Bryn Nelson, PhD

In 2009, 338-bed South Fulton Medical Center in Atlanta offered only limited inpatient neurological services. Then along came telemedicine. A plan developed by Karim Godamunne, MD, MBA, SFHM, in conjunction with Atlanta-based Eagle Hospital Physicians, supplied the medical center with on-call teleneurologists working in concert with the HM program, under Dr. Godamunne’s direction.

In the first full year of the program, the medical center increased its volume of stroke patients by 80%. The successful integration of telemedicine and hospital medicine, in conjunction with neurology and nursing, has become a template for a soon-to-be-launched partnership with a hospital in Tennessee. 

“So it’s really a multidisciplinary, systemized approach to stroke care,” Dr. Godamunne says.

Some telemedicine programs use remote-controlled robots, such as InTouch Health’s RP-7, that can be driven to the bedside of a patient with a suspected stroke. Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville, says impressive gains in imaging may be making even that futuristic-seeming technique obsolete. Telemedicine already is using more portable monitors—and in the near future, perhaps, iPads—as visual conduits. A linked system that delivers high-resolution CT and MRI scan results can help Dr. Jensen and stroke neurologists look for hemorrhaging or a large evolving infarction in patients at 25-bed Bath Community Hospital, a two-hour drive to the other side of Virginia’s Blue Ridge Mountains.

After confirming the absence of both complications, a stroke neurologist can give the all-clear for delivery of IV tPA, while Dr. Jensen can determine whether a patient is a candidate for interarterial tPA or mechanical extraction of the clot. And for cases that require it, secure “cloud-based” applications that use the power of the Internet can let multiple providers have a virtual meeting and reach a joint decision about patient care without leaving behind sensitive data that could be fodder for misuse.

“The technology, it’s just developing at such an incredible speed. And I find that very exciting,” Dr. Jensen says.

As the telestroke concept expands, medical centers are departing from the typical hub-and-spoke model in which a large central institution provides services for a ring of rural or underserved areas. Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the 214-bed Mayo Clinic in Jacksonville, Fla., says the clinic’s partnership with 201-bed Parrish Medical Center in Titusville, Fla., about 130 miles to the south, is with a facility that’s nearly the same size.

“Because of local neurologists not being enthusiastic about covering emergency cases, telemedicine is now expanding into larger centers where there’s a shortage of inpatient neurology coverage,” Dr. Barrett explains.

Local hospitalists are central to the model’s success, he says, because most of the ischemic stroke patients aren’t falling under the traditional “drip and ship” method, in which they’re treated remotely, then transferred to tertiary-care centers with neurological expertise. The telemedicine-aided ability to manage more patients locally, Dr. Barrett says, is ultimately better for them, their families, and the hospital.

Bryn Nelson is a freelance medical writer in Seattle.

In 2009, 338-bed South Fulton Medical Center in Atlanta offered only limited inpatient neurological services. Then along came telemedicine. A plan developed by Karim Godamunne, MD, MBA, SFHM, in conjunction with Atlanta-based Eagle Hospital Physicians, supplied the medical center with on-call teleneurologists working in concert with the HM program, under Dr. Godamunne’s direction.

In the first full year of the program, the medical center increased its volume of stroke patients by 80%. The successful integration of telemedicine and hospital medicine, in conjunction with neurology and nursing, has become a template for a soon-to-be-launched partnership with a hospital in Tennessee. 

“So it’s really a multidisciplinary, systemized approach to stroke care,” Dr. Godamunne says.

Some telemedicine programs use remote-controlled robots, such as InTouch Health’s RP-7, that can be driven to the bedside of a patient with a suspected stroke. Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville, says impressive gains in imaging may be making even that futuristic-seeming technique obsolete. Telemedicine already is using more portable monitors—and in the near future, perhaps, iPads—as visual conduits. A linked system that delivers high-resolution CT and MRI scan results can help Dr. Jensen and stroke neurologists look for hemorrhaging or a large evolving infarction in patients at 25-bed Bath Community Hospital, a two-hour drive to the other side of Virginia’s Blue Ridge Mountains.

After confirming the absence of both complications, a stroke neurologist can give the all-clear for delivery of IV tPA, while Dr. Jensen can determine whether a patient is a candidate for interarterial tPA or mechanical extraction of the clot. And for cases that require it, secure “cloud-based” applications that use the power of the Internet can let multiple providers have a virtual meeting and reach a joint decision about patient care without leaving behind sensitive data that could be fodder for misuse.

“The technology, it’s just developing at such an incredible speed. And I find that very exciting,” Dr. Jensen says.

As the telestroke concept expands, medical centers are departing from the typical hub-and-spoke model in which a large central institution provides services for a ring of rural or underserved areas. Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the 214-bed Mayo Clinic in Jacksonville, Fla., says the clinic’s partnership with 201-bed Parrish Medical Center in Titusville, Fla., about 130 miles to the south, is with a facility that’s nearly the same size.

“Because of local neurologists not being enthusiastic about covering emergency cases, telemedicine is now expanding into larger centers where there’s a shortage of inpatient neurology coverage,” Dr. Barrett explains.

Local hospitalists are central to the model’s success, he says, because most of the ischemic stroke patients aren’t falling under the traditional “drip and ship” method, in which they’re treated remotely, then transferred to tertiary-care centers with neurological expertise. The telemedicine-aided ability to manage more patients locally, Dr. Barrett says, is ultimately better for them, their families, and the hospital.

Bryn Nelson is a freelance medical writer in Seattle.

In 2009, 338-bed South Fulton Medical Center in Atlanta offered only limited inpatient neurological services. Then along came telemedicine. A plan developed by Karim Godamunne, MD, MBA, SFHM, in conjunction with Atlanta-based Eagle Hospital Physicians, supplied the medical center with on-call teleneurologists working in concert with the HM program, under Dr. Godamunne’s direction.

In the first full year of the program, the medical center increased its volume of stroke patients by 80%. The successful integration of telemedicine and hospital medicine, in conjunction with neurology and nursing, has become a template for a soon-to-be-launched partnership with a hospital in Tennessee. 

“So it’s really a multidisciplinary, systemized approach to stroke care,” Dr. Godamunne says.

Some telemedicine programs use remote-controlled robots, such as InTouch Health’s RP-7, that can be driven to the bedside of a patient with a suspected stroke. Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville, says impressive gains in imaging may be making even that futuristic-seeming technique obsolete. Telemedicine already is using more portable monitors—and in the near future, perhaps, iPads—as visual conduits. A linked system that delivers high-resolution CT and MRI scan results can help Dr. Jensen and stroke neurologists look for hemorrhaging or a large evolving infarction in patients at 25-bed Bath Community Hospital, a two-hour drive to the other side of Virginia’s Blue Ridge Mountains.

After confirming the absence of both complications, a stroke neurologist can give the all-clear for delivery of IV tPA, while Dr. Jensen can determine whether a patient is a candidate for interarterial tPA or mechanical extraction of the clot. And for cases that require it, secure “cloud-based” applications that use the power of the Internet can let multiple providers have a virtual meeting and reach a joint decision about patient care without leaving behind sensitive data that could be fodder for misuse.

“The technology, it’s just developing at such an incredible speed. And I find that very exciting,” Dr. Jensen says.

As the telestroke concept expands, medical centers are departing from the typical hub-and-spoke model in which a large central institution provides services for a ring of rural or underserved areas. Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the 214-bed Mayo Clinic in Jacksonville, Fla., says the clinic’s partnership with 201-bed Parrish Medical Center in Titusville, Fla., about 130 miles to the south, is with a facility that’s nearly the same size.

“Because of local neurologists not being enthusiastic about covering emergency cases, telemedicine is now expanding into larger centers where there’s a shortage of inpatient neurology coverage,” Dr. Barrett explains.

Local hospitalists are central to the model’s success, he says, because most of the ischemic stroke patients aren’t falling under the traditional “drip and ship” method, in which they’re treated remotely, then transferred to tertiary-care centers with neurological expertise. The telemedicine-aided ability to manage more patients locally, Dr. Barrett says, is ultimately better for them, their families, and the hospital.

Bryn Nelson is a freelance medical writer in Seattle.

Stroke specialists like to say that “time is brain.” With an emphatic focus on those first few critical hours, however, it’s sometimes easy to overlook the vital role that hospitalists play in the days, weeks, and months that follow.

A recent study in The Neurohospitalist suggests that compared to community-based neurologists, practitioners of neurohospital medicine can reduce the length of stay for patients with ischemic stroke.¹ A separate study, however, suggests that similar success might have come at a price for their less-specialized hospitalist counterparts.² Among stroke patients, the latter study found that while the HM model is also associated with a reduced length of stay, it is associated with increased discharges to inpatient rehabilitation centers instead of to home, and higher readmission rates.

In sum, the evidence raises questions about whether rank-and-file hospitalists are adequately equipped to deal with a disease that is a core competency for the profession and ranks among the top sources of adult disability in the United States, at an estimated cost of $34.3 billion in 2008.³

“I think there’s been a mismatch between the training of the average hospitalist and then the expectations for the amount of neurological care they end up delivering once in practice,” says David Likosky, MD, SFHM, director of the stroke program at Evergreen Hospital Medical Center in Kirkland, Wash. “When surveyed, it’s been shown that hospitalists feel that care of stroke is one of the areas with which they’re least comfortable once they get out into practice.” Over the past decade, several studies have reinforced the notion of a training deficit.^4,5

Demographic trends suggest that getting up to speed will be imperative, however. “One alarming thing we’re seeing is strokes among individuals that are not in the elderly group, and that group seems to be increasing at an alarming rate,” says Daniel T. Lackland, PhD, professor of epidemiology and neurosciences at the Medical University of South Carolina in Charleston. Hospitals are seeing more ischemic stroke patients in their 40s and 50s, likely a reflection of risk factors such as hypertension, diabetes, and hyperlipidemia that are occurring earlier in life. And because those patients are younger, the aftermath of a stroke could linger for decades.

Dr. Lackland

Although the stroke mortality rate is declining in the U.S., statistics find that about 14% of all patients diagnosed with an initial stroke will have a second one within a year, placing continued strain on a healthcare system already stretched thin.⁶ Hospitalists, Dr. Lackland says, have an “ideal” opportunity to help build up and improve that system, potentially yielding significant cost savings along with the dramatic improvement in quality of life. Making the most of that opportunity, though, will require a solid understanding of multiple trends that are quickly transforming stroke care delivery.

Time Is of the Essence

Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the Mayo Clinic in Jacksonville, Fla., says hospitals are focusing more and more on a metric known as “door-to-needle time.” The goal is to treat at least half of incoming ischemic stroke patients with intravenous tissue-type plasminogen activator (IV tPA) within the first 60 minutes after onset of symptoms.

Dr. Barrett

The American Heart Association/American Stroke Association has reinforced the message with its Get With the Guidelines Stroke Program. A recent analysis suggested the program has led to more timely tPA administration and, in turn, better patient outcomes (the program is funded in part through the Bristol-Myers Squib/Sanofi Pharmaceutical Partnership).⁷

At the same time, clinical research has widened the window for IV tPA delivery from three hours to 4.5 hours for certain patients after the onset of symptoms. Dr. Barrett says “strong evidence” from the European Cooperative Acute Stroke Study III has convinced most clinicians, and the FDA is expected to follow suit in officially approving the extension.⁸ As more stroke centers become certified, the use of IV tPA has increased accordingly.

Patients who have missed the time window or are not good candidates for IV tPA can still be aided by interarterial tPA at the site of the clot up to six hours after the onset of symptoms. Dr. Likosky says the treatment option should be of particular interest to hospitalists, given that strokes can occur post-operatively and in other patients who cannot receive IV tPA because of bleeding risk.

For up to eight hours after the onset of symptoms, mechanical clot removal techniques have shown continued efficacy at revascularizing affected areas, with some newer options also offering greater promise of improving patient outcomes. Even with the prospects of declining complication rates, however, “evaluating and initiating treatment in a timely fashion is still going to be one of the most important predictors of outcome,” Dr. Barrett says.

After the initial intervention, hospitalists often are the go-to providers for anticipating and preventing common post-stroke complications, such as aspiration pneumonia, VTE from immobilization, and other infections. The proper use of anti-platelet agents and high-dose statins, also falling solidly within the HM realm, can pay big dividends if used consistently.

Meanwhile, newer studies and clinical observations are widening the scope of considerations that should be on every hospitalist’s radar. Here are a few cited by stroke experts:

Permissive hypertension. After an ischemic stroke, the benefit of permissive hypertension is still widely misunderstood. Perhaps counterintuitively, high blood pressure after a stroke can help protect the area of the brain that is damaged but not yet dead, sometimes called the penumbra. “I highlight this because I think it’s a common mistake, that internists are very used to high blood pressure being a bad thing,” says Andrew Josephson, MD, associate professor of clinical neurology and director of the neurohospitalist program at the University of California at San Francisco (UCSF) Medical Center. “And in general, it is; it’s a cause of stroke. But once somebody has a stroke, in the acute period, it’s important to allow the blood pressure to be high.”

Atrial fibrillation. The accepted role of atrial fibrillation in stroke is evolving. Research suggests that the common but often preventable arrhythmia is an important cause of stroke in about 15% to 20% of cases.⁹ By the time of hospital discharge, however, Dr. Josephson says physicians haven’t established a cause in about 1 in 4 cases. For these “cryptogenic strokes,” he says, doctors have long suspected that atrial fibrillation not picked up during the initial EKG or by the monitoring with cardiac telemetry could be a major cause.

Recent observations suggest that a longer monitoring period of up to 30 days may uncover atrial fibrillation in a sizable fraction of those patients, highlighting the importance of keeping a close eye on stroke patients both in the hospital and beyond. “It’s very important to identify, because atrial fibrillation changes what we do for folks to prevent a second stroke,” Dr. Josephson explains. Instead of anti-platelet medicine like aspirin, patients with atrial fibrillation often receive anticoagulants like warfarin, or the more recently approved dabigatran and rivaroxaban.

