Abstracts by keywords: hospitals
The corona pandemic poses major challenges for the healthcare system. There was great concern about overload, particularly with regard to intensive care capacities. The discussion about the right prevention, therapy and care concepts remains intense [1]. In addition to symptomatic measures, the treatment concept for Covid-19 includes oxygen administration, non-invasive and invasive ventilation, thromboembolism prophylaxis and the administration of dexamethasone in severe cases [2]. The evaluation of routine data during the course of the pandemic can meaningfully supplement surveillance via legal procedures and the development of registers in a timely manner and without additional collection effort. The Quality Indicators for Church Hospitals Association (QKK e. V.) has therefore quickly added the topic of Covid-19 to its cross-agency quality benchmarking. The Covid-19 module includes 27 key figures in the QKK indicator set for 2021, including intensive care, complications, ventilation and mortality (see https://www.qkk-online.de/). The QKK e. V. can use the routine data from its member institutions to make a comparison between the first and second waves of the corona pandemic in order to support the further development of treatment concepts for patients with Covid-19.
07.08.2021
The aim of the study was to analyze DRG-attributable effects on the care process in and around the hospital. On the basis of 30 representatively selected hospitals in Lower Saxony and using a differentiated methodology, it was possible to show: 1. The quality of direct patient care in the hospital has largely not changed due to the introduction of the DRG. 2. There is no evidence for a targeted selection of lucrative treatment cases. 3. The phenomenon of a "bloody dismissal" cannot be proven. 4. An increase in unplanned readmissions ("revolving door effect") in the course of the introduction of the DRG cannot be proven. 5. The hospitals have created the essential prerequisites for the operational implementation of the DRG system; a future-oriented strategic alignment and a consistent process design has only been partially implemented. 6. The working conditions have changed in the course of the introduction of the DRG, with the documentation and coding effort being overestimated. 7. The medium-sized and large hospitals are largely economically successful even under DRG conditions because they can use the opportunities for strategic realignment, while this is much more difficult for the smaller hospitals.