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"Quantum Physics and Hospital Library Assessment"

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  • This talk was inspired by the movie/documentary entitled, What the bleep do we know”. Essentially, it is about discovering the endless possibilities for altering your everyday reality and seeing your work from a different perspective-the quantum level
  • Assessment according to local institutional values points us where to go. Dashboard and Patient Safety Goals of your institution can change annually. If possible, show how increased library efforts/outreach help with that year’s goals. Track institutional results.
  • Pick a piece to assessment/ Focus. Every time you refer someone to your physicians or hospital, count it. Or if they use your library to “Find a Physician”
  • How much money are you saving via consortiums? How much do you spend on nursing certification materials? How much is a certified nurse worth versus a noncertifiied one. How much does that return on the costs of your materials? There may be salary data you can use to cost this. Don’t hesitate.
  • Beginning Oct. 1, 2008 CMS will no longer provide reimbursement over and above the typical Inpatient Prospective payment rate for care required to battle several hospital-acquired infections They note these could “reasonably have been prevented via the use of EB guidelines”. Failing to use the evidence for care will now cost your institution money! Examples include UTI, central line infections, wrong site surgery, pressure ulcers, etc.
  • There are 28 Never events that are never supposed to happen-such as leaving surgical instruments inside a patient. As this cover shows, never happen do happen. The new different will be that CMS will no longer pay for them or the extra costs they incur.
  • Could the nurse have found this herself? She hadn’t and she came to me. Here’s a good example for an annual report or budget time.
  • This data is also reported in Hospital Compare. My hospital is the blue line. This report is available on the web. Doing well has many repercussions in terms of P4P, public perception and competition. P4P will be impacting the hospital’s bottom line. Show how you help or can help contribute to this bottom line performance.
  • They just published an article on benchmarking document delivery: How long does it take to get an article? In National Network 32 (4): April, 2008. it’s important to have a benchmark for library services for comparison in the literature.
  • Used with permission
  • Assess your role in medication error prevention and effective drug utilization-a very high cost area. Count every drug-related search, article or request received. If your hospital doesn’t already have a DIC, they may embrace the chance to promote a ”new” service without much additional funding or space. It is another area where the potential for ROI is large.
  • This slogan used to be a button I wore.
  • Hospital Library Section List Section has some info on Survey Monkey
  • Searches shifting to Search Assists, Share results onsite in your hospital’s Quality Fair as well as with librarians. Need for EB practice for library standards in hospital. MLA project.
  • To achieve ANCC Magnet recognition, the hospital Must demonstrate…This affords many opportunities for libraries and librarians to become involved in the provision of evidence and training.
  • Hospitals continually face challenges to manage their “cost-per-case”. How can we measure our impact on cost per case?

"Quantum Physics and Hospital Library Assessment" "Quantum Physics and Hospital Library Assessment" Presentation Transcript

