In working within the parameters of the SaferHealth Care Now bundle what have we within Sunrise been able to do to increase patients safety. By looking at indicators of infection we have been able to set up improvement projects to work towards a goal of zero clean surgical site infections. This session is to describe three of these improvement projects.
Prevention of Surgical Site Infection- SSI [compatibility mode]drnahla
Infection Control Guidelines for Prevention of Surgical Site Infection- SSI
Dr. NAHLA ABDEL KADERوMD, PhD.
INFECTION CONTROL CONSULTANT, MOH
INFECTION CONTROL CBAHI SURVEYOR
Infection Control Director, KKH.
Preventing Infection during Surgery is important. Standard Guidelines help team work on the same page. An update on various preventive strategy is discussed.
This focuses on the Consensus Recommendations on the Prevention and Management of Surgical Site Infections in the Philippine Setting by Saguil, Bermudez, Antonio and Cochon, PJSS 2017.
Prevention of Surgical Site Infection- SSI [compatibility mode]drnahla
Infection Control Guidelines for Prevention of Surgical Site Infection- SSI
Dr. NAHLA ABDEL KADERوMD, PhD.
INFECTION CONTROL CONSULTANT, MOH
INFECTION CONTROL CBAHI SURVEYOR
Infection Control Director, KKH.
Preventing Infection during Surgery is important. Standard Guidelines help team work on the same page. An update on various preventive strategy is discussed.
This focuses on the Consensus Recommendations on the Prevention and Management of Surgical Site Infections in the Philippine Setting by Saguil, Bermudez, Antonio and Cochon, PJSS 2017.
Objectives:
•Learn about the current of SSI prevention in Canada
•Review the updated SSI-GSK
•Compare CPSI SSI-GSK to national and international literature
Management of post operative wound infectionBashir BnYunus
post operative wound infection now surgical site infection is a common post operative complication especially in developing countries and the 2nd most common nosocomial infection. it leads to prolong hospital stay among other complications
This presentation was done by RUTAYISIRE François Xavier and ISHIMWE Diane, medical students at University of RWANDA School of Medicine and pharmacy, department of medicine and surgery. They did it while they were in Year 4 (Doctorate2), under supervision of Dr Ntakiyiruta Georges,Mmed,FCSECSA. It tell us about what a surgical safety checklist is, and why is it important in surgical field.
This presentation was prepared by RUTAYISIRE François Xavier and ISHIMWE Diane, Medical students in Year 4(Doctorate 2) at University of RWANDA school of medicine and Pharmacy, Department of Medicine and Surgery. we did the work under supervision of Dr Ntakiyiruta Georges,Mmed,FCSECSA
Objectives:
•Learn about the current of SSI prevention in Canada
•Review the updated SSI-GSK
•Compare CPSI SSI-GSK to national and international literature
Management of post operative wound infectionBashir BnYunus
post operative wound infection now surgical site infection is a common post operative complication especially in developing countries and the 2nd most common nosocomial infection. it leads to prolong hospital stay among other complications
This presentation was done by RUTAYISIRE François Xavier and ISHIMWE Diane, medical students at University of RWANDA School of Medicine and pharmacy, department of medicine and surgery. They did it while they were in Year 4 (Doctorate2), under supervision of Dr Ntakiyiruta Georges,Mmed,FCSECSA. It tell us about what a surgical safety checklist is, and why is it important in surgical field.
This presentation was prepared by RUTAYISIRE François Xavier and ISHIMWE Diane, Medical students in Year 4(Doctorate 2) at University of RWANDA school of medicine and Pharmacy, Department of Medicine and Surgery. we did the work under supervision of Dr Ntakiyiruta Georges,Mmed,FCSECSA
Patient-centric technology moves surgical care beyond the hospital walls. Presented by Rachel Vickery, SHI Global, at HINZ 2014, 12 November 2014, 12pm, Marlborough Room
EWMA 2013-Ep446-ULTRASONIC ASSISTED WOUND DEBRIDEMENT – AN AUSTRALIAN EXPERIENCEEWMA
Gillian Butcher1,Theresa Swanson2, Loreto Pinnuck1, Meagan Shannon3
1.Monash Health, Melbourne Australia
2.South West Healthcare, Warrnambool Australia 3.Peninsula Health, Melbourne Australia
Improving Surgical Safety and Patient OutcomesC Daniel Smith
Keynote talk delivered at New Jersey Hospital Association Seminary on Improving Surgical Safety & Patient Outcomes held on September 25, 2013 at their Conference Center in Princeton New Jersey. Over physicians, administrators, nurses and perioperative services providers in attendance.
