Overview

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Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021

(Data are synthetic and may be implausible and/or internally inconsistent)

Below Average  

Average  

Above Average

Total Length of Stay

Median

5.6 days

7-Day Readmission

Rate

8.2 %

Advanced Imaging Tests

Per Hospitalization

0.94 tests

FAQ

Acute Length of Stay

Median

5.0 days

30-Day Readmission

Rate

13.4 %

Routine Bloodwork Tests

Per Hospitalization

7.6 tests

How to Read OurPractice Reports

Alternate Level of Care Days

/ Total Days

10.1 %

In-Hospital Mortality

Rate

6.4 %

Appropriate RBC Transfusions

/ Total RBC Transfusions

96.0 %

Continue to Our Patients

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Our Patients

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Patient Demographics

My Hospital

All Hospitals

Number of Unique Hospitalizations 185 6,078
Age, Median (25th-75th) 73 (65-81) 72 (66-82)
Female 56 % 52 %

High Comorbidity at Admission

36 % 33 %

Admission on Weekends

17 % 26 %

Admission at Night

57 % 80 %

Admission by Season

Spring 21 % 22 %
Summer 15 % 22 %
Fall 23 % 23 %
Winter 41 % 33 %

Predicted Risk of Death, Median (25th-75th)

0.07 (0.04-0.12) 0.07 (0.05-0.11)

Neighborhood-Level After Tax Income (000s), Median (25th-75th)

43 (41-68) 46 (39-71)

Neighbourhood-Level Percent Visible Minority, Median (25th-75th)

35 (31-39) % 29 (26-35) %

Discharged to Long-Term Care Home

7 % 9 %
No Health Card Number 9 % 11 %

No Postal Code

11 % 13 %

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Top Discharge Diagnoses

All Discharge Diagnoses

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Total Length of Stay

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Total Length of Stay


Unadjusted total length of stay at my hospital

5.6

(4.5-5.6)

Days, Median (25th-75th)

Unadjusted total length of stay for patients at all hospitals

5.6

(5.4-6.0)

Days, Median (25th-75th)

Unadjusted total length of stay at the 25th percentile hospital

4.7

(4.6-5.2)

Days, Median (25th-75th)

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How does my hospital’s

risk-adjusted

total length of stay compare to other hospitals?

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How does my hospital’s

risk-adjusted

total length of stay break down by condition?

How has my hospital’s unadjusted total length of stay changed over time?

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Acute Length of Stay

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Acute Length of Stay


Unadjusted acute length of stay at my hospital

5.0

(4.1-5.1)

Days, Median (25th-75th)

Unadjusted acute length of stay for patients at all hospitals

5.1

(4.3-5.5)

Days, Median (25th-75th)

Unadjusted acute length of stay at the 25th percentile hospital

4.1

(3.8-4.2)

Days, Median (25th-75th)

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How does my hospital’s

risk-adjusted

acute length of stay compare to other hospitals?

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How does my hospital’s

risk-adjusted

acute length of stay break down by condition?

How has my hospital’s unadjusted acute length of stay changed over time?

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Alternate Level of Care Days

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Alternate Level of Care Days


Unadjusted ALC days at my hospital

10.1 %

4.2

(3.1-6.2)

ALC days / total days

ALC days / ALC patient,
Median (25th-75th)

Unadjusted ALC days for patients at all hospitals

10.5 %

3.1

(2.5-4.3)

ALC days / total days

ALC Days / ALC Patient, Median (25th-75th)

Unadjusted ALC days at the 25th percentile hospital

9.2 %

2.2

(0.9-3.4)

ALC days / total days

ALC days / ALC patient, median (25th-75th)

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How does my hospital’s unadjusted ALC rate compare to other hospitals?

ALC days / total days

ALC days / ALC patient

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How do physicians at my hospital code ALC?

How has my hospital’s ALC rate changed over time?

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7-Day Readmission

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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7-day Readmission


Unadjusted 7-day readmission rate at my hospital

8.2 %

Rate

Unadjusted 7-day readmission rate for patients at all hospitals

9.8 %

Rate

Unadjusted 7-day readmission rate at the 25th percentile hospital

5.1 %

Rate

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How does my hospital’s

risk-adjusted

7-day readmission rate compare to other hospitals?

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Row

How does my hospital’s

risk-adjusted

7-day readmission rate break down by condition?

How has my hospital’s unadjusted 7-day readmission rate changed over time?

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30-Day Readmission

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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30-day Readmission


Unadjusted 30-day readmission rate at my hospital

13.4 %

Rate

Unadjusted 30-day readmission rate for patients at all hospitals

14.8 %

Rate

Unadjusted 30-day readmission rate at the 25th percentile hospital

9.9 %

Rate

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How does my hospital’s

risk-adjusted

30-day readmission rate compare to other hospitals?

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Row

How does my hospital’s

risk-adjusted

30-day readmission rate break down by condition?

How has my hospital’s unadjusted 30-day readmission rate changed over time?

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In-Hospital Mortality

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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In-Hospital Mortality


Unadjusted mortality at my hospital

All deaths (% discharges)

MAID (% of deaths)

Palliative (% of deaths)

Unadjusted mortality for patients at all hospitals

All deaths (% discharges)

MAID (% of deaths)

Palliative (% of deaths)

Unadjusted mortality at the 25th percentile hospital

All deaths (% of discharges)

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How does my hospital’s

risk-adjusted

mortality compare to other hospitals?

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Row

How does my hospital’s

risk-adjusted

mortality break down by condition?

How has my hospital’s unadjusted mortality changed over time?