Transient ischemic attack. Improvements in imaging techniques like MRI have likewise begun to shift how stroke patients are treated. For example, Dr. Likosky says, medicine is moving away from a time-based definition of transient ischemic attack (TIA), in which symptoms resolve within 24 hours, to a tissue-based definition. Recent MRI imaging has uncovered evidence of a new infarction in more than half of patients initially diagnosed with TIA.¹⁰

“If they do have an infarction on their scan, even if they had symptoms that only lasted for five minutes, that’s a stroke,” Dr. Josephson says. And even a true TIA, he says, represents “a kind of stroke where you got really lucky and you’re not left with deficits, but the risk is still very high.” Accordingly, more patients with TIA are being admitted to the hospital to receive a full workup and preventive treatment. “We think that by evaluating these people urgently, we can reduce the risk of having a stroke by maybe 75% over a three-month time period,” Dr. Josephson says.

Hemorrhagic stroke. To date, the vast majority of patients with hemorrhagic stroke (which accounts for only 13% of all stroke cases) have been managed by neurosurgeons and neurologists. But here, too, Dr. Likosky says the picture could be changing. Recent findings that surgical treatment of intracranial hemorrhaging might not benefit many patients could shift the care paradigm toward a medical management strategy that involves more hospitalists.

Innovations Aplenty

The increasing complexity of stroke care and uneven distribution of resources and expertise have helped fuel several important innovations in delivery, most notably telestroke and neurohospital medicine. Both are being driven, in part, by an increased awareness of time-sensitive interventions and a frequent lack of on-site neurologists at smaller and more rural facilities. If telestroke programs are expanding the reach of neurologists, neurohospitalists are helping to fill the gaps in inpatient stroke care.

Amid the changes, one element is proving a necessary constant: a team approach that relies heavily on the HM emphasis on quality metrics, intensive monitoring, and careful coordination. Who better to lead the charge than hospitalists, says Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville. “They’re the ones who are in the hospital, and when these patients go bad, they go bad fast,” she says.

More broadly, Dr. Jensen says, hospitalists should get in on the ground floor when their facility seeks certification as a primary or a comprehensive stroke center. “And they need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done,” she says.

As healthcare reform efforts are making clear, the responsibility doesn’t end after discharge, either. The Affordable Care Act includes a hospital readmission reduction program that will kick in this October, with penalties for hospitals posting unacceptably high 30-day readmission rates. Amy Kind, MD, PhD, assistant professor of medicine in the Division of Geriatrics at the University of Wisconsin School of Medicine and Public Health in Madison, is convinced that a key contributor to high rehospitalization rates among stroke patients may be the woefully incomplete nature of discharge communication.

[Hospitalists] need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done.

—Mary E. Jensen, MD, professor of radiology and neurosurgery, University of Virginia, Charlottesville

Dr. Kind, for example, has found a disturbing pattern in communication regarding issues like dysphagia, a common complication among stroke patients and an important risk factor for pneumonia. Countering the risk usually requires such measures as putting patients on a special diet or elevating the head of their bed. “We looked at the quality of the communication of that information in discharge summaries, and it’s just abysmal. It’s absolutely abysmal,” she says. Without clear directives to providers in the next setting of care, such as a skilled-nursing facility, patients could be erroneously put back on a regular diet and aspirate, sending them right back to the hospital.

As one potential solution, Dr. Kind’s team is developing a multidisciplinary stroke discharge summary tool that automatically imports elements like speech-language pathology and dietary recommendations. Although most discharge communication may focus on more visible issues and interventions, Dr. Kind argues that some of the “bread and butter” concerns might ultimately prove just as important for long-term patient outcomes.

Karim Godamunne, MD, MBA, SFHM, vice president of clinical systems integration and medical director of Eagle Hospital Physicians in Atlanta, sees telemedicine as another potential tool to help reach patients after discharge, especially those who haven’t received follow-up care from a primary-care physician (PCP). “We need to be the champions at our hospitals for improving care processes, and we need to work in partnership with the nurses and the other professionals,” Dr. Godamunne says. “As a group, we can really make a difference, and stroke is one of those areas in which we can truly contribute.”

Bryn Nelson is a freelance medical writer in Seattle.

References

1. Freeman WD, Dawson SB, Raper C, Thiemann K, et al. Neurohospitalists reduce length of stay for patients with ischemic stroke. The Neurohospitalist. 2011;1(2): 67-70.
2. Howrey BT, Kuo Y-F, Goodwin JS. Association of care by hospitalists on discharge destination and 30-day outcomes after acute ischemic stroke. Medical Care. 2011;49(8): 701-707.
3. Roger VL, Go AS, Lloyd-Jones DM, et al. Heart disease and stroke statistics—2012 update: a report from the American Heart Association. Circulation. 2012;125:e2-e220.
4. Glasheen JJ, Epstein KR, Siegal E, Kutner JS, Prochazka AV. The spectrum of community-based hospitalist practice: a call to tailor internal medicine residency training. Arch Intern Med. 2007;167(7):727-728.
5. Plauth WH, Pantilat SZ, Wachter RM, Fenton CL. Hospitalists’ perceptions of their residency training needs: results of a national survey. Am J Med. 2001; 111(3):247-254.
6. Dickerson LM, Carek PJ, Quattlebaum RG. Prevention of recurrent ischemic stroke. Am Fam Physician. 2007; 76(3):382-388.
7. Fonarow GC, Smith EE, Saver JL, et al. Timeliness of tissue-type plasminogen activator therapy in acute ischemic stroke: patient characteristics, hospital factors, and outcomes associated with door-to-needle times within 60 minutes. Circulation. 2011;123(7):750-758.
8. Hacke W, Kaste M, Bluhmki E, Brozman M, et al. Thrombolysis with Alteplase 3 to 4.5 hours after acute ischemic stroke. N Engl J Med. 2008;359:1317-1329.
9. Lloyd-Jones D, Adams RJ, Brown TM, et al. Heart disease and stroke statistics—2010 update: a report from the American Heart Association. Circulation. 2010;121:e91.
10. Albers GW, Caplan LR, Easton JD, et al. Transient ischemic attack—proposal for a new definition. N Engl J Med. 2002;347(21):1713-1716.
11. Chimowitz MI, Lynn MJ, Derdeyn CP, et al. Stenting versus aggressive medical therapy for intracranial arterial stenosis. N Engl J Med. 2011;365:993-1003.

Stroke specialists like to say that “time is brain.” With an emphatic focus on those first few critical hours, however, it’s sometimes easy to overlook the vital role that hospitalists play in the days, weeks, and months that follow.

A recent study in The Neurohospitalist suggests that compared to community-based neurologists, practitioners of neurohospital medicine can reduce the length of stay for patients with ischemic stroke.¹ A separate study, however, suggests that similar success might have come at a price for their less-specialized hospitalist counterparts.² Among stroke patients, the latter study found that while the HM model is also associated with a reduced length of stay, it is associated with increased discharges to inpatient rehabilitation centers instead of to home, and higher readmission rates.

In sum, the evidence raises questions about whether rank-and-file hospitalists are adequately equipped to deal with a disease that is a core competency for the profession and ranks among the top sources of adult disability in the United States, at an estimated cost of $34.3 billion in 2008.³

“I think there’s been a mismatch between the training of the average hospitalist and then the expectations for the amount of neurological care they end up delivering once in practice,” says David Likosky, MD, SFHM, director of the stroke program at Evergreen Hospital Medical Center in Kirkland, Wash. “When surveyed, it’s been shown that hospitalists feel that care of stroke is one of the areas with which they’re least comfortable once they get out into practice.” Over the past decade, several studies have reinforced the notion of a training deficit.^4,5

Demographic trends suggest that getting up to speed will be imperative, however. “One alarming thing we’re seeing is strokes among individuals that are not in the elderly group, and that group seems to be increasing at an alarming rate,” says Daniel T. Lackland, PhD, professor of epidemiology and neurosciences at the Medical University of South Carolina in Charleston. Hospitals are seeing more ischemic stroke patients in their 40s and 50s, likely a reflection of risk factors such as hypertension, diabetes, and hyperlipidemia that are occurring earlier in life. And because those patients are younger, the aftermath of a stroke could linger for decades.

Dr. Lackland

Although the stroke mortality rate is declining in the U.S., statistics find that about 14% of all patients diagnosed with an initial stroke will have a second one within a year, placing continued strain on a healthcare system already stretched thin.⁶ Hospitalists, Dr. Lackland says, have an “ideal” opportunity to help build up and improve that system, potentially yielding significant cost savings along with the dramatic improvement in quality of life. Making the most of that opportunity, though, will require a solid understanding of multiple trends that are quickly transforming stroke care delivery.

Time Is of the Essence

Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the Mayo Clinic in Jacksonville, Fla., says hospitals are focusing more and more on a metric known as “door-to-needle time.” The goal is to treat at least half of incoming ischemic stroke patients with intravenous tissue-type plasminogen activator (IV tPA) within the first 60 minutes after onset of symptoms.

Dr. Barrett

The American Heart Association/American Stroke Association has reinforced the message with its Get With the Guidelines Stroke Program. A recent analysis suggested the program has led to more timely tPA administration and, in turn, better patient outcomes (the program is funded in part through the Bristol-Myers Squib/Sanofi Pharmaceutical Partnership).⁷

At the same time, clinical research has widened the window for IV tPA delivery from three hours to 4.5 hours for certain patients after the onset of symptoms. Dr. Barrett says “strong evidence” from the European Cooperative Acute Stroke Study III has convinced most clinicians, and the FDA is expected to follow suit in officially approving the extension.⁸ As more stroke centers become certified, the use of IV tPA has increased accordingly.

Patients who have missed the time window or are not good candidates for IV tPA can still be aided by interarterial tPA at the site of the clot up to six hours after the onset of symptoms. Dr. Likosky says the treatment option should be of particular interest to hospitalists, given that strokes can occur post-operatively and in other patients who cannot receive IV tPA because of bleeding risk.

For up to eight hours after the onset of symptoms, mechanical clot removal techniques have shown continued efficacy at revascularizing affected areas, with some newer options also offering greater promise of improving patient outcomes. Even with the prospects of declining complication rates, however, “evaluating and initiating treatment in a timely fashion is still going to be one of the most important predictors of outcome,” Dr. Barrett says.

After the initial intervention, hospitalists often are the go-to providers for anticipating and preventing common post-stroke complications, such as aspiration pneumonia, VTE from immobilization, and other infections. The proper use of anti-platelet agents and high-dose statins, also falling solidly within the HM realm, can pay big dividends if used consistently.

Meanwhile, newer studies and clinical observations are widening the scope of considerations that should be on every hospitalist’s radar. Here are a few cited by stroke experts:

Permissive hypertension. After an ischemic stroke, the benefit of permissive hypertension is still widely misunderstood. Perhaps counterintuitively, high blood pressure after a stroke can help protect the area of the brain that is damaged but not yet dead, sometimes called the penumbra. “I highlight this because I think it’s a common mistake, that internists are very used to high blood pressure being a bad thing,” says Andrew Josephson, MD, associate professor of clinical neurology and director of the neurohospitalist program at the University of California at San Francisco (UCSF) Medical Center. “And in general, it is; it’s a cause of stroke. But once somebody has a stroke, in the acute period, it’s important to allow the blood pressure to be high.”

Atrial fibrillation. The accepted role of atrial fibrillation in stroke is evolving. Research suggests that the common but often preventable arrhythmia is an important cause of stroke in about 15% to 20% of cases.⁹ By the time of hospital discharge, however, Dr. Josephson says physicians haven’t established a cause in about 1 in 4 cases. For these “cryptogenic strokes,” he says, doctors have long suspected that atrial fibrillation not picked up during the initial EKG or by the monitoring with cardiac telemetry could be a major cause.

Recent observations suggest that a longer monitoring period of up to 30 days may uncover atrial fibrillation in a sizable fraction of those patients, highlighting the importance of keeping a close eye on stroke patients both in the hospital and beyond. “It’s very important to identify, because atrial fibrillation changes what we do for folks to prevent a second stroke,” Dr. Josephson explains. Instead of anti-platelet medicine like aspirin, patients with atrial fibrillation often receive anticoagulants like warfarin, or the more recently approved dabigatran and rivaroxaban.

Transient ischemic attack. Improvements in imaging techniques like MRI have likewise begun to shift how stroke patients are treated. For example, Dr. Likosky says, medicine is moving away from a time-based definition of transient ischemic attack (TIA), in which symptoms resolve within 24 hours, to a tissue-based definition. Recent MRI imaging has uncovered evidence of a new infarction in more than half of patients initially diagnosed with TIA.¹⁰

“If they do have an infarction on their scan, even if they had symptoms that only lasted for five minutes, that’s a stroke,” Dr. Josephson says. And even a true TIA, he says, represents “a kind of stroke where you got really lucky and you’re not left with deficits, but the risk is still very high.” Accordingly, more patients with TIA are being admitted to the hospital to receive a full workup and preventive treatment. “We think that by evaluating these people urgently, we can reduce the risk of having a stroke by maybe 75% over a three-month time period,” Dr. Josephson says.

Hemorrhagic stroke. To date, the vast majority of patients with hemorrhagic stroke (which accounts for only 13% of all stroke cases) have been managed by neurosurgeons and neurologists. But here, too, Dr. Likosky says the picture could be changing. Recent findings that surgical treatment of intracranial hemorrhaging might not benefit many patients could shift the care paradigm toward a medical management strategy that involves more hospitalists.

Innovations Aplenty

The increasing complexity of stroke care and uneven distribution of resources and expertise have helped fuel several important innovations in delivery, most notably telestroke and neurohospital medicine. Both are being driven, in part, by an increased awareness of time-sensitive interventions and a frequent lack of on-site neurologists at smaller and more rural facilities. If telestroke programs are expanding the reach of neurologists, neurohospitalists are helping to fill the gaps in inpatient stroke care.

Amid the changes, one element is proving a necessary constant: a team approach that relies heavily on the HM emphasis on quality metrics, intensive monitoring, and careful coordination. Who better to lead the charge than hospitalists, says Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville. “They’re the ones who are in the hospital, and when these patients go bad, they go bad fast,” she says.

More broadly, Dr. Jensen says, hospitalists should get in on the ground floor when their facility seeks certification as a primary or a comprehensive stroke center. “And they need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done,” she says.