training of medical personnel and ensuring their quality assessment system for medical practice .
how to achieve accreditation nationally and international
Surgery Resident clinical seminar on day case surgery presented to the department of surgery, Niger Delta University Teaching Hospital, Okolobiri, Bayelsa State
Changing practice through knowledge translation and implementation science.
Have you asked, told, taught and begged, but your hand hygiene results aren’t changing as quickly as you want? Changing practice is hard! Join CPSI on May 4th for an interactive webinar exploring the fundamentals of knowledge translation and the efforts of Public Health Ontario to change practice through this innovative science. We will also look at how you can impact patient and family hand hygiene efforts through the successful use of campaigns.
As you may know, Virginia Mason Medical Center (VMMC) in Seattle was one of the first health care organizations to implement Lean methods and principles. You may also know that they have successfully been using these improvement tools originally designed for manufacturing to improve quality and safety. What may surprise you is that they have also unleashed the creativity of their staff, providers, and patients, by integrating innovation tools and methods with Lean. Through powerful stories and concrete examples, Paul Plsek will share how VMMC has created a culture of innovation, providing tools for everyone to think differently about their work and radically transform the care and services they provide.
This session will bust the myth that creative thinking is a rare gift, bestowed on only a special few. Anyone and everyone can think creatively. Take advantage of this unique opportunity to learn, from Paul Plsek, how to recapture your own capacity for creative thinking and unleash the creative energy of those you work with. Find out how formal and informal leaders can contribute to a culture that supports everyone in the organization to think differently about their work, and to find innovative ways to improve that work every day.
The CDM-QIP session relates directly to both Better Care and Better Health and will focus on how the program helps clinicians across Saskatchewan to manage chronic conditions in their patients. The current chronic conditions included in the program are Diabetes and Coronary Artery Disease and will be expanding to include COPD and congestive heart failure. The presentation will include a demonstration CDM-QIP, an overview of its delivery and information regarding participation for those who want to sign up. A clinician will discuss how they have used CDM-QIP in their practice to benefit their patients. Early results generated by the program will be shared.
An ongoing 7-year partnership between the University of Saskatchewan and LutherCare Communities provides an opportunity for health professions students in the “Longitudinal Elderly Person Shadowing (LEPS) Project” to learn with, from and about their senior partners through a series of social events and structured small group visits. Participating students learn about health issues associated with aging, gain an appreciation for events that have shaped their senior partners’ lives, examine their own attitudes towards older adults and aging, and experience the benefits and challenges of working in interprofessional teams, while participating seniors enjoy sharing their wealth of knowledge and experience with the students whom they find to be professional and full of vitality.
Clients and family members are credible and powerful sources of information when trying to understand the quality of care we provide in the Saskatoon Health Region. By having a trained patient advisor actually go and speak to the patients about their experience, we are getting never before seen response rates, and a wealth of meaningful quantitative and qualitative data from which to base our improvement efforts on.
Food is very important to the quality of life for elders in long-term care. (Viveky et al.2013) Due to the lack of standards in mealtime management education, a Regina Qu’Appelle Health Region (RQHR) dietitian worked in partnership with Regina Lutheran Home and Medical Media to develop a mealtime management video to enhance the training and education of staff (care assistants, nursing staff, food service workers, etc.) working with adults living in long term care (LTC) homes. During each stage of development this video, dieticians and other health care-professionals working in LTC from across Canada were consulted and feedback was incorporated. The video focuses on providing a safe, nutritious, and pleasurable meal experience for all residents. This video was developed for all departments in LTC to train both new and existing staff. The video is 12 minutes in length and after initial evaluation will be accessible internationally. This video can ensure that all LTC staff receive high quality education on basic mealtime management. The purpose of this session is to provide highlights of the development of the project, show excerpts of the video, present the research findings from a student-led pilot project, and discuss future goals.
