relationship with most health-care providers in the United States, Canada, western Europe, so
what I think this represents is a natural evolution or a natural step forward in the kind of services that we
bring to them,” Terry said.
The GE Healthcare patient-safety organization began operations last week in 16 hospitals in Illinois, New
York, Rhode Island and Texas and will be run out of the firm’s main U.S. office in Waukesha, Wis., Terry
wrote in an e-mail.
The company plans to charge about $100,000 a year for the service, he said in December.