As healthcare reform efforts are making clear, the responsibility doesn’t end after discharge, either. The Affordable Care Act includes a hospital readmission reduction program that will kick in this October, with penalties for hospitals posting unacceptably high 30-day readmission rates. Amy Kind, MD, PhD, assistant professor of medicine in the Division of Geriatrics at the University of Wisconsin School of Medicine and Public Health in Madison, is convinced that a key contributor to high rehospitalization rates among stroke patients may be the woefully incomplete nature of discharge communication.

[Hospitalists] need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done.

—Mary E. Jensen, MD, professor of radiology and neurosurgery, University of Virginia, Charlottesville

Dr. Kind, for example, has found a disturbing pattern in communication regarding issues like dysphagia, a common complication among stroke patients and an important risk factor for pneumonia. Countering the risk usually requires such measures as putting patients on a special diet or elevating the head of their bed. “We looked at the quality of the communication of that information in discharge summaries, and it’s just abysmal. It’s absolutely abysmal,” she says. Without clear directives to providers in the next setting of care, such as a skilled-nursing facility, patients could be erroneously put back on a regular diet and aspirate, sending them right back to the hospital.

As one potential solution, Dr. Kind’s team is developing a multidisciplinary stroke discharge summary tool that automatically imports elements like speech-language pathology and dietary recommendations. Although most discharge communication may focus on more visible issues and interventions, Dr. Kind argues that some of the “bread and butter” concerns might ultimately prove just as important for long-term patient outcomes.

Karim Godamunne, MD, MBA, SFHM, vice president of clinical systems integration and medical director of Eagle Hospital Physicians in Atlanta, sees telemedicine as another potential tool to help reach patients after discharge, especially those who haven’t received follow-up care from a primary-care physician (PCP). “We need to be the champions at our hospitals for improving care processes, and we need to work in partnership with the nurses and the other professionals,” Dr. Godamunne says. “As a group, we can really make a difference, and stroke is one of those areas in which we can truly contribute.”

Bryn Nelson is a freelance medical writer in Seattle.

References

1. Freeman WD, Dawson SB, Raper C, Thiemann K, et al. Neurohospitalists reduce length of stay for patients with ischemic stroke. The Neurohospitalist. 2011;1(2): 67-70.
2. Howrey BT, Kuo Y-F, Goodwin JS. Association of care by hospitalists on discharge destination and 30-day outcomes after acute ischemic stroke. Medical Care. 2011;49(8): 701-707.
3. Roger VL, Go AS, Lloyd-Jones DM, et al. Heart disease and stroke statistics—2012 update: a report from the American Heart Association. Circulation. 2012;125:e2-e220.
4. Glasheen JJ, Epstein KR, Siegal E, Kutner JS, Prochazka AV. The spectrum of community-based hospitalist practice: a call to tailor internal medicine residency training. Arch Intern Med. 2007;167(7):727-728.
5. Plauth WH, Pantilat SZ, Wachter RM, Fenton CL. Hospitalists’ perceptions of their residency training needs: results of a national survey. Am J Med. 2001; 111(3):247-254.
6. Dickerson LM, Carek PJ, Quattlebaum RG. Prevention of recurrent ischemic stroke. Am Fam Physician. 2007; 76(3):382-388.
7. Fonarow GC, Smith EE, Saver JL, et al. Timeliness of tissue-type plasminogen activator therapy in acute ischemic stroke: patient characteristics, hospital factors, and outcomes associated with door-to-needle times within 60 minutes. Circulation. 2011;123(7):750-758.
8. Hacke W, Kaste M, Bluhmki E, Brozman M, et al. Thrombolysis with Alteplase 3 to 4.5 hours after acute ischemic stroke. N Engl J Med. 2008;359:1317-1329.
9. Lloyd-Jones D, Adams RJ, Brown TM, et al. Heart disease and stroke statistics—2010 update: a report from the American Heart Association. Circulation. 2010;121:e91.
10. Albers GW, Caplan LR, Easton JD, et al. Transient ischemic attack—proposal for a new definition. N Engl J Med. 2002;347(21):1713-1716.
11. Chimowitz MI, Lynn MJ, Derdeyn CP, et al. Stenting versus aggressive medical therapy for intracranial arterial stenosis. N Engl J Med. 2011;365:993-1003.

Stroke specialists like to say that “time is brain.” With an emphatic focus on those first few critical hours, however, it’s sometimes easy to overlook the vital role that hospitalists play in the days, weeks, and months that follow.

A recent study in The Neurohospitalist suggests that compared to community-based neurologists, practitioners of neurohospital medicine can reduce the length of stay for patients with ischemic stroke.¹ A separate study, however, suggests that similar success might have come at a price for their less-specialized hospitalist counterparts.² Among stroke patients, the latter study found that while the HM model is also associated with a reduced length of stay, it is associated with increased discharges to inpatient rehabilitation centers instead of to home, and higher readmission rates.

In sum, the evidence raises questions about whether rank-and-file hospitalists are adequately equipped to deal with a disease that is a core competency for the profession and ranks among the top sources of adult disability in the United States, at an estimated cost of $34.3 billion in 2008.³

“I think there’s been a mismatch between the training of the average hospitalist and then the expectations for the amount of neurological care they end up delivering once in practice,” says David Likosky, MD, SFHM, director of the stroke program at Evergreen Hospital Medical Center in Kirkland, Wash. “When surveyed, it’s been shown that hospitalists feel that care of stroke is one of the areas with which they’re least comfortable once they get out into practice.” Over the past decade, several studies have reinforced the notion of a training deficit.^4,5

Demographic trends suggest that getting up to speed will be imperative, however. “One alarming thing we’re seeing is strokes among individuals that are not in the elderly group, and that group seems to be increasing at an alarming rate,” says Daniel T. Lackland, PhD, professor of epidemiology and neurosciences at the Medical University of South Carolina in Charleston. Hospitals are seeing more ischemic stroke patients in their 40s and 50s, likely a reflection of risk factors such as hypertension, diabetes, and hyperlipidemia that are occurring earlier in life. And because those patients are younger, the aftermath of a stroke could linger for decades.

Dr. Lackland

Although the stroke mortality rate is declining in the U.S., statistics find that about 14% of all patients diagnosed with an initial stroke will have a second one within a year, placing continued strain on a healthcare system already stretched thin.⁶ Hospitalists, Dr. Lackland says, have an “ideal” opportunity to help build up and improve that system, potentially yielding significant cost savings along with the dramatic improvement in quality of life. Making the most of that opportunity, though, will require a solid understanding of multiple trends that are quickly transforming stroke care delivery.

Time Is of the Essence

Kevin Barrett, MD, MSc, assistant professor of neurology and stroke telemedicine director at the Mayo Clinic in Jacksonville, Fla., says hospitals are focusing more and more on a metric known as “door-to-needle time.” The goal is to treat at least half of incoming ischemic stroke patients with intravenous tissue-type plasminogen activator (IV tPA) within the first 60 minutes after onset of symptoms.

Dr. Barrett

The American Heart Association/American Stroke Association has reinforced the message with its Get With the Guidelines Stroke Program. A recent analysis suggested the program has led to more timely tPA administration and, in turn, better patient outcomes (the program is funded in part through the Bristol-Myers Squib/Sanofi Pharmaceutical Partnership).⁷

At the same time, clinical research has widened the window for IV tPA delivery from three hours to 4.5 hours for certain patients after the onset of symptoms. Dr. Barrett says “strong evidence” from the European Cooperative Acute Stroke Study III has convinced most clinicians, and the FDA is expected to follow suit in officially approving the extension.⁸ As more stroke centers become certified, the use of IV tPA has increased accordingly.

Patients who have missed the time window or are not good candidates for IV tPA can still be aided by interarterial tPA at the site of the clot up to six hours after the onset of symptoms. Dr. Likosky says the treatment option should be of particular interest to hospitalists, given that strokes can occur post-operatively and in other patients who cannot receive IV tPA because of bleeding risk.

For up to eight hours after the onset of symptoms, mechanical clot removal techniques have shown continued efficacy at revascularizing affected areas, with some newer options also offering greater promise of improving patient outcomes. Even with the prospects of declining complication rates, however, “evaluating and initiating treatment in a timely fashion is still going to be one of the most important predictors of outcome,” Dr. Barrett says.

After the initial intervention, hospitalists often are the go-to providers for anticipating and preventing common post-stroke complications, such as aspiration pneumonia, VTE from immobilization, and other infections. The proper use of anti-platelet agents and high-dose statins, also falling solidly within the HM realm, can pay big dividends if used consistently.

Meanwhile, newer studies and clinical observations are widening the scope of considerations that should be on every hospitalist’s radar. Here are a few cited by stroke experts:

Permissive hypertension. After an ischemic stroke, the benefit of permissive hypertension is still widely misunderstood. Perhaps counterintuitively, high blood pressure after a stroke can help protect the area of the brain that is damaged but not yet dead, sometimes called the penumbra. “I highlight this because I think it’s a common mistake, that internists are very used to high blood pressure being a bad thing,” says Andrew Josephson, MD, associate professor of clinical neurology and director of the neurohospitalist program at the University of California at San Francisco (UCSF) Medical Center. “And in general, it is; it’s a cause of stroke. But once somebody has a stroke, in the acute period, it’s important to allow the blood pressure to be high.”

Atrial fibrillation. The accepted role of atrial fibrillation in stroke is evolving. Research suggests that the common but often preventable arrhythmia is an important cause of stroke in about 15% to 20% of cases.⁹ By the time of hospital discharge, however, Dr. Josephson says physicians haven’t established a cause in about 1 in 4 cases. For these “cryptogenic strokes,” he says, doctors have long suspected that atrial fibrillation not picked up during the initial EKG or by the monitoring with cardiac telemetry could be a major cause.

Recent observations suggest that a longer monitoring period of up to 30 days may uncover atrial fibrillation in a sizable fraction of those patients, highlighting the importance of keeping a close eye on stroke patients both in the hospital and beyond. “It’s very important to identify, because atrial fibrillation changes what we do for folks to prevent a second stroke,” Dr. Josephson explains. Instead of anti-platelet medicine like aspirin, patients with atrial fibrillation often receive anticoagulants like warfarin, or the more recently approved dabigatran and rivaroxaban.

Transient ischemic attack. Improvements in imaging techniques like MRI have likewise begun to shift how stroke patients are treated. For example, Dr. Likosky says, medicine is moving away from a time-based definition of transient ischemic attack (TIA), in which symptoms resolve within 24 hours, to a tissue-based definition. Recent MRI imaging has uncovered evidence of a new infarction in more than half of patients initially diagnosed with TIA.¹⁰

“If they do have an infarction on their scan, even if they had symptoms that only lasted for five minutes, that’s a stroke,” Dr. Josephson says. And even a true TIA, he says, represents “a kind of stroke where you got really lucky and you’re not left with deficits, but the risk is still very high.” Accordingly, more patients with TIA are being admitted to the hospital to receive a full workup and preventive treatment. “We think that by evaluating these people urgently, we can reduce the risk of having a stroke by maybe 75% over a three-month time period,” Dr. Josephson says.

Hemorrhagic stroke. To date, the vast majority of patients with hemorrhagic stroke (which accounts for only 13% of all stroke cases) have been managed by neurosurgeons and neurologists. But here, too, Dr. Likosky says the picture could be changing. Recent findings that surgical treatment of intracranial hemorrhaging might not benefit many patients could shift the care paradigm toward a medical management strategy that involves more hospitalists.

Innovations Aplenty

The increasing complexity of stroke care and uneven distribution of resources and expertise have helped fuel several important innovations in delivery, most notably telestroke and neurohospital medicine. Both are being driven, in part, by an increased awareness of time-sensitive interventions and a frequent lack of on-site neurologists at smaller and more rural facilities. If telestroke programs are expanding the reach of neurologists, neurohospitalists are helping to fill the gaps in inpatient stroke care.

Amid the changes, one element is proving a necessary constant: a team approach that relies heavily on the HM emphasis on quality metrics, intensive monitoring, and careful coordination. Who better to lead the charge than hospitalists, says Mary E. Jensen, MD, professor of radiology and neurosurgery at the University of Virginia in Charlottesville. “They’re the ones who are in the hospital, and when these patients go bad, they go bad fast,” she says.

More broadly, Dr. Jensen says, hospitalists should get in on the ground floor when their facility seeks certification as a primary or a comprehensive stroke center. “And they need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done,” she says.

As healthcare reform efforts are making clear, the responsibility doesn’t end after discharge, either. The Affordable Care Act includes a hospital readmission reduction program that will kick in this October, with penalties for hospitals posting unacceptably high 30-day readmission rates. Amy Kind, MD, PhD, assistant professor of medicine in the Division of Geriatrics at the University of Wisconsin School of Medicine and Public Health in Madison, is convinced that a key contributor to high rehospitalization rates among stroke patients may be the woefully incomplete nature of discharge communication.

[Hospitalists] need to make sure that the hospital isn’t just trying to get the sexy elements—the guy with the cath or the gal with the cath who can pull the clot out—but that they have a complete program that involves the care of the patient after they’ve had the procedure done.

—Mary E. Jensen, MD, professor of radiology and neurosurgery, University of Virginia, Charlottesville

Dr. Kind, for example, has found a disturbing pattern in communication regarding issues like dysphagia, a common complication among stroke patients and an important risk factor for pneumonia. Countering the risk usually requires such measures as putting patients on a special diet or elevating the head of their bed. “We looked at the quality of the communication of that information in discharge summaries, and it’s just abysmal. It’s absolutely abysmal,” she says. Without clear directives to providers in the next setting of care, such as a skilled-nursing facility, patients could be erroneously put back on a regular diet and aspirate, sending them right back to the hospital.

As one potential solution, Dr. Kind’s team is developing a multidisciplinary stroke discharge summary tool that automatically imports elements like speech-language pathology and dietary recommendations. Although most discharge communication may focus on more visible issues and interventions, Dr. Kind argues that some of the “bread and butter” concerns might ultimately prove just as important for long-term patient outcomes.