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Advanced Imaging Tests

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Advanced Imaging Tests


Unadjusted number of advanced imaging tests at my hospital

0.94

Tests per hospitalization

Unadjusted advanced imaging tests for patients at all hospitals

1.16

Tests per hospitalization

Unadjusted advanced imaging tests at the 25th percentile hospital

0.48

Tests per hospitalization

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How does my hospital’s

risk-adjusted

number of advanced imaging tests compare to other hospitals?

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Row

How does my hospital’s

risk-adjusted

advanced imaging tests break down by condition?

How has my hospital’s unadjusted advanced imaging tests changed over time?

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Routine Bloodwork Tests

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Routine Bloodwork Tests


Unadjusted number of routine bloodwork tests at my hospital

7.6

Tests per hospitalization

Unadjusted routine bloodwork tests for patients at all hospitals

8.6

Tests per hospitalization

Unadjusted routine bloodwork tests at the 25th percentile hospital

6.7

Tests per hospitalization

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How does my hospital’s

risk-adjusted

number of routine bloodwork tests compare to other hospitals?

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Row

How does my hospital’s

risk-adjusted

routine bloodwork tests break down by condition?

How has my hospital’s unadjusted routine bloodwork tests changed over time?

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Appropriate RBC Transfusions

Data are for General Medicine Patients Between July 1, 2020 and June 30, 2021 (Data are synthetic and may be implausible and/or internally inconsistent)

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Appropriate RBC Transfusions


Unadjusted appropriate RBC transfusions at my hospital

96.0 %

Appropriate RBC transfusions / total transfusions

Unadjusted appropriate RBC transfusions for patients at all hospitals

94.9 %

Appropriate RBC transfusions / total transfusions

Unadjusted appropriate RBC transfusions at the 25th percentile hospital

97.3 %

Appropriate RBC transfusions / total transfusions

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How does my hospital’s unadjusted appropriate RBC transfusion rate compare to other hospitals?

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Row

How has my hospital’s total number of RBC transfusions per hospitalization changed over time?

How has my hospital’s unadjusted number of appropriate RBC transfusions / total transfusions changed over time?

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Acute Length of Stay & 7 Day Readmission

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Length of Stay and Readmission

Care Transitions

Care transitions can occur at many different times and places throughout a person's health care journey, including during admission to hospital, referral to speciality care, discharge out of the emergency department or hospital, and admission to a long-term care facility from the person's home. Poorly coordinated care transitions often result in poor quality of care, compromised patient safety, unfavourable experiences of care, prolonged length of stay, and unplanned readmission to hospital.

Preventable causes of readmission to hospital can include:

  • Unclear or delayed transition plans and instructions
  • Conflicting plans and instructions from different providers
  • Medication errors, including dangerous drug interactions, duplications, or omissions

To help reduce hospital readmission and LOS, the change ideas in Table 1 can help address major gaps in transition planning and care coordination. Readmission and LOS are complex indicators that require a multidisciplinary team approach for large-scale, sustainable improvements.

Table 1: Change Ideas to Improve Care Transitions
Change Idea Key Action(s)
  1. Conduct individualized care and discharge planning

Upon Admission to Hospital

Upon Transition Out of Hospital

  • Schedule face-to-face and real time conversations with the person and their family or informal caregivers
  • Provide a written individualized transition plan to the person and their caregiver(s)
  • Provide written individualized care plans to their primary care team, specialists, and other providers within 48 hours of discharge
    Resources: Quality Standard: Transitions Between Hospital and Home, Statement #5
  1. Assess post-transition risk of readmission and arrange appropriate discharge follow-up

Upon Admission to Hospital/During Hospital Stay

  • Assess and document the individual’s risk of readmission to hospital using a standardized tool, and consider this risk in their care and discharge planning
    Resources:

Upon Transition Out of Hospital

  1. Reconcile medications at key transition points

Upon Admission to Hospital

  • Create a Best Possible Medication History (BPMH) and reconcile medications
  • Use the BPMH to create and/or compare to admission orders
  • Identify and resolve discrepancies with the team

During Hospital Stay

Upon Transition Out of Hospital

  • Provide the post-discharge medication list and instructions to the person and their caregivers, and explain the documents using non-medical language
  • Consider checklists or non-written cues (e.g., pictures) to help the person take their medications as prescribed
    Resources:
  1. Strengthen health literacy—help the person develop the knowledge and skills to independently manage their care

Upon Admission to Hospital/During Hospital Stay

  • Assess and document whether the patient possesses the knowledge and skills necessary to manage their prevention and treatment regimes
  • Include the person’s level of health literacy in the care and discharge plan(s)
    Resources: Quality Standard: Transitions Between Hospital and Home, Statement #4

Upon Transition Out of Hospital

  • Provide information both verbally and in written form
  • Confirm and document the patient’s (and caregiver’s) comprehension of the discharge plan and how to manage at home
    Resources:
  1. Address impact of adverse events or patient safety issues

Upon Admission/During Hospital Stay/Transition Out of Hospital

  • Consider the severity of medical errors and adverse events, which can occur at any point during a hospital admission/stay
  • Examples of medical errors:
    • Incorrect or delayed treatment
    • Incorrect or incomplete diagnosis
    • Incorrect, delayed, omitted, or inappropriate diagnostic imaging or blood tests
    • Treating incorrect patient
    • Preventable adverse drug reactions
    • Falls, health care related infections

    Resource:The Textbook of Patient Safety and Clinical Risk Management, which includes a chapter on the most common adverse events and contributing factors (December 2020)

Reflective Questions

As your division and interprofessional teams review Table 1, consider the following reflective questions:

  1. After reviewing the change ideas above, which elements are contributing to prolonged hospital LOS? Which elements are contributing to 7-day or 30-day readmission rates at your hospital?