If you want to learn more about how and why Saskatchewan is using Lean in health care, join us for this introductory session. During the Quality Summit, you will hear about various Lean tools, concepts and principles, and this session will serve as a quick primer for you, covering some “lean essentials” to enhance your Summit experience!
Visual Management is a lean communication tool to help keep focus on priority initiatives in the workplace as well as keeping your thumb on the pulse of daily operations. I will take you through the evolution of one areas visibility management system and how this has now spread through all divisions of our Pathology and Laboratory Medicine Department to become standard work. You will take away ideas and inspiration to incorporate this communication system in your workplace. Success comes from ensuring the loop of communication goes full circle from leadership to front line and back to leadership for full understanding.
In June 2013, a medical student research project was conducted which looked to characterize how long patients waited in line before being registered and triaged. This study took place at Royal University Hospital and St. Paul’s Hospital. This project inspired RPIW #51, which was aimed at reducing patient lead time at the emergency department in SPH. RPIW #51 successfully reduced the lead time from patients entering the ED to being assigned a bed by 50%. Audience members will learn how a research project translated into an RPIW that greatly improved multiple aspects of the patient experience in St. Paul’s ED.
The Patient & Family Care Experience Program pairs first year medical and pharmacy students with patient / family advisors over a six month period. Students learn firsthand what it’s like for patients and families to journey through our system. In this unique program, students have the opportunity to understand the role that patient and family members have as valuable members of the health care team, and to gain insight into how their health challenges have altered their lives. Come hear about the program and how it’s shaping the patient and family-centred culture of our future care providers.
More from Saskatchewan Health Care Quality Summit (20)
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
Welcome to Secret Tantric, London’s finest VIP Massage agency. Since we first opened our doors, we have provided the ultimate erotic massage experience to innumerable clients, each one searching for the very best sensual massage in London. We come by this reputation honestly with a dynamic team of the city’s most beautiful masseuses.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
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Working Towards Eliminating Surgical Site Infections
1. Working Towards Eliminating Surgical Site Infections
Jason Parkvold RN, BSN and Diane McDougall RN BA, BSN
SUNRISE HEALTH REGION
www.qualitysummit.ca
#QS14
2. Faculty/Presenter Disclosure
Faculty: Jason Parkvold RN, BSN and Diane McDougall RN BA, BSN
Relationships with commercial interest:
• Warming Devices for trial (3M)
• Dressings for Trail (Convatec)
3. Disclosure of Commercial Support
• This program has received in-kind support from [3M Canada] in the form of
[Educational training and warming equipment for trial]
• This program has received in-kind support from [Convatec] in the form of
[Educational training and two boxes of dressings for the trial]
Potential for Conflict(s) of Interest:
• [3M Canada and Convatec][developed/licenses/distributes/benefits from the
sale of] a product that will be discussed in this program: [Bear Hugger Warmers
and AQUACEL Surgical Dressings]
4. Mitigating Potential Bias
• No financial incentive has been provided to either of the presenters. Only the
equipment or supplies used during the trial were provided to the health region by
either company. Contracts are in place to purchase any supplies found beneficial
after the trials ended.
5. Who are we?
•We are a medium sized
health provider in Eastern
Saskatchewan.
•We service a population of
approximately 60,000 people
within the health region.
•We also provide surgical
services to a large area of
Western Manitoba.
6. Why did Sunrise undertake this the Surgical
Site Infection (SSI) project
• We set out to reduce the issues
of time and suffering that
patients endure with a post
surgical infection.
• As well we wanted to look at
ways to reduce the unnecessary
use of health region resources to
treat people who develop a
Surgical Site Infections by
stopping them from occurring.