Karim Godamunne, MD, MBA, SFHM, vice president of clinical systems integration and medical director of Eagle Hospital Physicians in Atlanta, sees telemedicine as another potential tool to help reach patients after discharge, especially those who haven’t received follow-up care from a primary-care physician (PCP). “We need to be the champions at our hospitals for improving care processes, and we need to work in partnership with the nurses and the other professionals,” Dr. Godamunne says. “As a group, we can really make a difference, and stroke is one of those areas in which we can truly contribute.”

Bryn Nelson is a freelance medical writer in Seattle.

References

1. Freeman WD, Dawson SB, Raper C, Thiemann K, et al. Neurohospitalists reduce length of stay for patients with ischemic stroke. The Neurohospitalist. 2011;1(2): 67-70.
2. Howrey BT, Kuo Y-F, Goodwin JS. Association of care by hospitalists on discharge destination and 30-day outcomes after acute ischemic stroke. Medical Care. 2011;49(8): 701-707.
3. Roger VL, Go AS, Lloyd-Jones DM, et al. Heart disease and stroke statistics—2012 update: a report from the American Heart Association. Circulation. 2012;125:e2-e220.
4. Glasheen JJ, Epstein KR, Siegal E, Kutner JS, Prochazka AV. The spectrum of community-based hospitalist practice: a call to tailor internal medicine residency training. Arch Intern Med. 2007;167(7):727-728.
5. Plauth WH, Pantilat SZ, Wachter RM, Fenton CL. Hospitalists’ perceptions of their residency training needs: results of a national survey. Am J Med. 2001; 111(3):247-254.
6. Dickerson LM, Carek PJ, Quattlebaum RG. Prevention of recurrent ischemic stroke. Am Fam Physician. 2007; 76(3):382-388.
7. Fonarow GC, Smith EE, Saver JL, et al. Timeliness of tissue-type plasminogen activator therapy in acute ischemic stroke: patient characteristics, hospital factors, and outcomes associated with door-to-needle times within 60 minutes. Circulation. 2011;123(7):750-758.
8. Hacke W, Kaste M, Bluhmki E, Brozman M, et al. Thrombolysis with Alteplase 3 to 4.5 hours after acute ischemic stroke. N Engl J Med. 2008;359:1317-1329.
9. Lloyd-Jones D, Adams RJ, Brown TM, et al. Heart disease and stroke statistics—2010 update: a report from the American Heart Association. Circulation. 2010;121:e91.
10. Albers GW, Caplan LR, Easton JD, et al. Transient ischemic attack—proposal for a new definition. N Engl J Med. 2002;347(21):1713-1716.
11. Chimowitz MI, Lynn MJ, Derdeyn CP, et al. Stenting versus aggressive medical therapy for intracranial arterial stenosis. N Engl J Med. 2011;365:993-1003.

Aggressive medical management: thumbs up

Among stroke patients with intracranial stenosis, or the narrowing of arteries within the brain, researchers found that aggressive medical therapy and attention to risk factors outperformed a combination of drugs and percutaneous transluminal angioplasty and stenting (PTAS) in preventing stroke recurrence.11 The immediate conclusions might apply to a specific condition and be due in part to a tricky surgical stenting procedure, but experts including Dr. Likosky say it’s also indicative of the power of medical management when done appropriately. Doctors can readily adopt core elements of this therapeutic intervention, including adding clopidogrel to aspirin for the first three months, and helping patients lower their blood pressure and cholesterol levels.

Neuroimaging: thumbs up

Advanced imaging techniques like diffusion-weighted MRI (which uses the movement of water as a lens to produce a detailed map of stroke-damaged brain tissues and vessels) are helping doctors determine the best course of therapy. Evidence of a salvageable ischemic brain, Dr. Jensen says, can help make the case for interarterial removal of the obstruction. And finer resolution can help differentiate between a transient ischemic attack (TIA) and a true stroke.

Neuroprotective agents: thumbs down

Researchers have examined the potential for a range of medications to limit the amount of neurological damage after a stroke. So far, at least, none have proven to be very effective. “We just haven’t found the magic bullet,” Dr. Jensen says. “Of course, that would be the most wonderful thing in the world because you could put them in people’s houses and say, ‘If you think you’re having a stroke, start taking these pills,’ but we’re just not there yet.”

“Stent on a stick”: thumbs up

The standard FDA-approved mechanical clot remover, a helical-shaped device called the Merci Retriever, acts like a corkscrew to spear and dislodge clots, while a machine known as Penumbra does its job through suction. After showing promise in Europe, two next-generation stent retrievers, the Trevo and the Solitaire, could give the established techniques a run for their money in the U.S.

At February’s International Stroke Conference in New Orleans, researchers reported that the Solitaire (sometimes called a concentric retriever, or a “stent on a stick”) significantly outperformed the Merci in several measures of patient outcomes. The randomized, controlled SWIFT clinical trial, in fact, ended earlier than planned because the results were so promising. Clinicians recorded a three-month mortality rate of 17.2% for patients treated with Solitaire, compared with a 38.2% rate among Merci-treated patients. In addition, the trial recorded good mental and motor functions among 58.2% of Solitaire patients at three months, but only among 33.3% of the Merci cohort. At the same conference, researchers reported that a prospective European trial of the Trevo system yielded similarly encouraging results.

Aggressive medical management: thumbs up

Among stroke patients with intracranial stenosis, or the narrowing of arteries within the brain, researchers found that aggressive medical therapy and attention to risk factors outperformed a combination of drugs and percutaneous transluminal angioplasty and stenting (PTAS) in preventing stroke recurrence.11 The immediate conclusions might apply to a specific condition and be due in part to a tricky surgical stenting procedure, but experts including Dr. Likosky say it’s also indicative of the power of medical management when done appropriately. Doctors can readily adopt core elements of this therapeutic intervention, including adding clopidogrel to aspirin for the first three months, and helping patients lower their blood pressure and cholesterol levels.

Neuroimaging: thumbs up

Advanced imaging techniques like diffusion-weighted MRI (which uses the movement of water as a lens to produce a detailed map of stroke-damaged brain tissues and vessels) are helping doctors determine the best course of therapy. Evidence of a salvageable ischemic brain, Dr. Jensen says, can help make the case for interarterial removal of the obstruction. And finer resolution can help differentiate between a transient ischemic attack (TIA) and a true stroke.

Neuroprotective agents: thumbs down

Researchers have examined the potential for a range of medications to limit the amount of neurological damage after a stroke. So far, at least, none have proven to be very effective. “We just haven’t found the magic bullet,” Dr. Jensen says. “Of course, that would be the most wonderful thing in the world because you could put them in people’s houses and say, ‘If you think you’re having a stroke, start taking these pills,’ but we’re just not there yet.”

“Stent on a stick”: thumbs up

The standard FDA-approved mechanical clot remover, a helical-shaped device called the Merci Retriever, acts like a corkscrew to spear and dislodge clots, while a machine known as Penumbra does its job through suction. After showing promise in Europe, two next-generation stent retrievers, the Trevo and the Solitaire, could give the established techniques a run for their money in the U.S.

At February’s International Stroke Conference in New Orleans, researchers reported that the Solitaire (sometimes called a concentric retriever, or a “stent on a stick”) significantly outperformed the Merci in several measures of patient outcomes. The randomized, controlled SWIFT clinical trial, in fact, ended earlier than planned because the results were so promising. Clinicians recorded a three-month mortality rate of 17.2% for patients treated with Solitaire, compared with a 38.2% rate among Merci-treated patients. In addition, the trial recorded good mental and motor functions among 58.2% of Solitaire patients at three months, but only among 33.3% of the Merci cohort. At the same conference, researchers reported that a prospective European trial of the Trevo system yielded similarly encouraging results.

Aggressive medical management: thumbs up

Among stroke patients with intracranial stenosis, or the narrowing of arteries within the brain, researchers found that aggressive medical therapy and attention to risk factors outperformed a combination of drugs and percutaneous transluminal angioplasty and stenting (PTAS) in preventing stroke recurrence.11 The immediate conclusions might apply to a specific condition and be due in part to a tricky surgical stenting procedure, but experts including Dr. Likosky say it’s also indicative of the power of medical management when done appropriately. Doctors can readily adopt core elements of this therapeutic intervention, including adding clopidogrel to aspirin for the first three months, and helping patients lower their blood pressure and cholesterol levels.

Neuroimaging: thumbs up

Advanced imaging techniques like diffusion-weighted MRI (which uses the movement of water as a lens to produce a detailed map of stroke-damaged brain tissues and vessels) are helping doctors determine the best course of therapy. Evidence of a salvageable ischemic brain, Dr. Jensen says, can help make the case for interarterial removal of the obstruction. And finer resolution can help differentiate between a transient ischemic attack (TIA) and a true stroke.

Neuroprotective agents: thumbs down

Researchers have examined the potential for a range of medications to limit the amount of neurological damage after a stroke. So far, at least, none have proven to be very effective. “We just haven’t found the magic bullet,” Dr. Jensen says. “Of course, that would be the most wonderful thing in the world because you could put them in people’s houses and say, ‘If you think you’re having a stroke, start taking these pills,’ but we’re just not there yet.”

“Stent on a stick”: thumbs up

The standard FDA-approved mechanical clot remover, a helical-shaped device called the Merci Retriever, acts like a corkscrew to spear and dislodge clots, while a machine known as Penumbra does its job through suction. After showing promise in Europe, two next-generation stent retrievers, the Trevo and the Solitaire, could give the established techniques a run for their money in the U.S.

At February’s International Stroke Conference in New Orleans, researchers reported that the Solitaire (sometimes called a concentric retriever, or a “stent on a stick”) significantly outperformed the Merci in several measures of patient outcomes. The randomized, controlled SWIFT clinical trial, in fact, ended earlier than planned because the results were so promising. Clinicians recorded a three-month mortality rate of 17.2% for patients treated with Solitaire, compared with a 38.2% rate among Merci-treated patients. In addition, the trial recorded good mental and motor functions among 58.2% of Solitaire patients at three months, but only among 33.3% of the Merci cohort. At the same conference, researchers reported that a prospective European trial of the Trevo system yielded similarly encouraging results.

As hospitalists have learned, sometimes a workload problem is related to how that work is apportioned. The trick is to devise a solution that’s good for patients, doctors, and the hospital.

Adam Singer, MD, CEO of North Hollywood, Calif.-based IPC: The Hospitalist Company, has long advocated changing from a shift-based model to a more full-time model that expands the number of days worked per month. Although the concept has faced resistance from many rank-and-file hospitalists, Dr. Singer argues that the latter model means that more staff will be available to care for patients on any given day, leading to a lower and more manageable average census. Dr. Singer concedes that switching to a full-time model can be a “painful process,” but it’s one that has led to improved patient outcomes, higher revenues, and more sustainable workloads.

John Nelson, MD, MHM, FACP, medical director of the hospitalist practice at Overlake Hospital Medical Center in Bellevue, Wash., agrees that titrating the same annual workload over more shifts is desirable. “If you work a small number of days in a year, then every day you work, you’re going to get smacked,” says Dr. Nelson, co-founder of SHM and longtime practice management columnist for The Hospitalist. “It’s going to be hard. And that’s just not smart. It’s not a good idea.”

Dr. Nelson worries that a straightforward, Monday-to-Friday model with periodic weekend responsibilities, though, can be disruptive to doctor-patient continuity. Another strategy, he says, is to take each doctor’s workload preferences into account when devising a practice’s schedule, with compensation distributed accordingly. At one practice in the Pacific Northwest, for example, the hospitalists all decided they wanted to work about half as much as they were. Their pay dropped accordingly, Dr. Nelson says, providing the necessary funds for hiring new doctors to pick up the slack.

Bryn Nelson is a freelance medical journalist in Seattle.

As hospitalists have learned, sometimes a workload problem is related to how that work is apportioned. The trick is to devise a solution that’s good for patients, doctors, and the hospital.

Adam Singer, MD, CEO of North Hollywood, Calif.-based IPC: The Hospitalist Company, has long advocated changing from a shift-based model to a more full-time model that expands the number of days worked per month. Although the concept has faced resistance from many rank-and-file hospitalists, Dr. Singer argues that the latter model means that more staff will be available to care for patients on any given day, leading to a lower and more manageable average census. Dr. Singer concedes that switching to a full-time model can be a “painful process,” but it’s one that has led to improved patient outcomes, higher revenues, and more sustainable workloads.

John Nelson, MD, MHM, FACP, medical director of the hospitalist practice at Overlake Hospital Medical Center in Bellevue, Wash., agrees that titrating the same annual workload over more shifts is desirable. “If you work a small number of days in a year, then every day you work, you’re going to get smacked,” says Dr. Nelson, co-founder of SHM and longtime practice management columnist for The Hospitalist. “It’s going to be hard. And that’s just not smart. It’s not a good idea.”

Dr. Nelson worries that a straightforward, Monday-to-Friday model with periodic weekend responsibilities, though, can be disruptive to doctor-patient continuity. Another strategy, he says, is to take each doctor’s workload preferences into account when devising a practice’s schedule, with compensation distributed accordingly. At one practice in the Pacific Northwest, for example, the hospitalists all decided they wanted to work about half as much as they were. Their pay dropped accordingly, Dr. Nelson says, providing the necessary funds for hiring new doctors to pick up the slack.

Bryn Nelson is a freelance medical journalist in Seattle.

As hospitalists have learned, sometimes a workload problem is related to how that work is apportioned. The trick is to devise a solution that’s good for patients, doctors, and the hospital.

Adam Singer, MD, CEO of North Hollywood, Calif.-based IPC: The Hospitalist Company, has long advocated changing from a shift-based model to a more full-time model that expands the number of days worked per month. Although the concept has faced resistance from many rank-and-file hospitalists, Dr. Singer argues that the latter model means that more staff will be available to care for patients on any given day, leading to a lower and more manageable average census. Dr. Singer concedes that switching to a full-time model can be a “painful process,” but it’s one that has led to improved patient outcomes, higher revenues, and more sustainable workloads.