  2. After reviewing hospital data, conducting audits, and other self-reflection activities, can you identify the underlying root cause(s) for prolonged LOS and unanticipated/preventable readmissions? For 7-day readmissions, were patients ready for discharge? If not, why not? For 30-day readmissions, were patients properly prepared to manage their care at home? How was patient risk of readmission to hospital anticipated and managed? Look for themes.

  3. What is the relationship between shorter LOS and 7-day readmission rates for your patients? Are there clinical conditions or discharge patterns (e.g., day of week) that have higher readmission rates?

  4. Use quality improvement (QI) tools (e.g., fishbone diagrams) to identify root causes.

  5. When conducting a root cause analysis, ask yourself the following questions:

    a. What variations in practice can we identify (e.g., day of discharge)? What is causing variation in practice?

    b. What practices or processes (or lack thereof) are increasing LOS?

    c. How is the quality of the transition contributing to need for readmission?

    d. What are we doing well and how can we do this more often?

  6. Use creative thinking techniques to identify problems and areas of focus for QI (see Try This! below for an example).

Try This!

Theory of Inventive Reasoning (TRIZ):

Use contradiction to identify opportunities for improvement by asking yourself the following questions.

Design a Bad Transition:

  • What does an ineffective transition look like?
  • How would we design a “bad transition” (at admission and discharge)?
  • How would we prolong a LOS by design?
  • How would we increase the chances of someone needing readmission to hospital?
  • How would we make it difficult for patients to understand how to manage post discharge?

Review Your Answers:

  • How do these ineffective design elements impact LOS or readmission?
  • Which of these ineffective design elements are part of our current process(es)?
  • What are the underlying causes of these ineffective design elements?
  • Which underlying causes will we prioritize for improvement?



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Alternate Level of Care (ALC)

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Alternate Level of Care

These indicators measure alternate level of care (ALC), or delayed discharge, in different ways. A patient in an acute care setting must be designated ALC by a physician or delegate when the patient no longer requires the intensity of services or resources provided in that care setting but cannot yet be discharged. The ALC period encompasses the time from ALC designation until discharge or transfer to a subsequent care destination, or when the patient’s condition deteriorates and the ALC designation no longer applies.1

Patients and caregivers may be negatively impacted by ALC designations as a result of reduced care, potentially resulting in subsequent health issues (e.g., falls, functional decline, hospital-acquired infections). Seniors, those with multiple comorbidities and/or functional and cognitive impairment, and those in marginalized socioeconomic positions have higher risks of delayed discharge.2

High ALC rates may reflect a poorly functioning health care system, including potential hospital process issues, community capacity issues, and insufficient access to long-term care or post-acute care. For example, patients may be in ALC because they cannot access post-hospital care in the most appropriate care setting in a timely manner, which extends their hospital stay and can lead to the cancellation of inpatient surgeries for other patients due to lack of space.3 For patients living with frailty, risks associated with hospitalization, such as falls and delirium, affect patient safety, outcomes, and health system flow. Senior-friendly approaches to care have been shown to prevent hospital acquired adverse events and prolonged lengths of stay in hospital.4

Many Ontario hospitals have been working to reduce ALC rates. It is a persistent and complex problem requiring a multifaceted, collaborative approach. See Table 1 for change ideas that can help reduce ALC.

Table 1: Change Ideas to Address ALC or Delayed Discharge
Change Idea Key Action(s)
  1. Understand patient and caregiver goals and post-discharge needs
  • Initiate early and ongoing conversations with patients and their caregivers to understand their goals, post-discharge needs, and preferences. Include social factors (e.g., housing, food security) that could delay discharge
  • Develop communication tools to help providers engage in these conversations; consider the support needed to overcome language barriers, dementia, impairments, etc.
  • Behavioural Supports Ontario has clinical tools and resources available
  1. Preventing hospitalizations and extended stays for older adults4
  • Integrate senior friendly care as the foundation of care across the organization, including:
  • Ensure practices and structures are in place to avoid unnecessary admission, including:
    • Early identification and assessment using a screening process/tool to identify at risk adults (Identification of Seniors at Risk, Blaylock Discharge Planning)
    • Involve an interprofessional team with the skills and expertise to assess and manage older, frail adults (Interprofessional Comprehensive Geriatric Assessment)
    • A plan of care is developed by all members of the care team with the patient and their designated caregiver to address care needs with a focus on transition to the pre-admission destination
    • Implement a senior friendly care approach, including processes for screening, prevention, management, and monitoring of functional decline and delirium (senior friendly care elearning series)
    • Proactively facilitate the timely communication of clinically relevant information to the patient and their designated caregiver, as well as their primary care providers, including long term care homes
  • Avoid hospital-acquired harm & enhance well-being in facility-based acute care areas:
    • Upon admission to hospital, facilitate collaborative information sharing by identifying and contacting care delivery partners from all sectors who are already involved in the patient’s care
    • Prior to ALC designation, ensure that the following occurs in partnership with the patient and their designated caregiver
      • Screening for early identification and risk-stratification as soon as possible upon admission
      • An interprofessional team continues the comprehensive assessment (physical, cognitive, functional, and psychosocial domains)
      • A comprehensive geriatric assessment is completed for older adults anticipating an increase in care for an extended length of time
      • Determine the patient’s functional goals and restorative potential and identify barriers to transition (physical, social, financial, etc.) to inform the care plan
    • Care needs are clearly documented, a care plan is prepared, and an estimated date of discharge is confirmed. The estimated discharge date and transition plan is shared with the patient 48 hours prior to discharge
    • Patients are assessed daily in acute care so that changes in medical/functional status and support needs are identified as early as possible
    • Daily care is provided by an interdisciplinary team to maintain and restore functional capacity and prevent deconditioning while the patient is in hospital
      • Mobilization: screening for functional decline, re-assessment of functional status at least weekly, and tailored mobilization interventions that support participation in activities of daily living
      • Delirium: screening and monitoring for delirium and tailored intervention to prevent delirium. Older adults with delirium have a multicomponent interprofessional management plan. Refer all patients at high risk for ALC to home care (if appropriate) before they are designated ALC
  1. Implement transition navigation support
  • Contact your Ontario Health regional capacity, access, and flow director for initiatives that are already underway in your area.
  • Design discharge processes that target patients who require psychosocial support or have complex needs
  • Dedicate specially trained navigators to support complex discharges and transitions to subsequent care destinations