7. How do you Identify the issues?
• We used the Canadian Patient Safety Institute SSI bundle.
• SSI indicators that were being used to identify infections Provincially,
Nationally and Internationally.
• Set up surveillance standards based on the criteria found in this
research.
• Talked with Staff and Physicians.
8. Where did we begin?
• We picked the two high risk surgeries
noted in the literature that we
perform. Colorectal surgery and
Caesarian Sections.
• We did a 6 month retrospective data
analysis of all of these surgeries from
2010 so that we could have a baseline
to compare our ongoing surgical data.
• We began monthly auditing of all
cases in these two surgical categories.
9. What did we find?
• We found trends that needed work:
• Inter-operative temperatures were being
recorded infrequently and many of our
patients were hypothermic after surgery
• Rates of infection were higher in our
clean (little or no bacterial contamination)
surgical cases than our dirty (Moderate to
High contamination ) surgical cases
• We rarely gave patients prophylactic
antibiotics within the hour prior to the
initial cut being performed
10. What did this lead us to do?
• We first focused on our temperature
readings
• We instituted a policy that stated any
surgery over 30 minutes would require an
inter-operative temperature to be taken.
• We provided the surgical team with
esophageal temperature probes
• With the data from these successes we
were then able to assess that
approximately 20-25 percent of our patients
were hypothermic in any given quarter of
the year.
11. • We then looked at what we were
doing to keep these patients
warm
• We gave warmed fluids
• Covered them with warmed
blankets
• The temperature of the theaters
is very difficult to regulate so it
tends to vary through out the
year depending on the external
temperature
• We had a warming blanket
placed on the table under the
patient’s back
12. • None of these interventions was
enough to stop 20-25% of our
patient population from coming out
of the theater cold
• We looked at what other systems
were available to help us keep the
patients warm
• We found that the current company
whose equipment we had in the
theater made a total body warming
device “Bear Paws units”
• We decided to trial it to see what
kind of difference it would make
25
75
Hypothermic Patients
Throughout the Surgical
Procedure
Hypothermic
13. • We ran a trial on 30
clients
• We used our normal
temperature monitoring
protocol on all of these
clients
• These clients could be
warmed prior to surgery,
while surgery occurred
and post surgery
14. • What we found was that 90% of
clients maintained normal body
temperature 36-38 degrees
• Of the 10% that did not maintain
normal body temperature only
one client was hypothermic
through out the inter-operative
period
• All clients (100%) prior to
leaving recovery had returned to
the normal body temperature
range
10
90
Normothermia during the Surgical
Procedure
Hypothermia
Normothermic
15. Antibiotics within 60 minutes
• We also focused in on timely
antibiotic administration
• This was noted to be an issue
and was the focus of one of our
first Mistake Proofing Projects
• What was found was that we
were providing antibiotic
prophylaxis to our surgical
patients within 60 minutes to
less than 30% of our patients
30
70
Prophylactic Antibiotics
Within 60
Minutes
Outside 60
Minutes
16. Why was this?
• Well it was a combination of
issues
• Different standing order sets
from our surgeon’s
• The use of multiple antibiotics
prior to surgery
• No consistent method of
informing the unit preparing the
patient of the time patient
would enter the theater
17. What did we do?
•We standardized order sets
for Colorectal and C-Section
procedures for all surgeons
•We tried multiple PDSAs on
the best method of
communicating when patient
will be entering theater
•We started using surgical
pause to ensure antibiotic
started prior to incision
18. • We did multiple sets of staff and
physician education on why it was
important to have the antibiotics
delivered within 60 minutes
• We had pharmacy research
appropriate drug administration
rates for the staff so that they could
meet the time requirements with
multiple drugs
• As of Dec 2013 our rate of
appropriate antibiotic prophylaxis is
now 93% and we continue to look at
ways to improve this number.