John Nelson, MD, MHM, FACP, medical director of the hospitalist practice at Overlake Hospital Medical Center in Bellevue, Wash., agrees that titrating the same annual workload over more shifts is desirable. “If you work a small number of days in a year, then every day you work, you’re going to get smacked,” says Dr. Nelson, co-founder of SHM and longtime practice management columnist for The Hospitalist. “It’s going to be hard. And that’s just not smart. It’s not a good idea.”

Dr. Nelson worries that a straightforward, Monday-to-Friday model with periodic weekend responsibilities, though, can be disruptive to doctor-patient continuity. Another strategy, he says, is to take each doctor’s workload preferences into account when devising a practice’s schedule, with compensation distributed accordingly. At one practice in the Pacific Northwest, for example, the hospitalists all decided they wanted to work about half as much as they were. Their pay dropped accordingly, Dr. Nelson says, providing the necessary funds for hiring new doctors to pick up the slack.

Bryn Nelson is a freelance medical journalist in Seattle.

Click here to listen to Drs. Knight and Litvak

Click here to listen to Drs. Knight and Litvak

Click here to listen to Drs. Knight and Litvak

When James Davis, BSN, RN, CCRN, CIC, first began his nursing career, central venous catheters were widely considered a welcome convenience. “And then we found out that if patients don’t need that line to save their lives, it could kill them, and we need to get them out,” says Davis, now a senior infection prevention analyst with the Pennsylvania Patient Safety Authority in Harrisburg.

Many facilities have dramatically lowered their rates of central-line-associated bloodstream infections (CLABSIs) through a bundled approach focused on proper insertion protocols. But as Davis and other researchers have found, that’s not nearly enough. “If you listen to the infection prevention specialists out there, they’re saying, ‘Well, we’ve done all this, we’ve gotten good results, but there has to be something else because we’re seeing reductions but we still have these infections,’” he says.

That something else, as he discovered in a recent study, may very well be the breakdown of central-line maintenance that causes a late-onset CLABSI, especially after five days post-insertion. From analyzing reports submitted to the National Healthcare Safety Network by 104 acute-care facilities in Pennsylvania, Davis found that nearly 72% of the reported CLABSIs in 2010 were late in onset, occurring after the fifth day.¹

CLABSI expert Marcia Ryder, PhD, MS, RN, research scientist at Ryder Science in San Marcos, Calif., says the study is the first to obtain a clear picture of the average time to event from a large hospital-based data set. Dr. Ryder says the results also strongly suggest that most CLABSIs are caused by maintenance failures and bacterial biofilm formation in the catheter’s internal lumen rather than insertion problems and the presence of an extraluminal biofilm.

The study may help reinforce a message that many CLABSI experts are already sharing with their colleagues. “I like to say that the most important risk factor for a CLABSI is the presence of a central line,” says Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta. “If a CVC is not needed, it needs to be removed. The longer they stay in, the higher the cumulative risk of CLABSI.

Current Practices Not Enough

Dr. Ryder says the new research highlights the absurdity of efforts that focus primarily on ICUs. “We’ve always been doing surveillance and monitoring in critical-care units, which is not where the major problem is,” she says. In the U.S., the average length of stay in a critical-care unit is roughly four days. “If most infections are happening after that, they’re never even being picked up, and they’re saying, ‘Well, we have zero infections,’ when indeed they don’t,” she says.

Davis says infection-prevention specialists—hospitalists included—should be regularly reviewing their facility’s central-line-maintenance practices. Perhaps the most important first step is to begin recording both the catheter insertion date and the infection date—line items that are still voluntary in many states like Pennsylvania. With that critical data, studies by Davis and other researchers can provide a better sense of CLABSI origins. “Can we put a fulcrum between insertion and maintenance and show facilities how to look to see which way their scale is tipping?” he asks. If so, those facilities will know how to reallocate their resources accordingly.

Bryn Nelson, PhD, is a freelance writer based in Seattle.

Reference

1. Davis J. Central-line associated bloodstream infection: comprehensive, data-driven prevention. Pa Patient Saf Advis. 2011;8:100-105.

When James Davis, BSN, RN, CCRN, CIC, first began his nursing career, central venous catheters were widely considered a welcome convenience. “And then we found out that if patients don’t need that line to save their lives, it could kill them, and we need to get them out,” says Davis, now a senior infection prevention analyst with the Pennsylvania Patient Safety Authority in Harrisburg.

Many facilities have dramatically lowered their rates of central-line-associated bloodstream infections (CLABSIs) through a bundled approach focused on proper insertion protocols. But as Davis and other researchers have found, that’s not nearly enough. “If you listen to the infection prevention specialists out there, they’re saying, ‘Well, we’ve done all this, we’ve gotten good results, but there has to be something else because we’re seeing reductions but we still have these infections,’” he says.

That something else, as he discovered in a recent study, may very well be the breakdown of central-line maintenance that causes a late-onset CLABSI, especially after five days post-insertion. From analyzing reports submitted to the National Healthcare Safety Network by 104 acute-care facilities in Pennsylvania, Davis found that nearly 72% of the reported CLABSIs in 2010 were late in onset, occurring after the fifth day.¹

CLABSI expert Marcia Ryder, PhD, MS, RN, research scientist at Ryder Science in San Marcos, Calif., says the study is the first to obtain a clear picture of the average time to event from a large hospital-based data set. Dr. Ryder says the results also strongly suggest that most CLABSIs are caused by maintenance failures and bacterial biofilm formation in the catheter’s internal lumen rather than insertion problems and the presence of an extraluminal biofilm.

The study may help reinforce a message that many CLABSI experts are already sharing with their colleagues. “I like to say that the most important risk factor for a CLABSI is the presence of a central line,” says Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta. “If a CVC is not needed, it needs to be removed. The longer they stay in, the higher the cumulative risk of CLABSI.

Current Practices Not Enough

Dr. Ryder says the new research highlights the absurdity of efforts that focus primarily on ICUs. “We’ve always been doing surveillance and monitoring in critical-care units, which is not where the major problem is,” she says. In the U.S., the average length of stay in a critical-care unit is roughly four days. “If most infections are happening after that, they’re never even being picked up, and they’re saying, ‘Well, we have zero infections,’ when indeed they don’t,” she says.

Davis says infection-prevention specialists—hospitalists included—should be regularly reviewing their facility’s central-line-maintenance practices. Perhaps the most important first step is to begin recording both the catheter insertion date and the infection date—line items that are still voluntary in many states like Pennsylvania. With that critical data, studies by Davis and other researchers can provide a better sense of CLABSI origins. “Can we put a fulcrum between insertion and maintenance and show facilities how to look to see which way their scale is tipping?” he asks. If so, those facilities will know how to reallocate their resources accordingly.

Bryn Nelson, PhD, is a freelance writer based in Seattle.

Reference

1. Davis J. Central-line associated bloodstream infection: comprehensive, data-driven prevention. Pa Patient Saf Advis. 2011;8:100-105.

When James Davis, BSN, RN, CCRN, CIC, first began his nursing career, central venous catheters were widely considered a welcome convenience. “And then we found out that if patients don’t need that line to save their lives, it could kill them, and we need to get them out,” says Davis, now a senior infection prevention analyst with the Pennsylvania Patient Safety Authority in Harrisburg.

Many facilities have dramatically lowered their rates of central-line-associated bloodstream infections (CLABSIs) through a bundled approach focused on proper insertion protocols. But as Davis and other researchers have found, that’s not nearly enough. “If you listen to the infection prevention specialists out there, they’re saying, ‘Well, we’ve done all this, we’ve gotten good results, but there has to be something else because we’re seeing reductions but we still have these infections,’” he says.

That something else, as he discovered in a recent study, may very well be the breakdown of central-line maintenance that causes a late-onset CLABSI, especially after five days post-insertion. From analyzing reports submitted to the National Healthcare Safety Network by 104 acute-care facilities in Pennsylvania, Davis found that nearly 72% of the reported CLABSIs in 2010 were late in onset, occurring after the fifth day.¹

CLABSI expert Marcia Ryder, PhD, MS, RN, research scientist at Ryder Science in San Marcos, Calif., says the study is the first to obtain a clear picture of the average time to event from a large hospital-based data set. Dr. Ryder says the results also strongly suggest that most CLABSIs are caused by maintenance failures and bacterial biofilm formation in the catheter’s internal lumen rather than insertion problems and the presence of an extraluminal biofilm.

The study may help reinforce a message that many CLABSI experts are already sharing with their colleagues. “I like to say that the most important risk factor for a CLABSI is the presence of a central line,” says Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta. “If a CVC is not needed, it needs to be removed. The longer they stay in, the higher the cumulative risk of CLABSI.

Current Practices Not Enough

Dr. Ryder says the new research highlights the absurdity of efforts that focus primarily on ICUs. “We’ve always been doing surveillance and monitoring in critical-care units, which is not where the major problem is,” she says. In the U.S., the average length of stay in a critical-care unit is roughly four days. “If most infections are happening after that, they’re never even being picked up, and they’re saying, ‘Well, we have zero infections,’ when indeed they don’t,” she says.

Davis says infection-prevention specialists—hospitalists included—should be regularly reviewing their facility’s central-line-maintenance practices. Perhaps the most important first step is to begin recording both the catheter insertion date and the infection date—line items that are still voluntary in many states like Pennsylvania. With that critical data, studies by Davis and other researchers can provide a better sense of CLABSI origins. “Can we put a fulcrum between insertion and maintenance and show facilities how to look to see which way their scale is tipping?” he asks. If so, those facilities will know how to reallocate their resources accordingly.

Bryn Nelson, PhD, is a freelance writer based in Seattle.

Reference

1. Davis J. Central-line associated bloodstream infection: comprehensive, data-driven prevention. Pa Patient Saf Advis. 2011;8:100-105.

The recent surge in attention to catheter-associated urinary tract infections (CAUTIs) has increased the focus on both preventing and removing inappropriate catheterizations. Ironically, one outcome rate currently reported by hospitals—the number of infections per 1,000 catheter days—could unfairly punish those facilities that are doing the most to address the problem.

You may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor VA Medical Center

“If your focus is on not putting in the catheter or removing a catheter as soon as possible, you now reduce that denominator of catheter days,” explains Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center. “The only people who now get a catheter in your hospital are those who are pretty sick; therefore, they need a catheter. These people, because of their underlying sickness, are more likely to have an infection, so you may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.”

Using the wrong denominator, in other words, could defeat the whole point: reducing infections by reducing catheter use.

“If we’re going to publicly report data, we have to make sure that the data we’re reporting and the metrics that we’re using are actually the best metrics for the intended purpose,” Dr. Saint says.

For quality-improvement (QI) efforts, his recommendation is to use 10,000 patient days as a more appropriate denominator.

The recent surge in attention to catheter-associated urinary tract infections (CAUTIs) has increased the focus on both preventing and removing inappropriate catheterizations. Ironically, one outcome rate currently reported by hospitals—the number of infections per 1,000 catheter days—could unfairly punish those facilities that are doing the most to address the problem.

You may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor VA Medical Center

“If your focus is on not putting in the catheter or removing a catheter as soon as possible, you now reduce that denominator of catheter days,” explains Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center. “The only people who now get a catheter in your hospital are those who are pretty sick; therefore, they need a catheter. These people, because of their underlying sickness, are more likely to have an infection, so you may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.”

Using the wrong denominator, in other words, could defeat the whole point: reducing infections by reducing catheter use.

“If we’re going to publicly report data, we have to make sure that the data we’re reporting and the metrics that we’re using are actually the best metrics for the intended purpose,” Dr. Saint says.

For quality-improvement (QI) efforts, his recommendation is to use 10,000 patient days as a more appropriate denominator.

The recent surge in attention to catheter-associated urinary tract infections (CAUTIs) has increased the focus on both preventing and removing inappropriate catheterizations. Ironically, one outcome rate currently reported by hospitals—the number of infections per 1,000 catheter days—could unfairly punish those facilities that are doing the most to address the problem.

You may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor VA Medical Center

“If your focus is on not putting in the catheter or removing a catheter as soon as possible, you now reduce that denominator of catheter days,” explains Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center. “The only people who now get a catheter in your hospital are those who are pretty sick; therefore, they need a catheter. These people, because of their underlying sickness, are more likely to have an infection, so you may end up having a paradoxical increased rate of CAUTI after your successful initiative has reduced catheter use.”

Using the wrong denominator, in other words, could defeat the whole point: reducing infections by reducing catheter use.

“If we’re going to publicly report data, we have to make sure that the data we’re reporting and the metrics that we’re using are actually the best metrics for the intended purpose,” Dr. Saint says.

For quality-improvement (QI) efforts, his recommendation is to use 10,000 patient days as a more appropriate denominator.

Click here to listen to Dr. Kavanagh

Click here to listen to Dr. Kavanagh

Click here to listen to Dr. Kavanagh

Redness, pain, and drainage from the skin around a catheter. Bloody, cloudy, or pungent urine and mental confusion. Severe diarrhea and a dilated colon: The potential symptoms of some of the most common hospital-acquired infections in the United States aren’t particularly pleasant.

The numbers don’t paint a pretty picture, either.

One widely cited study estimates that the nation’s hospitals report 1.7 million healthcare-associated infections (HAIs) every year, along with nearly 100,000 associated deaths.¹ All told, the additional healthcare costs could tally $30 billion or more annually, according to a 2009 Centers for Disease Control and Prevention (CDC) analysis. Though some bright spots have emerged, healthcare advocates, including Kevin Kavanagh, MD, MS, FACS, director of Kentucky-based patient advocacy group Health Watch USA, contend that the overall size of the problem is likely underestimated. And unless brought under control, he says, emerging pathogens could make a bad situation worse.

The incredible variety of healthcare settings precludes any across-the-board solutions for hospitalists and other care providers. A recent survey of more than 1,200 healthcare professionals from 33 hospitals, however, revealed some common themes. According to the study authors, the data show that “hand hygiene is consistently identified as the greatest barrier to reducing HAIs, and that sustaining the necessary behavioral change to overcome this barrier is difficult.”² In fact, the study highlighted a widespread belief that medical staff, and doctors in particular, are not fully engaged or in compliance with HAI reduction efforts. “The data suggest that physicians often do not adhere to protocols and guidelines; moreover, some respondents questioned whether many physicians are open to change,” the authors wrote.