  • Quantum Physics and Hospital Library Assessment Michele Klein-Fedyshin, M.S.L.S. Health Sciences Library System University of Pittsburgh UPMC Shadyside
  • Change Your Perspective
    • Take it to a molecular level . Electrons move from one level to another, but it requires energy.
    • Release your Molecular attractions : To a policy, procedure
    • See your world as a place with endless possibilities surrounding you- in the center
  • Assessment in Hospital Libraries
    • Rule #1 Look at it from a Molecular level-Assessment must be locally relevant .
    • Evaluate using your institution’s annual goals and objectives
    • Watch for “Dashboard” topics in the red at management meetings
    • Incorporate Patient Safety Goals your institution has targeted
  • Subatomic “Pick-a-Piece” Approach Rule 2
    • Focus on a specific service or area , rather than generic library services satisfaction
    • Service focus might include:
      • Turnaround time for patient-related articles
      • Turnaround time for patient-related searches
      • Use of the library for patient education or by patients
      • Return on Investment (ROI)-how many patients are referred to the hospital physicians or services by the library
  • Focus Areas to Consider
    • Financial impact of local consortiums
    • Impact of Library Services on bottom line : LOS, recruitment & retention, mandatory competencies, nursing specialty certification
    • Use of Library by ED, or other department
    • Counting in relation to Clinical Care
      • Count calls from units for services, articles, information
      • Cultivate nurses-highest group of new users
      • Automate request forms and put them online or on EHR
      • Put Ask-a-Librarian as an e-mail or web option
  • Valuing Evidence
  • Pay for Performance- Never Events
    • Hospitals stand to lose incentive pay for a list of “never” events
    • Libraries can help maintain reimbursements for specified incentive areas
    • Here’s how we “Go Local”,
  • Library Case Study-Assessment against Local Goals
    • Due to P4P, our hospital wants to reduce or remove Foley catheters. They have established a nursing committee to determine criteria
    • The Chair runs into the library for a STAT search on this as the committee awaits across the hall
    • I find and retrieve this article from PubMed and our online subscription
  • ROI
    • PubMed is free-no costs for the database
    • Research the cost of Medsurg Nursing
    • The search took about 15 minutes of my time
    • The costs savings from this committee’s protocol could be worth hundreds and thousands of dollars. I hope to stay in contact with the committee and track the results of their work.
  • Hospital Compare Graph
  • Case Study of Document Delivery Assessment in Hospital Library
    • Used with permission of Karen Roth and Thomas Hill.
    • Study title: Electronic DD and its connection to patient care in the hospital
      • Clocked mean delivery time, tested delivery time for actual requests, send survey using SurveyMonkey) to customers
      • Results: 94% agreed speedy delivery is important for clinical care
      • 98% received them in time
  • Case Study-CHI Justification
    • To justify a CHI Library to administration, KD Profitt used this graph and the argument:
    • Adults with health insurance from employers have the highest health literacy.
    • Patients’ with high health literacy obtain their information from written sources (books, magazines, brochures)
    • Point -The library attracts well insured, case-mix friendly patients to the hospital in support of its bottom line
  • Library as Drug Information Center ?
    • Many hospital pharmacists obtain their information from their hospital library or its DB’s
    • Some libraries collect drug journals for hospital-wide use
    • Patients also come to the library for drug information
    • Can you add Drug Information Center to your name?
  • “ The Web changes everything ”
    • Assessing e-services is the newest challenge, but important as we move “from collections to connections”.
    • Web usage statistics, Ask a Librarian analysis, use of chat for reference, remote access to e-journals and databases all supply data. How has your user base changed with the advent of multiple access points for resources?
  • Electronic Assessment Methods
    • SurveyMonkey
    • Zoomerang
    • Web Statistics functions for databases
    • Badge Reader reports
    • “ Hits” on “Ask A Librarian”, E-Journals, your web site
    • How many request arrives via the hospital’s EHR system?
    • How often do you e-mail your search results?
  • Evidence-Based Librarianship
    • Starts with you!
    • Benchmarking data for comparisons
    • Benchmark against self as well. Are you services increasing, changing?
    • Is information essential? How do we prove it?
    • Personalize it-Hand it to the CFO, research his/her needs, sit down at breakfast with them
  •  
  • Magnet Status
    • Can pull you into the limelight, onto Research Councils and into new services
    • Magnet Status is highly valued by nurses and administrators
    • Sit on the EBP/Research Council, present to them, help write the Magnet documents
    • Policies and Procedures reflect literature
    • Adjust your collection to their needs; seek funding if needed
  • Magnet Provisions
    • “ Research/Evidence-Based Practice
    • The nursing organization must be able to demonstrate the presence of well- established and operationalized structures and processes for research and evidence-based practice . The Nursing Research Council/Committee or a similar type of structure must be well established.
    • The outcomes from the council or committee must demonstrate how nursing research and evidence-based practice is supported and implemented throughout the organization.
  • Case Study-Challenge
    • Cost per Case
    • Is the hospital meeting its targeted cost per case?
    • What impact do library services have on cost per case?
    • Do admissions having library services reduce the cost per case?
    Red- Below desired goal Yellow- Approximating desired goal Green- Exceeding desire goal
  • Change Energy Levels
    • It takes energy to move to a new, higher E level in an atom
    • Libraries are no different
    • Pick a project, focus your evaluation, and announce your results in and out of your institution
  • Just who do you think you are?
    • And at the end of the day, when the administrator asks just who you think you are, you can reply,
  • Tools for your Use
    • A list of resources and references from my talk is in the back of the room.