1 Longwoods Publishing Corp. Alternate level of care definition for Ontario [Internet]. Healthcare Quarterly. 12(Sp);2009 May:51–54. Available from: https://www.longwoods.com/content/20765/alternate-level-of-care-definition-for-ontario
2 Bhatia D, Peckham A, Abdelhalim R, King M, Kurdina A, Ng R, et al. Alternate level of care and delayed discharge: Lessons learned from abroad (Rapid Review) [Internet]. Toronto (ON): North American Observatory on Health Systems and Policies; 2020 Feb [cited 2022 Jan 04]. Available from: https://naohealthobservatory.ca/wp-content/uploads/2020/03/NAO-Rapid-Review-22_EN.pdf
3 Kuluski K, Ho JW, Cadel L, Shearkhani S, Levy C, Marcinow M, et al. An alternate level of care plan: Co-designing components of an intervention with patients, caregivers and providers to address delayed hospital discharge challenges. Health Expect. 2020;23:1155-1165.
4 Ontario Health. ALC avoidance leading practices guide: preventing hospitalizations and extended stays in older adults. September 2021.



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In-Hospital Mortality Rate

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In-Hospital Mortality

This indicator measures patient deaths that occur in hospital. While some deaths are predictable and expected, others are unexpected and preventable.1 A focus on reducing avoidable deaths is integral to identifying both local and system-level issues affecting the quality of care provided. Addressing underlying quality issues gives patients and providers more confidence in the care provided and better clinical outcomes.2

Mortality data and chart reviews (audits) can help you understand your in-hospital mortality rate, identify underlying causes of avoidable deaths, illuminate the scale and scope of quality issues, highlight the errors and adverse events that contribute to mortality, and identify potential solutions. Chart reviews have been shown to be more effective than voluntary occurrence reporting at identifying adverse events and errors.2 Without effective processes for quantifying the rate of adverse events and understanding critical details about them, teams may inadvertently focus their attention on more frequently reported issues rather than those that may make the largest contribution to avoidable suffering and death.2

This report provides your in-hospital mortality data in comparison with other Ontario hospitals participating in GeMQIN. Teams are encouraged to:

  • Identify the clinical conditions in General Medicine that have the highest mortality rate
  • Identify a minimum of 50 consecutive deaths and conduct chart reviews to identify adverse events that may have contributed to unanticipated death(s) among these cases
  • Critically analyze events leading to significant harm to patients to identify actionable root causes
Table 1: Change Ideas to Reduce In-Hospital Mortality Rate
Change Idea Key Action(s)
  1. Review patient deaths and adverse events2
  1. Reduce hospital-acquired infections1,3
  1. Strengthen medication management
  • Eliminate medication delivery errors (e.g., wrong medication/dose, missed medications, etc.)
  • Establish robust medication reconciliation (admission, transfers) and management systems to eliminate risk of omission, duplication, or combination errors
  • Control access to high-risk medications or controlled substances, (e.g., control opiates, blood thinners, etc.)
  • Hospital Harm Improvement Resources: Medication Incidents
  1. Reduce incidence of inappropriate or delayed care1
  • Recognize—Report—Respond: establish effective and reliable systems to quickly identify and rescue the deteriorating patient4
  • Acutely ill adults in hospital: recognizing and responding to deterioration. National Institute for health and Care Excellence (NICE)
  • Consistently use care bundles to reduce variation in practice; codify them in electronic order systems
  • Minimize delays in provision of care (e.g., diagnostics, time to surgery)
  • Minimize delays in transferring patients to the intensive care unit (ICU) or other high-dependency units
  1. Reduce technical, non-clinical issues
  • Improve clinical documentation and diagnostic coding to ensure measurement and risk adjustment of in-hospital mortality is accurate

Reflective Questions

As your division and interprofessional teams review Table 1, consider the following reflective questions and suggested actions:

  1. After reviewing the change ideas, which elements are contributing to avoidable deaths in your hospital? Which are most relevant for General Medicine teams to focus on?

  2. After reviewing hospital data, conducting chart reviews, and other self-reflection activities, can you identify and quantify the number, severity, and type of adverse events that may have led to patient deaths? What quality issues are leading to these adverse events?

  3. Do these adverse events or quality issues occur more frequently during weekday, weekend, or night shifts? Can you identify other trends or themes?

  4. Use quality improvement (QI) tools (e.g., fishbone diagrams, 5 whys, etc.) to identify underlying root causes of adverse events and quality issues.

  5. When conducting a root cause analysis, ask yourself the following questions:

    a. What is causing these adverse events? Are themes emerging (e.g., medication errors, infections, inability to quickly identify deteriorating patient)?

    b. What practices or processes are contributing to these quality issues?

    c. What proportion of deaths were avoidable and what were the circumstances or causes?

    d. What are we doing well and how can we do this more often?