So what can hospitalists do to help their colleagues embrace a culture of positive change and turn back a worsening healthcare epidemic? If simple answers are in short supply, studies aimed at central-line-associated bloodstream infections, catheter-associated urinary tract infections, and Clostridium difficile infections have at least highlighted some keys to a successful intervention.

In Focus: Central Lines

Central-line-associated bloodstream infections (CLABSIs) arguably have received the most attention of any HAI. Not coincidentally, most researchers point to the anti-CLABSI effort as the high point in the struggle to reduce infection rates.

In a landmark 2006 study led by hospitalist Peter Pronovost, MD, more than 100 ICUs in Michigan nearly eliminated CLABSIs over an 18-month period.³ The “remarkably successful” intervention, according to its authors, focused on changing provider behavior through education and collaboration with infection-control specialists. Nationwide, a recent CDC study estimated that absolute CLABSI numbers in ICUs dropped to 18,000 in 2009 from 43,000 in 2001, a 58% decline.⁴

Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta, points out a major caveat in CLABSI prevention efforts, however: To date, she says, most have targeted insertion practices and ICU patients, which do little for the more than half of CLABSIs that occur on hospital wards. These wards thus represent “a ripe opportunity for intervention, especially the low-hanging, ‘low tech’ interventions of removing unnecessary devices,” she says.

Among a small random sample of patients with temporary central venous lines (CVCs), including peripherally inserted central catheters (PICCs), a study led by Dr. Chernetsky Tejedor found that 25% of all CVC days were “idle.”⁵ In other words, in 1 out of every 4 CVC days, the catheter was retained despite failing to meet standard justification criteria. In particular, the study suggested that PICCs were associated with longer catheter use and more idle days, fueling her group’s suspicion that increased PICC availability has changed CVC use patterns.

Among her group’s interventions, a patient safety checklist has been built, with questions about catheter use entered into a daily electronic progress note used by all services on the inpatient wards. One particularly successful strategy empowered nurses to determine whether continued catheter use seems justified and to ask physicians whether an “idle” CVC could be removed.

With a decline in CLABSI rates in ICUs and a shift in focus to the medical wards, Dr. Chernetsky Tejedor says, hospitalists are in a prime position to help reduce the inappropriate use of catheters and other invasive devices. More broadly, hospitalists may be well-suited to help change the culture of medicine toward a wider acceptance of proven interventions, such as central-line checklists.

Dr. Kavanagh argues that the slow and arduous process to move past what he calls “a huge resistance to checklists” and win universal adoption of such protocols “is not a good chapter in medicine.” He isn’t laying the blame at the feet of doctors alone, however. “In some institutions,” he says, “there needs to be a change from a profit-driven to a patient-centered culture.”

Greg Maynard, MD, MSc, SFHM, director of the University of California at San Diego Center for Innovation and Improvement Science and senior vice president of SHM’s Center for Hospital Innovation and Improvement, acknowledges the integral role of checklists in improvement efforts. He cautions, however, that they should be viewed as only one part of a multipronged approach.

As with hand hygiene, Dr. Maynard concedes that some facilities are still facing resistance from medical staff in integrating checklists into their routines, though he argues that an ingrained anti-checklist medical culture may not be solely at fault. “If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work,” he says, “you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.”

In Focus: Catheter-Associated UTIs

Catheter-associated urinary tract infections (CAUTIs) account for roughly 1 in 3 healthcare-associated infections, according to the CDC. And yet many researchers say the “Rodney Dangerfield of HAIs” has long been overlooked.

A frequently cited study led by Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center, found that nearly 40% of attending physicians were unaware that their patients even had an indwelling urinary catheter.⁶

Dr. Saint has dubbed the phenomenon “immaculate catheterization” to highlight the glaring discrepancy. “Because we also found, in a significant number of patients, there was no documentation anywhere in the medical record that the catheter existed,” he says. “It’s not in the physician’s notes, it’s not in the nursing notes, but we knew it was there because we could see it coming out of the patient.” Catheters that were inappropriately placed, he found, were more often “forgotten” than appropriate ones.

Perhaps more than anything else, the startling observation underscores the intense need for basic awareness of the two biggest UTI risk factors: whether a catheter is used, and how long it’s left in place. “You can get marked reductions by just taking care of those two factors,” Health Watch USA’s Dr. Kavanagh says.

At the Ann Arbor VA Hospital, one unit’s presence of a “Patient Safety Professional” to help ensure better oversight virtually brought the inappropriate use of indwelling catheters to a standstill. Dr. Saint and his colleagues are now gathering data to determine whether that decrease has translated to a drop in infections.

If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work, you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.

—Greg Maynard, MD, MSc, SFHM, director, University of California at San Diego Center for Innovation and Improvement Science, senior vice president, SHM Center for Hospital Innovation and Improvement

One fundamental key, he says, is paying close attention to whether a catheter is really in the patient’s best interests. “If we ask that question—‘If this was my family member, what would I want?’—we usually do the right thing,” Dr. Saint explains. Another key is leveraging the hospitalist’s core skill in communicating often and well with nurses to ensure that they are in sync during the “team sport” of CAUTI prevention.

With pockets of success in reducing inappropriate catheterization, the larger question now is how to scale up the individual interventions to achieve nationwide reductions. “How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?” Dr. Saint asks.

Karen Clarke, MD, MS, MPH, a hospitalist and assistant professor of medicine at Emory University Hospital in Atlanta, is in the midst of tackling such issues. Using a bundled approach that included four interventions, she and colleagues reduced CAUTI rates by 70% at 276-bed West Georgia Medical Center in La Grange, Ga.⁷

The interventions were straightforward and inexpensive, Dr. Clarke says, meaning that they could be widely applied. “The only thing is that there has to be a champion overseeing the interventions to make sure that the steps are followed through on,” she says. Even at cash-strapped facilities, then, a similar approach could prove effective as long as someone assumes responsibility—and hospitalists would be a natural choice.

Based on her study’s promising results, Dr. Clarke hopes to begin implementing the intervention in at least one other hospital starting Jan. 1. If the success can be replicated, she says, the CAUTI-reduction protocol will branch out to include more regional hospitals.

In Focus: C. Diff-Associated Disease

Even as many hospitals are improving their CLABSI and CAUTI rates, hospital-acquired Clostridium difficile infections appear to be getting worse, particularly among older patients. In some facilities, the potentially fatal, diarrhea-causing microbe is now the top pathogen (see “Gut Reaction,” December 2011).

With a timely intervention, however, Kaiser Permanente Medical Center in Santa Clara, Calif., cut its own infection rates by one-third.⁸ In brainstorming how to improve the medical center’s rates, Susanne Mierendorf, MD, MS, FHM, a hospitalist and associate residency program director for internal medicine, joined colleagues in thinking through the barriers for healthcare providers. “It wasn’t ‘Why don’t they follow the infection-control guidelines?’ It was, ‘Why can’t they?’” Dr. Mierendorf says.

The thought exercise led to some eye-opening observations, including the realization that disposable gowns, gloves, and other personal protective equipment weren’t in the room and were hard to find. To help establish habits, Dr. Mierendorf’s team picked a consistent drawer in each patient’s room to stow the equipment and instructed that a wall-mounted holder be filled with gloves at all times.

The researchers also realized that the rooms of patients with suspected or confirmed C. diff infections had warning signs that were too simplistic at first, then overly wordy. Both were being ignored. The solution was simple signage with yellow color-coding and easily recognizable symbols that readily conveyed the infection-control message to staff: sterile gowns, gloves, hands with soap and water, bleach. Those messages were reinforced through a brief, simple, and mandatory educational module for all hospital workers who might come into contact with the patients.

National Implications

On a national scale, hospitalists have helped compile other educational packets and toolkits to address the spectrum of HAIs, from ventilator-associated pneumonia to methicillin-resistant Staphylococcus aureus (MRSA).

More help may be forthcoming through the American Hospital Association’s Health Research and Education Trust. The broad-based effort, funded by the federal Agency for Healthcare Research and Quality (AHRQ), is partnering with SHM and other professional societies to implement small HAI-reduction successes on ever-wider scales. The University of Michigan’s Dr. Saint, for example, is a key partner in the trust’s national initiative to reduce CAUTI rates and improve patient safety.

How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor

Medicare has rolled out its own collection of carrots and sticks to address the problem. The largest carrot, the public-private Partnership for Patients, has joined with SHM, other professional societies, and roughly 3,000 hospitals, so far, and set the ambitious goal of reducing hospital-acquired conditions by 40% by the end of 2013, compared with 2010 tallies. Although applauding the program’s overall goals, physicians, including Dr. Maynard, are taking a wait-and-see attitude, pointing out that many of the details have yet to be ironed out.

Among the sticks, Medicare has begun withholding reimbursement payments for such HAIs as CLABSIs and CAUTIs. Due to intricacies in how hospitals bill under the current DRG system, Dr. Kavanagh says Medicare’s nonpayment policy has recouped relatively little money from its first full year: about $18.8 million in all.

“The policies that cover public reporting, however, do have much more of an impact,” he says. “It’s more of a perceptual sting. Believe me, it is more concerning to have data of bad results that are available to the public than to be penalized by the current financial incentives.”

Other financial policies could carry considerably more weight. The threat of nonpayment for hospital readmissions, Dr. Maynard says, “totally changed the game” by intensifying efforts to reduce those rates, addressing contributing factors such as HAIs in the process. In combination, he says, public accountability through mandated reporting plus financial penalties could prove more powerful than either tactic alone.

Regardless of how federal policy plays out, experts say a new era of accountability and transparency is on its way. As the champions of positive change, hospitalists have a distinct opportunity to help lead the way and bring about a culture that consistently embraces effective interventions—before things get really ugly.

Bryn Nelson is a freelance medical writer based in Seattle.

References

1. Klevens RM, Edwards JR, Richards CL, Horan TC, et al. Estimating health care-associated infections and deaths in U.S. hospitals, 2002. Public Health Rep. 2007;122:160-166.
2. Flanagan ME, Welsh CA, Kiess C, Hoke S, et al. A national collaborative for reducing health care-associated infections: current initiatives, challenges, and opportunities. Am J Infect Control. 2011;39:685-689.
3. Pronovost P, Needham D, Berenholtz S, Sinopoli D, et al. An intervention to decrease catheter-related bloodstream infections in the ICU. N Engl J Med. 2006;355:2725-2732.
4. Srinivasan A, Wise M, Bell M, Cardo D, et al. Vital signs: central line-associated blood stream infections—United States, 2001, 2008, and 2009. MMWR. 2011;60(8):243-248.
5. Chernetsky Tejedor S, Tong D, Stein J, Payne C, et al. Temporary central venous catheter utilization patterns in a large tertiary care center: tracking the “idle central venous catheter.” Infect Control Hosp Epidemiol. 2012;33(1): in press.
6. Saint S, Wiese J, Amory JK, Bernstein ML, et al. Are physicians aware of which of their patients have indwelling urinary catheters? Am J Med. 2000;109(6):476-480.
7. Clarke K, Norrick B, Easley K, Pan Y, et al. Reduction of catheter-associated urinary tract infections through a bundled intervention in a community hospital. J Hosp Med. 2011;6(4):S22.
8. Mierendorf S, Rushton M. Decreasing barriers in prevention of hospital-acquired Clostridium difficile colitis. J Hosp Med. 2011;6(4):S50-S51.

Redness, pain, and drainage from the skin around a catheter. Bloody, cloudy, or pungent urine and mental confusion. Severe diarrhea and a dilated colon: The potential symptoms of some of the most common hospital-acquired infections in the United States aren’t particularly pleasant.

The numbers don’t paint a pretty picture, either.

One widely cited study estimates that the nation’s hospitals report 1.7 million healthcare-associated infections (HAIs) every year, along with nearly 100,000 associated deaths.¹ All told, the additional healthcare costs could tally $30 billion or more annually, according to a 2009 Centers for Disease Control and Prevention (CDC) analysis. Though some bright spots have emerged, healthcare advocates, including Kevin Kavanagh, MD, MS, FACS, director of Kentucky-based patient advocacy group Health Watch USA, contend that the overall size of the problem is likely underestimated. And unless brought under control, he says, emerging pathogens could make a bad situation worse.

The incredible variety of healthcare settings precludes any across-the-board solutions for hospitalists and other care providers. A recent survey of more than 1,200 healthcare professionals from 33 hospitals, however, revealed some common themes. According to the study authors, the data show that “hand hygiene is consistently identified as the greatest barrier to reducing HAIs, and that sustaining the necessary behavioral change to overcome this barrier is difficult.”² In fact, the study highlighted a widespread belief that medical staff, and doctors in particular, are not fully engaged or in compliance with HAI reduction efforts. “The data suggest that physicians often do not adhere to protocols and guidelines; moreover, some respondents questioned whether many physicians are open to change,” the authors wrote.

So what can hospitalists do to help their colleagues embrace a culture of positive change and turn back a worsening healthcare epidemic? If simple answers are in short supply, studies aimed at central-line-associated bloodstream infections, catheter-associated urinary tract infections, and Clostridium difficile infections have at least highlighted some keys to a successful intervention.

In Focus: Central Lines

Central-line-associated bloodstream infections (CLABSIs) arguably have received the most attention of any HAI. Not coincidentally, most researchers point to the anti-CLABSI effort as the high point in the struggle to reduce infection rates.

In a landmark 2006 study led by hospitalist Peter Pronovost, MD, more than 100 ICUs in Michigan nearly eliminated CLABSIs over an 18-month period.³ The “remarkably successful” intervention, according to its authors, focused on changing provider behavior through education and collaboration with infection-control specialists. Nationwide, a recent CDC study estimated that absolute CLABSI numbers in ICUs dropped to 18,000 in 2009 from 43,000 in 2001, a 58% decline.⁴

Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta, points out a major caveat in CLABSI prevention efforts, however: To date, she says, most have targeted insertion practices and ICU patients, which do little for the more than half of CLABSIs that occur on hospital wards. These wards thus represent “a ripe opportunity for intervention, especially the low-hanging, ‘low tech’ interventions of removing unnecessary devices,” she says.

