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What Works in Readmissions Reduction

How Hospitals Improve Performance

Bibliographic Data

ID9102925
AuthorsAmanda L Brewster (0000-0003-4024-5830, Department of Health Policy and Management, Yale School of Public Health, corresponding author), Emily Cherlin (0000-0002-9209-9954, corresponding author), Emily J Cherlin (Department of Health Policy and Management, Yale School of Public Health), Chima D Ndumele (0000-0002-4887-0043, Department of Health Policy and Management, Yale School of Public Health, corresponding author), Diane Collins (Yale-New Haven Hospital, New Haven, CT), Diane M Collins (0000-0003-0646-0457, Yale New Haven Hospital), James Burge (0000-0002-6646-7071, Boston University), James F Burgess (Center for Healthcare Organization and Implementation Research, VA Boston Healthcare System), Martin P Charns (0000-0002-7102-5331, Center for Healthcare Organization and Implementation Research, VA Boston Healthcare System), Elizabeth H Bradley (0000-0003-2592-2741, Department of Health Policy and Management, Yale School of Public Health, corresponding author), Leslie A Curry (Department of Health Policy and Management, Yale School of Public Health), Leslie Curry (0000-0002-3419-4654, corresponding author)
Year2016
Volume54
Issue6
Pages600-607
Publication date2016-06-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueMedical Care (JOURNAL)
Journal identifiersISSN: 0025-7079 • E-ISSN: 1537-1948
PublisherOvid Technologies (Wolters Kluwer Health) (PUBLISHER)
DOI10.1097/mlr.0000000000000530
PMID27050446
OpenAlexW2342358648
LanguageEN
Citations received3
References cited45

BACKGROUND: Hospitals across the United States are pursuing strategies to reduce avoidable readmissions but the evidence on how best to accomplish this goal is mixed, with no specific clinical practice shown to reduce readmissions consistently. Changes to hospital organizational practices, a key component of context, also may be critical to improving performance on readmissions, but this has not been studied. OBJECTIVE: The aim of this study was to understand how high-performing hospitals improved risk-stratified readmission rates, and whether their changes to clinical practices and organizational practices differed from low-performing hospitals. DESIGN: This was a qualitative study of 10 hospitals in which readmission rates had decreased (n=7) or increased (n=3). PARTICIPANTS: A total of 82 hospital staff drawn from hospitals that had participated in the State Action on Avoidable Readmissions quality improvement initiative. RESULTS: High-performing hospitals were distinguished by several organizational practices that facilitated readmissions reduction, that is, collective habits of action or interpretation shared by organization members. First, high-performing hospitals reported focused efforts to improve collaboration across hospital departments. Second, they helped postacute providers improve care by sharing the hospital's clinical and quality improvement expertise and data. Third, high performers enthusiastically engaged in trial and error learning to reduce readmissions. Fourth, they emphasized that readmissions represented bad outcomes for patients, de-emphasizing the role of financial penalties. Both high-performing and low-performing hospitals had implemented most clinical practice changes commonly recommended to reduce readmissions. CONCLUSIONS: Our findings highlight several organizational practices that hospitals may be able to use to enhance the effectiveness of their readmissions reduction efforts

Best practice · Business · Context (archaeology) · Family medicine · Health care · Medical emergency · MEDLINE · Patient safety · Quality (philosophy) · Quality management · Congenital Heart Disease Studies · Heart Failure Treatment and Management · Marketing · Medicine · Nursing · Transplantation: Methods and Outcomes

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Unique citing works3
Citations per year0,33
Citation span2017 - 2021 (5)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 3
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