93
7
Propholactic Antibiotic Rate
Within 60
Minutes
Outside 60
Minutes
19. Wound Management
• Our final improvement process has
been to trial alternate dressings for
our C-Section patients
• The reason for this is that a C-Section
should never be a dirty procedure
• This surgical category consistently
had our highest rate of Surgical
infections
• The majority of these infections were
superficial infections
20. • Looking at the indicators for this
procedure it became clear that
two indicators showed up on the
majority of the SSI cases
• The indicators were weight
above 70 KG and removal of
dressing within 24 hours
• As well most of these cases were
discharged home within 48
hours of the procedure
occurring
21. • Since most of the infections
occurred within 7-10 days of the
procedure what could we do?
• Our current practice at the time
was to apply a standard dressing
and generally remove it at 24
hours
• This wound would then be
cleaned and have a dressing
spray applied
• The patient would then
generally be discharged home
22. • A search of the current literature
was done as well as discussions
with other health regions
around the province
• What was found was that there
was no set protocol for wound
management within the
literature let alone the province
• Through the search of the
literature what was found was a
dressing that allowed good
mobility, was waterproof and
provided a physical barrier
23. How could we change this process?
• We could look for a dressing that
stayed intact for a longer time
period
• One that was an active barrier to
bacteria and waterproof so that
it would allow the patients to
have an active lifestyle once
discharged
• A trial of the “Aquacel” dressing
was planned
24. • One surgeon trialed the dressing while the other two Obstetricians
decided to maintain their current practice
• They provided us with wonderful groups to compare the results
• In the trial group we had 15 surgeries. Out of this group we had 1
infection and this dressing we had difficulties getting proper adhesion
of the dressing.
• In the current practice group we had 17 surgeries and 3 infections.
1
14
Trial Patients
Infections
Total Cases
3
14
Current Practice
Infections
Total Cases
25. • The difference in the rate between the two surgical groups was 62%
more surgical infections for the current practice.
• Since running this trial we have had a second Obstetrician and a
locum Obstetrician start using this dressing.
• As well we have had interest in our General Surgery program in
starting to use this dressing in our abdominal cases with an open
incision.
26. What has been the impact of these changes?
• We have had comments from patients:
• “I have never before came out of surgery and been warm”
• “I couldn’t even tell where my incision was as there was no redness
along the spot where they cut”
• “ The dressing allowed me to shower when ever I wanted to once I
got home”
27. • Staff comments:
• “The dressings are easy to use”
• “The warming device is easy to control and can be turned off once
patient maintains normal temperature in the recovery period”
• “I am seeing good wound bed healing in my office on follow up visits”
• System improvements:
• Noted reduction of C-Section infections in the quarter the dressing
trial was conducted
28. Cost savings for treatment of each one of
those infections:
• The reduction of at least one
antibiotic prescription
• The reduction of at least one
Physician/Outpatient visit
• Not needing Home Care Services
providing wound care
• Not incurring a readmission
and/or a possible further OR
procedure
• 2 Dollars – 380 Dollars Per
Prescription
• 33.20 Dollars – 230 Dollars Per
visit
• 20 Dollars – 300 Dollars Per visit
• 418 Dollars – 1319 Dollars Per
bed day (not including
treatments)
• All Costs are ranges: actual cost
will vary
29. Sooner Safer Smarter – Patient First :
• Saving to the patient:
• No Extra lost work time for the patients due to an infection after
surgery
• No costly trips for additional health care services
• No additional stress about the ongoing healing process
The lowest cost of possibly treating a SSI would be $35 - 40: this would be for 1 inexpensive prescription and 1 physician office visit.
The other side of the scale can be in a 6 figure range (100,000 +) with readmission into an ICU with Multiple drugs and months of time to treat .
The average uncomplicated superficial wound generally involves at least two visits to see a physician and at least one antibiotic.
The average complicated superficial wound will require one possibly two antibiotics multiple physician visits and home care treatment.
The severely complicated superficial wound will require multiple antibiotics, Home Care, possible readmission and OR intervention.
Deep and Organ space wounds generally require multiple antibiotics, readmission, and OR intervention and are much more costly.