Among a small random sample of patients with temporary central venous lines (CVCs), including peripherally inserted central catheters (PICCs), a study led by Dr. Chernetsky Tejedor found that 25% of all CVC days were “idle.”⁵ In other words, in 1 out of every 4 CVC days, the catheter was retained despite failing to meet standard justification criteria. In particular, the study suggested that PICCs were associated with longer catheter use and more idle days, fueling her group’s suspicion that increased PICC availability has changed CVC use patterns.

Among her group’s interventions, a patient safety checklist has been built, with questions about catheter use entered into a daily electronic progress note used by all services on the inpatient wards. One particularly successful strategy empowered nurses to determine whether continued catheter use seems justified and to ask physicians whether an “idle” CVC could be removed.

With a decline in CLABSI rates in ICUs and a shift in focus to the medical wards, Dr. Chernetsky Tejedor says, hospitalists are in a prime position to help reduce the inappropriate use of catheters and other invasive devices. More broadly, hospitalists may be well-suited to help change the culture of medicine toward a wider acceptance of proven interventions, such as central-line checklists.

Dr. Kavanagh argues that the slow and arduous process to move past what he calls “a huge resistance to checklists” and win universal adoption of such protocols “is not a good chapter in medicine.” He isn’t laying the blame at the feet of doctors alone, however. “In some institutions,” he says, “there needs to be a change from a profit-driven to a patient-centered culture.”

Greg Maynard, MD, MSc, SFHM, director of the University of California at San Diego Center for Innovation and Improvement Science and senior vice president of SHM’s Center for Hospital Innovation and Improvement, acknowledges the integral role of checklists in improvement efforts. He cautions, however, that they should be viewed as only one part of a multipronged approach.

As with hand hygiene, Dr. Maynard concedes that some facilities are still facing resistance from medical staff in integrating checklists into their routines, though he argues that an ingrained anti-checklist medical culture may not be solely at fault. “If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work,” he says, “you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.”

In Focus: Catheter-Associated UTIs

Catheter-associated urinary tract infections (CAUTIs) account for roughly 1 in 3 healthcare-associated infections, according to the CDC. And yet many researchers say the “Rodney Dangerfield of HAIs” has long been overlooked.

A frequently cited study led by Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center, found that nearly 40% of attending physicians were unaware that their patients even had an indwelling urinary catheter.⁶

Dr. Saint has dubbed the phenomenon “immaculate catheterization” to highlight the glaring discrepancy. “Because we also found, in a significant number of patients, there was no documentation anywhere in the medical record that the catheter existed,” he says. “It’s not in the physician’s notes, it’s not in the nursing notes, but we knew it was there because we could see it coming out of the patient.” Catheters that were inappropriately placed, he found, were more often “forgotten” than appropriate ones.

Perhaps more than anything else, the startling observation underscores the intense need for basic awareness of the two biggest UTI risk factors: whether a catheter is used, and how long it’s left in place. “You can get marked reductions by just taking care of those two factors,” Health Watch USA’s Dr. Kavanagh says.

At the Ann Arbor VA Hospital, one unit’s presence of a “Patient Safety Professional” to help ensure better oversight virtually brought the inappropriate use of indwelling catheters to a standstill. Dr. Saint and his colleagues are now gathering data to determine whether that decrease has translated to a drop in infections.

If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work, you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.

—Greg Maynard, MD, MSc, SFHM, director, University of California at San Diego Center for Innovation and Improvement Science, senior vice president, SHM Center for Hospital Innovation and Improvement

One fundamental key, he says, is paying close attention to whether a catheter is really in the patient’s best interests. “If we ask that question—‘If this was my family member, what would I want?’—we usually do the right thing,” Dr. Saint explains. Another key is leveraging the hospitalist’s core skill in communicating often and well with nurses to ensure that they are in sync during the “team sport” of CAUTI prevention.

With pockets of success in reducing inappropriate catheterization, the larger question now is how to scale up the individual interventions to achieve nationwide reductions. “How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?” Dr. Saint asks.

Karen Clarke, MD, MS, MPH, a hospitalist and assistant professor of medicine at Emory University Hospital in Atlanta, is in the midst of tackling such issues. Using a bundled approach that included four interventions, she and colleagues reduced CAUTI rates by 70% at 276-bed West Georgia Medical Center in La Grange, Ga.⁷

The interventions were straightforward and inexpensive, Dr. Clarke says, meaning that they could be widely applied. “The only thing is that there has to be a champion overseeing the interventions to make sure that the steps are followed through on,” she says. Even at cash-strapped facilities, then, a similar approach could prove effective as long as someone assumes responsibility—and hospitalists would be a natural choice.

Based on her study’s promising results, Dr. Clarke hopes to begin implementing the intervention in at least one other hospital starting Jan. 1. If the success can be replicated, she says, the CAUTI-reduction protocol will branch out to include more regional hospitals.

In Focus: C. Diff-Associated Disease

Even as many hospitals are improving their CLABSI and CAUTI rates, hospital-acquired Clostridium difficile infections appear to be getting worse, particularly among older patients. In some facilities, the potentially fatal, diarrhea-causing microbe is now the top pathogen (see “Gut Reaction,” December 2011).

With a timely intervention, however, Kaiser Permanente Medical Center in Santa Clara, Calif., cut its own infection rates by one-third.⁸ In brainstorming how to improve the medical center’s rates, Susanne Mierendorf, MD, MS, FHM, a hospitalist and associate residency program director for internal medicine, joined colleagues in thinking through the barriers for healthcare providers. “It wasn’t ‘Why don’t they follow the infection-control guidelines?’ It was, ‘Why can’t they?’” Dr. Mierendorf says.

The thought exercise led to some eye-opening observations, including the realization that disposable gowns, gloves, and other personal protective equipment weren’t in the room and were hard to find. To help establish habits, Dr. Mierendorf’s team picked a consistent drawer in each patient’s room to stow the equipment and instructed that a wall-mounted holder be filled with gloves at all times.

The researchers also realized that the rooms of patients with suspected or confirmed C. diff infections had warning signs that were too simplistic at first, then overly wordy. Both were being ignored. The solution was simple signage with yellow color-coding and easily recognizable symbols that readily conveyed the infection-control message to staff: sterile gowns, gloves, hands with soap and water, bleach. Those messages were reinforced through a brief, simple, and mandatory educational module for all hospital workers who might come into contact with the patients.

National Implications

On a national scale, hospitalists have helped compile other educational packets and toolkits to address the spectrum of HAIs, from ventilator-associated pneumonia to methicillin-resistant Staphylococcus aureus (MRSA).

More help may be forthcoming through the American Hospital Association’s Health Research and Education Trust. The broad-based effort, funded by the federal Agency for Healthcare Research and Quality (AHRQ), is partnering with SHM and other professional societies to implement small HAI-reduction successes on ever-wider scales. The University of Michigan’s Dr. Saint, for example, is a key partner in the trust’s national initiative to reduce CAUTI rates and improve patient safety.

How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor

Medicare has rolled out its own collection of carrots and sticks to address the problem. The largest carrot, the public-private Partnership for Patients, has joined with SHM, other professional societies, and roughly 3,000 hospitals, so far, and set the ambitious goal of reducing hospital-acquired conditions by 40% by the end of 2013, compared with 2010 tallies. Although applauding the program’s overall goals, physicians, including Dr. Maynard, are taking a wait-and-see attitude, pointing out that many of the details have yet to be ironed out.

Among the sticks, Medicare has begun withholding reimbursement payments for such HAIs as CLABSIs and CAUTIs. Due to intricacies in how hospitals bill under the current DRG system, Dr. Kavanagh says Medicare’s nonpayment policy has recouped relatively little money from its first full year: about $18.8 million in all.

“The policies that cover public reporting, however, do have much more of an impact,” he says. “It’s more of a perceptual sting. Believe me, it is more concerning to have data of bad results that are available to the public than to be penalized by the current financial incentives.”

Other financial policies could carry considerably more weight. The threat of nonpayment for hospital readmissions, Dr. Maynard says, “totally changed the game” by intensifying efforts to reduce those rates, addressing contributing factors such as HAIs in the process. In combination, he says, public accountability through mandated reporting plus financial penalties could prove more powerful than either tactic alone.

Regardless of how federal policy plays out, experts say a new era of accountability and transparency is on its way. As the champions of positive change, hospitalists have a distinct opportunity to help lead the way and bring about a culture that consistently embraces effective interventions—before things get really ugly.

Bryn Nelson is a freelance medical writer based in Seattle.

References

1. Klevens RM, Edwards JR, Richards CL, Horan TC, et al. Estimating health care-associated infections and deaths in U.S. hospitals, 2002. Public Health Rep. 2007;122:160-166.
2. Flanagan ME, Welsh CA, Kiess C, Hoke S, et al. A national collaborative for reducing health care-associated infections: current initiatives, challenges, and opportunities. Am J Infect Control. 2011;39:685-689.
3. Pronovost P, Needham D, Berenholtz S, Sinopoli D, et al. An intervention to decrease catheter-related bloodstream infections in the ICU. N Engl J Med. 2006;355:2725-2732.
4. Srinivasan A, Wise M, Bell M, Cardo D, et al. Vital signs: central line-associated blood stream infections—United States, 2001, 2008, and 2009. MMWR. 2011;60(8):243-248.
5. Chernetsky Tejedor S, Tong D, Stein J, Payne C, et al. Temporary central venous catheter utilization patterns in a large tertiary care center: tracking the “idle central venous catheter.” Infect Control Hosp Epidemiol. 2012;33(1): in press.
6. Saint S, Wiese J, Amory JK, Bernstein ML, et al. Are physicians aware of which of their patients have indwelling urinary catheters? Am J Med. 2000;109(6):476-480.
7. Clarke K, Norrick B, Easley K, Pan Y, et al. Reduction of catheter-associated urinary tract infections through a bundled intervention in a community hospital. J Hosp Med. 2011;6(4):S22.
8. Mierendorf S, Rushton M. Decreasing barriers in prevention of hospital-acquired Clostridium difficile colitis. J Hosp Med. 2011;6(4):S50-S51.

Redness, pain, and drainage from the skin around a catheter. Bloody, cloudy, or pungent urine and mental confusion. Severe diarrhea and a dilated colon: The potential symptoms of some of the most common hospital-acquired infections in the United States aren’t particularly pleasant.

The numbers don’t paint a pretty picture, either.

One widely cited study estimates that the nation’s hospitals report 1.7 million healthcare-associated infections (HAIs) every year, along with nearly 100,000 associated deaths.¹ All told, the additional healthcare costs could tally $30 billion or more annually, according to a 2009 Centers for Disease Control and Prevention (CDC) analysis. Though some bright spots have emerged, healthcare advocates, including Kevin Kavanagh, MD, MS, FACS, director of Kentucky-based patient advocacy group Health Watch USA, contend that the overall size of the problem is likely underestimated. And unless brought under control, he says, emerging pathogens could make a bad situation worse.

The incredible variety of healthcare settings precludes any across-the-board solutions for hospitalists and other care providers. A recent survey of more than 1,200 healthcare professionals from 33 hospitals, however, revealed some common themes. According to the study authors, the data show that “hand hygiene is consistently identified as the greatest barrier to reducing HAIs, and that sustaining the necessary behavioral change to overcome this barrier is difficult.”² In fact, the study highlighted a widespread belief that medical staff, and doctors in particular, are not fully engaged or in compliance with HAI reduction efforts. “The data suggest that physicians often do not adhere to protocols and guidelines; moreover, some respondents questioned whether many physicians are open to change,” the authors wrote.

So what can hospitalists do to help their colleagues embrace a culture of positive change and turn back a worsening healthcare epidemic? If simple answers are in short supply, studies aimed at central-line-associated bloodstream infections, catheter-associated urinary tract infections, and Clostridium difficile infections have at least highlighted some keys to a successful intervention.

In Focus: Central Lines

Central-line-associated bloodstream infections (CLABSIs) arguably have received the most attention of any HAI. Not coincidentally, most researchers point to the anti-CLABSI effort as the high point in the struggle to reduce infection rates.

In a landmark 2006 study led by hospitalist Peter Pronovost, MD, more than 100 ICUs in Michigan nearly eliminated CLABSIs over an 18-month period.³ The “remarkably successful” intervention, according to its authors, focused on changing provider behavior through education and collaboration with infection-control specialists. Nationwide, a recent CDC study estimated that absolute CLABSI numbers in ICUs dropped to 18,000 in 2009 from 43,000 in 2001, a 58% decline.⁴

Sheri Chernetsky Tejedor, MD, SFHM, assistant professor in the division of hospital medicine at Emory University School of Medicine in Atlanta, points out a major caveat in CLABSI prevention efforts, however: To date, she says, most have targeted insertion practices and ICU patients, which do little for the more than half of CLABSIs that occur on hospital wards. These wards thus represent “a ripe opportunity for intervention, especially the low-hanging, ‘low tech’ interventions of removing unnecessary devices,” she says.

Among a small random sample of patients with temporary central venous lines (CVCs), including peripherally inserted central catheters (PICCs), a study led by Dr. Chernetsky Tejedor found that 25% of all CVC days were “idle.”⁵ In other words, in 1 out of every 4 CVC days, the catheter was retained despite failing to meet standard justification criteria. In particular, the study suggested that PICCs were associated with longer catheter use and more idle days, fueling her group’s suspicion that increased PICC availability has changed CVC use patterns.

Among her group’s interventions, a patient safety checklist has been built, with questions about catheter use entered into a daily electronic progress note used by all services on the inpatient wards. One particularly successful strategy empowered nurses to determine whether continued catheter use seems justified and to ask physicians whether an “idle” CVC could be removed.

With a decline in CLABSI rates in ICUs and a shift in focus to the medical wards, Dr. Chernetsky Tejedor says, hospitalists are in a prime position to help reduce the inappropriate use of catheters and other invasive devices. More broadly, hospitalists may be well-suited to help change the culture of medicine toward a wider acceptance of proven interventions, such as central-line checklists.