  6. What QI initiatives are a priority? Do they align with other initiatives related to patient safety, transitions of care, etc.?


1 NHS Institute for Innovation and Improvement. Reducing avoidable mortality [Internet]. Coventry (UK): The Institute; 2007 [cited 2022 Jan 4]. Available from: http://www.hqontario.ca/Portals/0/modals/qi/en/processmap_pdfs/resources_links/nhs%20reducing%20avoidable%20mortality%20-%20medical%20directors.pdf
2 Zimmerman R, Pierson S, McLean R, McAlpine A, Caron C, Morris B, et al. Aiming for zero preventable deaths: Using death review to improve care and reduce harm. Healthcare Quarterly. 2010;13(Sp):81-87. Available from: https://www.longwoods.com/content/21971/healthcare-quarterly/aiming-for-zero-preventable-deaths-using-death-review-to-improve-care-and-reduce-harm
3 Morgan DJ, Lomotan LL, Agnes K, McGrail L, Roghmann MC. Characteristics of healthcare-associated infections contributing to unexpected in-hospital deaths. Infect Control Hosp Epidemiol. 2010;31(8):864-6.
4 Escobar GJ, Liu VX, Schuler A, Lawson B, Greene JD, Kipnis P. Automated identification of adults at risk of in-hospital deterioration. N Engl J Med 2020;383:1951-60.



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Advanced Imaging

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Advanced Diagnostic Imaging

This indicator measures the number of diagnostic imaging tests (computed tomography [CT] scans, magnetic resonance imaging [MRI], and ultrasounds) performed during an inpatient admission to hospital. While imaging is necessary for diagnosing and guiding treatment, it is estimated that 20% to 50% of radiologic investigations are inappropriate.1 Determining the appropriateness of advanced imaging is complex and depends on patient characteristics, medical conditions, and symptoms being investigated.

The rapid evolution of imaging technology, long wait times for more appropriate tests, and a lack of communication between specialty clinicians, radiologists, and family physicians all exacerbate the issue.2 Conducting diagnostic imaging tests that are unlikely to alter clinical care or patient outcomes, as well as repetitive testing and “treatment cascades,” underpin inappropriate use of advanced diagnostic imaging procedures.2

Wait times related to diagnostic imaging tests and image guided procedures can lead to delayed diagnosis, adverse outcomes, and prolonged stay in hospital. Researchers in Toronto studied time-to-test for CT, MRI, ultrasounds, peripherally inserted centralized catheters (PICC), and the impact on length-of-stay and other major contributing factors.3 Where and when the imaging test was ordered, as well as the timing of test order relative to admission were important contributors to delays in time-to-test. Notably, patients whose tests were ordered on the ward or whose tests were ordered on a weekend waited longer for testing (especially CT scans) than patients in emergency or intensive care.3 Bartsch et al also showed that those in the lowest income neighborhoods, older patients, and those with more complexity had a longer time-to-test, and longer wait times meant a prolonged length of stay. While not studied in their report, other wait times, such as time to receive diagnostic reports from radiology or time from receipt of report to review by a GIM (general internal medicine) physician, as well as time to decision, may also impact patient care and length of stay.

Table 1: Change Ideas to Reduce Inappropriate Ordering of Advanced Imaging Procedures
Change Idea Key Action(s)
  1. Implement standardized requisitions, checklists, and processes for identifying inappropriate CT, MRI, and ultrasound requests
  • Collaborate with radiology (e.g., radiologists, technologists, and sonographers) to develop and implement standardized advanced imaging requisitions (with appropriateness checklists for clinical conditions)
  • Develop checklists that: (1) enable physicians to determine if the imaging procedure is necessary and identify clinical conditions which may not benefit from the test, and (2) enable physicians to educate and counsel patients
  • Strengthen communication between ordering physicians and radiologists, both at the time of test ordering and result reporting
  1. Leverage clinical decision support
  • Embed real-time guidance and algorithms for diagnostic imaging into e-health solutions, developing web-based systems of ordering CT, MRI, and ultrasound that incorporate current practice guidelines
  • Track ordering patterns in real time and provide regular feedback to clinicians
  1. Implement best practice recommendations to ensure appropriate use of advanced imaging
  • Follow guidelines from Choosing Wisely Canada4, which includes the following statements:
    • Don’t routinely obtain neuro-imaging studies (CT, MRI, or carotid dopplers) in the evaluation of simple syncope in patients with a normal neurological examination
    • Don’t routinely perform preoperative testing (such as chest X-rays, echocardiograms, or cardiac stress tests) for patients undergoing low risk surgeries
  • See Canadian Association of Radiologist referral guidelines
  • Develop materials to educate providers and patients about the pros and cons of diagnostic imaging
  1. Minimize delayed access to diagnostic imaging and reporting of results
  • Understand the patterns for your hospital – what is contributing to delays?
    • Examine your workflows for test prioritization
  • Collaborate with radiology to ensure patients have access to diagnostic imaging regardless of the time of day or the day of the week (weekend effect) the test is ordered, or the area of the hospital to which the patient is admitted
  • See Improving Access to Lifesaving Imaging Care for Canadians
    • Maintain a robust radiology workforce
    • Balance inpatient and outpatient testing, ensuring flexibility for both pre-booked and emerging testing
  • Establish standards for time-to-test and time-to-report within your hospital
  • Harness technology, such as AI (artificial intelligence), to increase capacity and efficiency
    • Use voice dictation software
    • Integrate information technologies related to imaging (PACS, RIS, scheduling software) with full interoperability with electronic medical records (EMR)
  • Collaborate with regional partners to optimize access to advanced imaging resources

Reflective Questions

As your division and interprofessional teams review Table 1, consider the following reflective questions and suggested actions:

  1. If overuse of advanced diagnostic imaging procedures is common at your facility:

    a. Reach out to physicians and nurse practitioners who are involved in ordering tests for inpatients

    b. Collaborate with appropriate services (e.g., laboratory) to identify quality issues, underlying root causes, as well as test and implement change initiatives

  2. How many CT scans, MRIs, and ultrasounds were requested and performed in general medicine at your hospital over the past 12 months? For which patient conditions are most advanced imaging tests ordered?

