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Using rapid-cycle quality improvement methodology to reduce feeding tubes in patients with advanced dementia: before and after study
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     1 Lenox Hill Hospital, 100 East 77th Street, New York, New York 10021, USA

    Correspondence to: C Monteleoni cmonteleoni@lenoxhill.net

    Abstract

    At Lenox Hill Hospital, a 652 bed acute care facility in New York City, a multidisciplinary group of professionals concerned about improving medical care and quality of life for patients with dementia undertook a quality improvement project to address the issue of feeding tube placement in these patients. The project was conducted under the auspices of the New York Palliative Care Quality Improvement Collaborative (PCQuIC), a multisite initiative sponsored by the United Hospital Fund, RAND Corporation, and the Washington Home Center for Palliative Care Studies, with the aim of improving palliative care services in the 23 participating healthcare institutions.13 Faculty at the collaborative supplied training in the "plan-do-studyact" model for improvement14 15 and mentoring for this project over a 10 month period from September 2002 until June 2003. The project's core team included a geriatrician, a speech pathologist, a nurse, and an administrator. The hospital's vice president for medical affairs served as senior leader, acting as an advocate for the project.

    Outline of the problem

    We established three aims to measure the success of our interventions:

    Reduce by 50% the number of feeding tubes placed in patients with dementia

    Reduce to zero the number of feeding tubes placed in patients with dementia who are capable of taking food by mouth

    Reduce to zero the number of feeding tubes placed in patients with dementia who have advance directives stating the wish to forgo artificial nutrition and hydration.

    We hoped to achieve these aims within nine months of initiating quality improvement interventions.

    Methods used to identify problems

    Beginning in January 2003, the team formed a palliative care consulting team and instituted educational programmes.

    The palliative care consulting team was led by the director of geriatrics. Working with medical residents on geriatrics rotation and the existing ethics and pain consult services, the team provided support and guidance for attending physicians (figure). A letter from the hospital's vice president for medical affairs requested attending physicians to call a member of the team whenever a feeding tube was being considered for any patient, demented or otherwise. Primary care physicians, gastroenterologists, nutritionists, nurse managers, and case managers attended in-service training sessions that explained the project and enlisted participation (boxes 1 and 2) The project was publicised at the quarterly medical staff conference and at grand rounds.

    Role of palliative care consulting team

    Four educational programmes were instituted. Firstly, a nationally recognised geriatrician with expertise in feeding issues in dementia gave a medical grand rounds presentation addressing the issue of feeding tube placement. The other three programmes involved the 24 medical residents in postgraduate year 2: they have a rotation of 12 sessions of pain management consultation; participate in presenting modules of the EPEC (Education for Physicians in End of Life Care) curriculum to the remainder of the medical house staff (attendance is mandatory); and spend one month on geriatrics rotation, which includes answering all palliative care consulting requests.

    Box 1: Specialties targeted

    Speech pathology

    Nutrition

    Gastroenterology

    Nurse managers

    Case managers

    Primary care physicians

    Hospitalists (physicians specialising in inpatient care)

    Ethics committee

    Administration

    Box 2: Components of in-service training

    Review of medical literature on burdens and benefits of tube feeding in patients with dementia

    Discussion of advance directives

    Linking advanced dementia to palliative care

    Explanation of quality improvement project

    Assignment of role in project

    Effects of change

    Use of rapid cycle quality improvement methodology13 14 to change medical practice in this case was successful on many levels. The intensive educational initiative, coupled with implementation of a palliative care consulting service, brought the issue of tube placement in patients with dementia into focus for the hospital community. Medical grand rounds and in-service training sessions were well attended. From January to September 2003, the consult team intervened on 12 feeding tube cases. It is unlikely, however, that the sharp reduction in tube placement is attributable only to the organised quality improvement interventions. During the study period, physicians, nurses, nutritionists, speech pathologists, case managers, social workers, and other clinical staff seemed to talk more, formally and informally, about feeding tubes and the wider issue of medically futile treatment, suggesting a "cultural shift" within the hospital. Staff from many disciplines took pride in the rapid, dramatic results of the project, and this increased morale and belief in the possibility of positive change within the institution. Doctors' response to the project was generally positive, although a few practitioners resented "interference" with their care of patients. More commonly, doctors were grateful for the help the consulting team offered in dealing with difficult cases. Education of house staff, in both didactic sessions and clinical rotations, was a key component in the success of the project.

    Key learning points

    Despite literature questioning value of this intervention, physicians insert feeding tubes in patients with dementia

    Interdisciplinary teamwork and focused educational effort can rapidly produce change in practice

    Nutritionists, speech pathologists, gastroenterologists, case managers, social workers, nurses, and house staff can be targeted for education

    The palliative care team works with attending physician to address prognosis, the patient's decision making capacity, the patient's wishes, and treatable causes of poor food intake

    We wondered if the sharp decline in feeding tube placement in patients with dementia in our hospital had been accompanied by an increase in outpatient tube placements in outpatient settings or at nearby facilities. We have joined a consortium of hospitals in New York City to address the issue on a regional basis.

    It became clear from chart review and palliative care consultations that absence of clear goals of care often led to unnecessarily long, complicated stays in hospital, contradictions among recommendations made by various clinicians on a case, and care inconsistent with patients' wishes. The palliative care consultant became a facilitator of communication among medical staff and between doctor and patient or surrogate, to establish goals of care. We have started a new quality improvement activity for early establishment and documentation of goals of care.

    Contributors: CM and EC participated in project design, data collection, data analysis, palliative care case consultations, in-service instruction, and other staff education in palliative care, and writing of this report. Julie Wityk participated in data collection and served as liaison with the PCQuIC faculty. Nancy Mooney, Tamar Kotz, and Barrie Guise participated in data collection. Walter Ettinger assisted with project design and served as the project's senior advocate within the institution. John Rapoport and Arthur Blank assisted with data analysis. CM is guarantor.

    Funding: Participation in the PCQuIC collaborative was supported by grants from Lenox Hill Hospital and the United Hospital Fund. These grants subsidised attendance at learning sessions and access to PCQuIC faculty for guidance throughout the course of the activity.

    Competing interests: None declared.

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