Dr. Kavanagh argues that the slow and arduous process to move past what he calls “a huge resistance to checklists” and win universal adoption of such protocols “is not a good chapter in medicine.” He isn’t laying the blame at the feet of doctors alone, however. “In some institutions,” he says, “there needs to be a change from a profit-driven to a patient-centered culture.”

Greg Maynard, MD, MSc, SFHM, director of the University of California at San Diego Center for Innovation and Improvement Science and senior vice president of SHM’s Center for Hospital Innovation and Improvement, acknowledges the integral role of checklists in improvement efforts. He cautions, however, that they should be viewed as only one part of a multipronged approach.

As with hand hygiene, Dr. Maynard concedes that some facilities are still facing resistance from medical staff in integrating checklists into their routines, though he argues that an ingrained anti-checklist medical culture may not be solely at fault. “If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work,” he says, “you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.”

In Focus: Catheter-Associated UTIs

Catheter-associated urinary tract infections (CAUTIs) account for roughly 1 in 3 healthcare-associated infections, according to the CDC. And yet many researchers say the “Rodney Dangerfield of HAIs” has long been overlooked.

A frequently cited study led by Sanjay Saint, MD, MPH, FHM, professor of internal medicine at the University of Michigan and the Ann Arbor VA Medical Center, found that nearly 40% of attending physicians were unaware that their patients even had an indwelling urinary catheter.⁶

Dr. Saint has dubbed the phenomenon “immaculate catheterization” to highlight the glaring discrepancy. “Because we also found, in a significant number of patients, there was no documentation anywhere in the medical record that the catheter existed,” he says. “It’s not in the physician’s notes, it’s not in the nursing notes, but we knew it was there because we could see it coming out of the patient.” Catheters that were inappropriately placed, he found, were more often “forgotten” than appropriate ones.

Perhaps more than anything else, the startling observation underscores the intense need for basic awareness of the two biggest UTI risk factors: whether a catheter is used, and how long it’s left in place. “You can get marked reductions by just taking care of those two factors,” Health Watch USA’s Dr. Kavanagh says.

At the Ann Arbor VA Hospital, one unit’s presence of a “Patient Safety Professional” to help ensure better oversight virtually brought the inappropriate use of indwelling catheters to a standstill. Dr. Saint and his colleagues are now gathering data to determine whether that decrease has translated to a drop in infections.

If you insert a checklist in such a way that it’s very inconvenient, that stops the flow of work, you’re not going to have as much success as if you’ve thoughtfully designed it so that the checklist is called into play when it makes sense to bring it into play and made it easy to do, as opposed to difficult and awkward to do.

—Greg Maynard, MD, MSc, SFHM, director, University of California at San Diego Center for Innovation and Improvement Science, senior vice president, SHM Center for Hospital Innovation and Improvement

One fundamental key, he says, is paying close attention to whether a catheter is really in the patient’s best interests. “If we ask that question—‘If this was my family member, what would I want?’—we usually do the right thing,” Dr. Saint explains. Another key is leveraging the hospitalist’s core skill in communicating often and well with nurses to ensure that they are in sync during the “team sport” of CAUTI prevention.

With pockets of success in reducing inappropriate catheterization, the larger question now is how to scale up the individual interventions to achieve nationwide reductions. “How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?” Dr. Saint asks.

Karen Clarke, MD, MS, MPH, a hospitalist and assistant professor of medicine at Emory University Hospital in Atlanta, is in the midst of tackling such issues. Using a bundled approach that included four interventions, she and colleagues reduced CAUTI rates by 70% at 276-bed West Georgia Medical Center in La Grange, Ga.⁷

The interventions were straightforward and inexpensive, Dr. Clarke says, meaning that they could be widely applied. “The only thing is that there has to be a champion overseeing the interventions to make sure that the steps are followed through on,” she says. Even at cash-strapped facilities, then, a similar approach could prove effective as long as someone assumes responsibility—and hospitalists would be a natural choice.

Based on her study’s promising results, Dr. Clarke hopes to begin implementing the intervention in at least one other hospital starting Jan. 1. If the success can be replicated, she says, the CAUTI-reduction protocol will branch out to include more regional hospitals.

In Focus: C. Diff-Associated Disease

Even as many hospitals are improving their CLABSI and CAUTI rates, hospital-acquired Clostridium difficile infections appear to be getting worse, particularly among older patients. In some facilities, the potentially fatal, diarrhea-causing microbe is now the top pathogen (see “Gut Reaction,” December 2011).

With a timely intervention, however, Kaiser Permanente Medical Center in Santa Clara, Calif., cut its own infection rates by one-third.⁸ In brainstorming how to improve the medical center’s rates, Susanne Mierendorf, MD, MS, FHM, a hospitalist and associate residency program director for internal medicine, joined colleagues in thinking through the barriers for healthcare providers. “It wasn’t ‘Why don’t they follow the infection-control guidelines?’ It was, ‘Why can’t they?’” Dr. Mierendorf says.

The thought exercise led to some eye-opening observations, including the realization that disposable gowns, gloves, and other personal protective equipment weren’t in the room and were hard to find. To help establish habits, Dr. Mierendorf’s team picked a consistent drawer in each patient’s room to stow the equipment and instructed that a wall-mounted holder be filled with gloves at all times.

The researchers also realized that the rooms of patients with suspected or confirmed C. diff infections had warning signs that were too simplistic at first, then overly wordy. Both were being ignored. The solution was simple signage with yellow color-coding and easily recognizable symbols that readily conveyed the infection-control message to staff: sterile gowns, gloves, hands with soap and water, bleach. Those messages were reinforced through a brief, simple, and mandatory educational module for all hospital workers who might come into contact with the patients.

National Implications

On a national scale, hospitalists have helped compile other educational packets and toolkits to address the spectrum of HAIs, from ventilator-associated pneumonia to methicillin-resistant Staphylococcus aureus (MRSA).

More help may be forthcoming through the American Hospital Association’s Health Research and Education Trust. The broad-based effort, funded by the federal Agency for Healthcare Research and Quality (AHRQ), is partnering with SHM and other professional societies to implement small HAI-reduction successes on ever-wider scales. The University of Michigan’s Dr. Saint, for example, is a key partner in the trust’s national initiative to reduce CAUTI rates and improve patient safety.

How do you take what will work in one hospital, given its culture and microculture, and then apply it to hospitals across the state, or even across the country?.

—Sanjay Saint, MD, MPH, FHM, professor of internal medicine, University of Michigan, Ann Arbor

Medicare has rolled out its own collection of carrots and sticks to address the problem. The largest carrot, the public-private Partnership for Patients, has joined with SHM, other professional societies, and roughly 3,000 hospitals, so far, and set the ambitious goal of reducing hospital-acquired conditions by 40% by the end of 2013, compared with 2010 tallies. Although applauding the program’s overall goals, physicians, including Dr. Maynard, are taking a wait-and-see attitude, pointing out that many of the details have yet to be ironed out.

Among the sticks, Medicare has begun withholding reimbursement payments for such HAIs as CLABSIs and CAUTIs. Due to intricacies in how hospitals bill under the current DRG system, Dr. Kavanagh says Medicare’s nonpayment policy has recouped relatively little money from its first full year: about $18.8 million in all.

“The policies that cover public reporting, however, do have much more of an impact,” he says. “It’s more of a perceptual sting. Believe me, it is more concerning to have data of bad results that are available to the public than to be penalized by the current financial incentives.”

Other financial policies could carry considerably more weight. The threat of nonpayment for hospital readmissions, Dr. Maynard says, “totally changed the game” by intensifying efforts to reduce those rates, addressing contributing factors such as HAIs in the process. In combination, he says, public accountability through mandated reporting plus financial penalties could prove more powerful than either tactic alone.

Regardless of how federal policy plays out, experts say a new era of accountability and transparency is on its way. As the champions of positive change, hospitalists have a distinct opportunity to help lead the way and bring about a culture that consistently embraces effective interventions—before things get really ugly.

Bryn Nelson is a freelance medical writer based in Seattle.

References

1. Klevens RM, Edwards JR, Richards CL, Horan TC, et al. Estimating health care-associated infections and deaths in U.S. hospitals, 2002. Public Health Rep. 2007;122:160-166.
2. Flanagan ME, Welsh CA, Kiess C, Hoke S, et al. A national collaborative for reducing health care-associated infections: current initiatives, challenges, and opportunities. Am J Infect Control. 2011;39:685-689.
3. Pronovost P, Needham D, Berenholtz S, Sinopoli D, et al. An intervention to decrease catheter-related bloodstream infections in the ICU. N Engl J Med. 2006;355:2725-2732.
4. Srinivasan A, Wise M, Bell M, Cardo D, et al. Vital signs: central line-associated blood stream infections—United States, 2001, 2008, and 2009. MMWR. 2011;60(8):243-248.
5. Chernetsky Tejedor S, Tong D, Stein J, Payne C, et al. Temporary central venous catheter utilization patterns in a large tertiary care center: tracking the “idle central venous catheter.” Infect Control Hosp Epidemiol. 2012;33(1): in press.
6. Saint S, Wiese J, Amory JK, Bernstein ML, et al. Are physicians aware of which of their patients have indwelling urinary catheters? Am J Med. 2000;109(6):476-480.
7. Clarke K, Norrick B, Easley K, Pan Y, et al. Reduction of catheter-associated urinary tract infections through a bundled intervention in a community hospital. J Hosp Med. 2011;6(4):S22.
8. Mierendorf S, Rushton M. Decreasing barriers in prevention of hospital-acquired Clostridium difficile colitis. J Hosp Med. 2011;6(4):S50-S51.

1. Encourage good hand hygiene. This should be obvious, but hospitals are struggling to achieve compliance rates of even 50%. One study has found significant improvement by appealing to medical providers’ altruistic sense: “Hand hygiene prevents patients from catching diseases.”¹
2. Embrace checklists. If they work for airline pilots, they can work for you. Study after study has supported their effectiveness, particularly in preventing CLABSIs and CAUTIs when well-integrated into a multifaceted approach.
3. Bundle up. A bundled approach that emphasized proper hand hygiene, disinfection, catheter avoidance, and timely removal cut CLABSI rates by morethan half, on average, in Veterans Administration ICUs throughout the U.S.²
4. Team up. For a C. diff-reduction effort at Kaiser Permanente Medical Center in Santa Clara, Calif., success meant getting doctors, nurses, specialists, and administrators on board, both to brainstorm and to sustain momentum.
5. Be a role model. Consistently following HAI-prevention protocols, such as contact precautions, can make adherence contagious—in a very good way.
6. Be an innovator. By virtue of being ubiquitous in inpatient wards, hospitalists know what works and what doesn’t; your insight can be particularly valuable for a team-based, HAI-reduction effort.

References

1. Grant AM, Hofmann DA. It’s not all about me: Motivating hospital hand hygiene by focusing on patients. Psychol Sci. 2011;22:1494-1499.
2. Render ML, Hasselbeck R, Freyberg RW, Hofer TP, et al. Reduction of central line infections in Veterans Administration intensive care units: an observational cohort using a central infrastructure to support learning and improvement. BMJ Qual Saf. 2011;20(8):725-732.

1. Encourage good hand hygiene. This should be obvious, but hospitals are struggling to achieve compliance rates of even 50%. One study has found significant improvement by appealing to medical providers’ altruistic sense: “Hand hygiene prevents patients from catching diseases.”¹
2. Embrace checklists. If they work for airline pilots, they can work for you. Study after study has supported their effectiveness, particularly in preventing CLABSIs and CAUTIs when well-integrated into a multifaceted approach.
3. Bundle up. A bundled approach that emphasized proper hand hygiene, disinfection, catheter avoidance, and timely removal cut CLABSI rates by morethan half, on average, in Veterans Administration ICUs throughout the U.S.²
4. Team up. For a C. diff-reduction effort at Kaiser Permanente Medical Center in Santa Clara, Calif., success meant getting doctors, nurses, specialists, and administrators on board, both to brainstorm and to sustain momentum.
5. Be a role model. Consistently following HAI-prevention protocols, such as contact precautions, can make adherence contagious—in a very good way.
6. Be an innovator. By virtue of being ubiquitous in inpatient wards, hospitalists know what works and what doesn’t; your insight can be particularly valuable for a team-based, HAI-reduction effort.

References

1. Grant AM, Hofmann DA. It’s not all about me: Motivating hospital hand hygiene by focusing on patients. Psychol Sci. 2011;22:1494-1499.
2. Render ML, Hasselbeck R, Freyberg RW, Hofer TP, et al. Reduction of central line infections in Veterans Administration intensive care units: an observational cohort using a central infrastructure to support learning and improvement. BMJ Qual Saf. 2011;20(8):725-732.

1. Encourage good hand hygiene. This should be obvious, but hospitals are struggling to achieve compliance rates of even 50%. One study has found significant improvement by appealing to medical providers’ altruistic sense: “Hand hygiene prevents patients from catching diseases.”¹
2. Embrace checklists. If they work for airline pilots, they can work for you. Study after study has supported their effectiveness, particularly in preventing CLABSIs and CAUTIs when well-integrated into a multifaceted approach.
3. Bundle up. A bundled approach that emphasized proper hand hygiene, disinfection, catheter avoidance, and timely removal cut CLABSI rates by morethan half, on average, in Veterans Administration ICUs throughout the U.S.²
4. Team up. For a C. diff-reduction effort at Kaiser Permanente Medical Center in Santa Clara, Calif., success meant getting doctors, nurses, specialists, and administrators on board, both to brainstorm and to sustain momentum.
5. Be a role model. Consistently following HAI-prevention protocols, such as contact precautions, can make adherence contagious—in a very good way.
6. Be an innovator. By virtue of being ubiquitous in inpatient wards, hospitalists know what works and what doesn’t; your insight can be particularly valuable for a team-based, HAI-reduction effort.

References

1. Grant AM, Hofmann DA. It’s not all about me: Motivating hospital hand hygiene by focusing on patients. Psychol Sci. 2011;22:1494-1499.
2. Render ML, Hasselbeck R, Freyberg RW, Hofer TP, et al. Reduction of central line infections in Veterans Administration intensive care units: an observational cohort using a central infrastructure to support learning and improvement. BMJ Qual Saf. 2011;20(8):725-732.