  3. Are there areas where general medicine teams and radiology teams agree there is inappropriate use? Are there areas where they disagree? What priorities can be set jointly?

  4. Understand your hospital’s patterns with respect to time-to-test, time-to-report results, and the impact of the timing (day, night, weekend) or where the test was ordered (e.g., ward, ED, or ICU). When are the busiest days and times?

  5. Use quality improvement tools (e.g., fishbone diagrams) to identify underlying root causes of inappropriate diagnostic imaging use.

  6. When conducting a root cause analysis, ask yourself the following questions:

    a. What practices or processes are contributing to these quality issues?

    b. What are we doing well and how can we do this more often?

    c. After reviewing hospital data, conducting chart reviews, and other activities, what is contributing to the inappropriate ordering of CT scans, MRIs, and ultrasounds?

  7. Which change ideas are most relevant to general medicine teams in your hospital? Which are the most feasible to implement?


1 Kjelle E, Andersen ER, Soril LJJ, van Bodegom-Vos L, Hofman BM. Interventions to reduce low-value imaging—a systematic review of interventions and outcomes. BMC Health Serv Res. 2021;21(983).
2 Canadian Agency for Drugs and Technologies in Health. Appropriate utilization of advanced diagnostic imaging procedures: CT, MRI, and PET/CT (environmental scan) [Internet]. Ottawa (ON); The Agency. 2013 Feb [cited 2022 Jan 4]. Available from: https://www.cadth.ca/media/pdf/PFDIESLiteratureScan_e_es.pdf
3 Bartsch E, Shin S, Roberts S, MacMillan TE, Fralick M, LIU JJ, et al. Imaging delays among medical inpatients in Toronto, Ontario: a cohort study. PLOS ONE 2023; 18(2): e0281327. https://doi.org/10.1371/journal.pone.0281327
4 Canadian Society of Internal Medicine. Internal Medicine: Eleven tests and treatments to question [Internet]. Toronto (ON); Choosing Wisely Canada. 2021 Jul [cited 2022 Apr 1]. Available from: https://choosingwiselycanada.org/internal-medicine



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Routine Bloodwork

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Routine Bloodwork

This indicator measures the number of routine blood tests (electrolytes and complete blood count [CBC]) conducted during an inpatient stay. Routine, repetitive blood work on clinically stable patients is unnecessary and may disturb sleep, reduce patient satisfaction, cause or worsen anemia, and increase the risk for adverse outcomes.1,2 It is estimated that laboratory testing influences 60% to 70% of medical decisions, which can lead to additional downstream testing and procedures.1

Studies revealed that bundled order sets, a fear of “missing something,” and physician habit contribute to inappropriate ordering of blood work and other diagnostics.1 Choosing Wisely Canada, which hosts of an initiative focused on reducing unnecessary treatment and tests, prepared Pause the Draws, a toolkit to help identify fundamental signals of overtesting.2

Table 1: Change Ideas to Reduce the Frequency of Routine Bloodwork
Change Idea Key Action(s)
  1. Understand the extent of the problem2
  • Collaborate with clinicians and laboratory partners to identify the scope of the issue and potential underlying quality issues, including:
    • Total number of routine tests performed per inpatient-day
    • Total volume of blood processed for routine tests per inpatient-day
    • Proportion of inpatients with routine bloodwork ordered for >3 consecutive days
    • Proportion of all CBCs that are ordered after 3 consecutive normal and/or stable values
  • Understand which interventions may best suit your general medicine team and hospital
  1. Educate staff
  • Develop education initiatives about the harms of repetitive blood draws and of the amount of repetitive testing occurring at your hospital (targeting clinicians, including physicians, residents, nurse practitioners, and nurses)3
  1. Modify Computerized Provider Order Entry (CPOE)
  • Change to the CPOE to support a restrictive ordering strategy
    • Remove “daily lab” option or substitute “daily x 3” with “daily x 1” option
  • Separate “bundled” tests (tests that have been bundled for convenience, but have different clinical indications; e.g., INR-PTT [international normalized ratio/prothrombin time])
  • Embed education and guidance (decision support) into order sets where possible

Reflective Questions

As your division and interprofessional teams reviews the above table, consider the following reflective questions and suggested actions:

  1. Understand ordering practices to help identify the signals of over-testing2:

    a. Do clinicians within general medicine believe it would be possible to decrease the amount of blood tests being done without negatively impacting patient care?

    b. Are blood tests ordered habitually rather than to answer a specific clinical question (even occasionally)?

    c. On admission, are blood tests typically ordered for a defined duration (e.g., CBC daily x 2 days) or are they open-ended standing orders?

    d. How common is it for blood work to be ordered for duration longer than 3 days? How about 5 days? Are they ever ordered without a clear stop date?

    e. Are there any work-arounds used by you or your colleagues to make ordering lab work easier?

  2. Which change ideas are relevant to your General Medicine teams? Which are feasible to address in your hospital?

  3. After reviewing hospital data, conducting chart reviews, and other self-reflection activities, can you identify the factors contributing to any inappropriate ordering of bloodwork?

  4. Use quality improvement (QI) tools (e.g., fishbone diagrams, 5 whys, etc.) to identify underlying root causes of inappropriate bloodwork.

  5. When conducting a root cause analysis, ask yourself the following questions:

    a. What practices or processes are contributing to these quality issues?

    b. What are we doing well and how can we do this more often?


1 Eaton KP, Levy K, Soong C, Pahwa AK, Petrilli C, Ziemba JB, et al. Evidence-based guidelines to eliminate repetitive laboratory testing. JAMA Intern Med. 2017;177(12):1833-9.
2 Choosing Wisely Canada. Pause the draws: a toolkit on reducing repetitive, “routine” blood draws in hospitals [Internet]. Toronto (ON): Choosing Wisely; 2019 [cited 2022 Jan 4]. Available from: https://choosingwiselycanada.org/wp-content/uploads/2017/10/CWC_BloodDraws_Toolkit.pdf
3 MacDonald EG, Saleh RR, Lee TC. Mindfulness-based laboratory reduction: Reducing utilization through trainee-led daily “time outs.” Am Journal Med. 2017;130(6):e241-e244.



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Appropriate Blood Transfusions

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Appropriate Blood Transfusion

Minimizing Inappropriate Blood Transfusions

Based on the Choosing Wisely recommendation, the appropriate blood transfusion indicator is the percentage of transfusions with pre-transfusion hemoglobin levels <80 g/L. Randomized control trials have demonstrated that for most patients, transfusions can be safely restricted to even lower thresholds of hemoglobin (<70 g/L), but the higher threshold of <80 g/L was chosen to allow individual clinical judgement around cases where levels may need to be higher due to conditions such as cardiac ischemia.1 Evidence shows that using a threshold for blood transfusions based on hemoglobin alone can still lead to inappropriate transfusions.2 Adverse events, such as infections, transfusion reactions, and increased morbidity and mortality in people receiving blood transfusions is well documented, as is the need to reduce unnecessary blood transfusions.3

For general medicine, opportunities for improvement are informed by understanding the extent to which modifiable risk factors drive transfusion decisions. Identifying and understanding the root cause(s) of the inappropriate blood transfusions is essential for informing quality improvement initiatives and improving patient care and outcomes.

Table 1: Change Ideas to Optimize Appropriate Blood Transfusions
Change Idea Key Action(s)
  1. Adopt a restrictive blood transfusion practice/policy, where appropriate
  • Avoid transfusions of red blood cells for hemoglobin (<80 g/L) or hematocrit thresholds in the absence of symptoms of active coronary disease, heart failure, stroke, massive hemorrhage, or trauma

Resources:

  1. Apply best practice guidelines for transfusion
  • Implement an evidence-based approach to the ordering of blood components using a restrictive transfusion strategy
  • Refrain from ordering red blood cells based on hemoglobin values alone
  • Consider red blood cell transfusion only when defined physiological indicators (including signs and symptoms) are not correctable by other modalities
    • Re-evaluate the patient and measure hemoglobin between EACH unit of blood
    • Monitor the change in hemoglobin AND the absolute hemoglobin level
  • Recommend national benchmarks
    • At least 65% of red blood cell transfusion episodes are single unit
    • At least 80% of inpatient red blood cell transfusions have a pre-transfusion Hb ≤80 g/L

Resources:

  1. Implement one or more of these key actions to create a successful blood management program4
  • Establish and adhere to evidence-based transfusion guidelines
  • Create clinical decision supports (e.g., evidence-based prompts during order entry, clinical service champions to reinforce behaviours and provide feedback)
  • Use GeMQIN reports to establish feedback mechanisms, provide peer to peer feedback, and to track data over time
  • Implement patient-focused strategies to minimize blood loss (e.g., antifibrinolytic medications, small volume blood draws, point of care testing)

Resources:

Reflective Questions

As your division and interprofessional team reviews Table 1, consider the following reflective questions:

  1. After reviewing the change ideas above, which elements are contributing to inappropriate blood transfusions at your hospital?
  2. Do you have a plan to review hospital data, conduct audits, and engage in other self-reflection activities to identify/verify/correct underlying reasons for inappropriate blood transfusion?
  3. Identify root causes using quality improvement (QI) tools (e.g., fishbone diagrams, 5 whys, etc.).
  4. When conducting a root cause analysis, ask yourself the following questions:

    a. What is causing variation in practice?

    b. What practices or processes (or lack thereof) are encouraging or enabling unnecessary blood transfusions?

    c. What is working well and how can we do this more often?

  5. Which teams or divisions can we partner with (e.g., laboratory medicine, hematology.)?

  6. Consider using this planning survey tool from Choosing Wisely Canada to help you identify which interventions may best suit your hospital. Work together or have all team members work through this survey together. You may find that different members of the team may answer the survey differently.


1 Villanueva C, Colomo A, Bosch A, Corcepción M, Hernandez-Gea V, Aracil C, et al. Transfusion strategies for acute upper gastrointestinal bleeding. NEJM. 2013;368(1):11-21.
2 Society for the Advancement of Blood Management, Inc. Transfusion overuse: Exposing an international problem and patient safety issue [Internet]. New Jersey: The Society. 2018 Aug [cited 2021 Nov]. Available from: https://www.sabm.org/wp-content/uploads/2018/08/Transfusion-Overuse.pdf
3 Mehta N, Murphy MF, Kaplan L, Levinson W. Reducing unnecessary red blood cell transfusion in hospitalized patients. BMJ. 2021;373:n830.
4 Guttendorf J. Implementing restrictive transfusion strategies to improve patient outcomes [Internet]. North Carolina: Critical Care Alert, Relias Media. 2018 Mar 1 [cited 2021 Nov]. Available from: https://www.reliasmedia.com/articles/142226-implementing-restrictive-transfusion-strategies-to-improve-patient-outcomes



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About

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About OurPractice Reports

Background

The OurPractice: General Medicine Reports were co-designed by Ontario Health and GEMINI, with the support of a guidance committee comprising physicians, subject matter experts, hospital administrators, and quality improvement leaders. These reports enable hospitals to confidentially see their general medicine clinical care patterns compared to those of their anonymized hospital peers participating in GeMQIN. The OurPractice: General Medicine Report can be used in conjunction with the physician-level MyPractice: General Medicine Reports to highlight areas of consistent high-quality care, while also identifying opportunities for improvement.

This OurPractice: General Medicine Report was only sent to your hospital's GeMQIN leads and will not be shared with any agencies or physician groups.

This report provides:

  • An overview of patient demographics and discharge diagnoses
  • Aggregate data on nine key quality indicators:
    • Total Length-of-Stay
    • Acute Length-of-Stay
    • Alternate Level of Care Days
    • 7-Day Readmission
    • 30-Day Readmission
    • In-Hospital Mortality
    • Advanced Imaging
    • Routine Bloodwork
    • Appropriate Blood Transfusion
  • Risk-adjusted assessments of hospital performance within the network
  • Risk-adjusted assessments of hospital performance for specific diagnoses
  • Reliable information based on clinical and administrative data, extracted from electronic hospital records and databases within your hospital and other network hospitals

This report DOES NOT provide:

  • Details about specific patients
  • Specific instructions for clinical care
  • Clinical judgement

Data Sources

Administrative and clinical data extracted from your hospital's electronic medical records systems were used to generate this report. Administrative databases that were used include: the National Ambulatory Care Reporting System (NACRS) database; the Discharge Abstract Database (DAD); and the Admission Discharge Transfer System (ADT).

How to Best View your Report

This report was optimized for 1080p screens on modern browsers such as Google Chrome, Microsoft Edge, and Mozilla Firefox in full screen mode. The report will read well on higher resolutions and will default to a mobile "scrollable" layout for resolutions less than 768p. For resolutions between 768p and 1080p, the report may be uncomfortable to read. Experimenting with the "zoom" feature on the browser may improve readability.

Additional Information

For more information about OurPractice: General Medicine Reports, please email us at GeMQIN@OntarioHealth.ca.


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How to Read OurPractice Reports

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How to Read OurPractice: General Medicine Reports

The provision of OurPractice: General Medicine Reports is designed to foster quality improvement (QI) efforts and promote optimal care in general medicine. Your confidential OurPractice: General Medicine Report presents data on your hospital's patients and clinical practice patterns, with risk-adjusted performance based on other hospitals within GeMQIN.

The data featured in this report are specific to your hospital, and can be used to help your hospital better understand your patient populations and practice patterns. Your GeMQIN QI team is encouraged to reflect on your hospital's data and think about practice change ideas from an interprofessional team perspective. In consultation with your general medicine physician group, your GeMQIN QI team is also encouraged to discuss these ideas with your hospital's senior leadership, and other departments including quality improvement and patient safety. Reviewing this report with your hospital's decision support team may also be helpful in improving data capture and reporting.


Note:

This report may be used to develop a project for participation in the College of Physicians and Surgeons of Ontario's Quality Improvement Partnerships for Hospitals Program. Participation in this program will exempt physicians from the College's Quality Improvement requirements for five years and they may be eligible for up to 12 Continuing Professional Development credits. More information is available on the College of Physicians and Surgeons of Ontario webpage.


The top banner of the OurPractice General Medicine Report includes tabs for the following sections:

  • Overview - A summary of your hospital's practice for each indicator and is designed to act as a dashboard for easy navigation through the report. You can always go back to this tab to find any information you need.
  • Our Patients - Demographic information about your hospital's patients and their discharge diagnoses
  • Indicators - Includes a drop-down list of nine performance indicators, each of which can be selected to view detailed information about your hospital's patients and clinical practices for that indicator. Indicator pages include unadjusted and/or risk-adjusted data on how your hospital compares to other hospitals within GeMQIN. You can navigate between the indicators using the dropdown list or by using the arrows found on the sides of each page.
  • Quality Improvement - Includes change ideas and suggested key actions relevant to the quality indicators in the report. These QI resources are intended to help drive quality improvement interventions in your hospital.
  • Help - Contains information to help guide and interpret your report. It includes background information about the OurPractice Reports, guidance on how to read your report, and frequently asked questions (FAQs).

More information about the data, quality indicator calculations, and risk adjustment are available in the OurPractice Background and Indicator Details document.


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FAQ

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Frequently Asked Questions

What has changed since the previous report?


Why is my report formatted incorrectly?


Why are some data not shown in the report?


Which patients are included in this report?


Where do these data come from?


How do we know these data are reliable?


Which hospitals are included in this report?


How were the quality indicators chosen?


How were the quality indicators calculated?


Why does the report include both 30-day and 7-day readmission rates?


Why do the 30-day and 7-day readmission indicators exclude mental health?


What does it mean for quality indicators to be risk-adjusted?


What risk adjustment was applied to each quality indicator?


How are risk-adjusted values used to assess hospitals?


How do I interpret risk-adjusted numbers?


Why are my unadjusted numbers different than my risk-adjusted numbers?


Why are numbers modified from my previous report?


How do we group hospitalizations into diagnosis groups?


How do we define your hospital's region?


What are the limitations to the interpretation and use of these data?


What are the considerations for COVID-19 when interpreting this report?

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