Impact of atrial fibrillation centre on the implementation of the atrial fibrillation better care holistic pathway in a Chinese large teaching hospital: an interrupted time series analysis

Figures

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  Figure 1. Interrupted time series analysis of the ABC pathway. (A) The ABC pathway implementation rate in all departments; (B) the ABC pathway implementation rate in the cardiology department; (C) the ABC pathway implementation rate in the internal medicine departments; (D) the ABC pathway implementation rate in the surgical departments. The vertical dashed line represents the intervention time point of the completion of the AFC construction (October 2018). Each circle represents the true monthly implementation rate. The solid line is the fitted regression line, the blue one represents the trend line of the implementation rate before the intervention, and the red one is the trend line of the implementation rate after the intervention. The three p values from left to right of each figure correspond to the baseline slope, intervention-intercept change and intervention-slope change. ABC, Atrial Fibrillation Better Care; AFC, Atrial Fibrillation Centre.

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  Figure 2. Interrupted time series analysis of the ‘A’ and ‘B’ criteria. A1: ‘A’ criterion implementation rate in all departments; A2: NOACs utilisation rate in all departments; A3: ‘B’ criterion implementation rate in all departments; A4: rate control strategy implementation rate in all departments; A5: rhythm control strategy implementation rate in all departments; B1: ‘A’ criterion implementation rate in cardiology department; B2: NOACs utilisation rate in cardiology department; B3: ‘B’ criterion implementation rate in the cardiology department; B4: rate control strategy implementation rate in the cardiology department; B5: rhythm control strategy implementation rate in the cardiology department; C1: ‘A’ criterion implementation rate in the internal medicine departments; C2: NOACs utilisation rate in the internal medicine departments; C3: ‘B’ criterion implementation rate in the internal medicine departments; C4: rate control strategy implementation rate in the internal medicine departments; C5: rhythm control strategy implementation rate in the internal medicine departments; D1: ‘A’ criterion implementation rate in the surgical departments; D2: NOACs utilisation rate in the surgical…

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  Figure 3. Interrupted time series analysis of the ‘C’ Criterion. A1: ‘C’ criterion implementation rate in all departments; A2: hypertension management rate in all departments; A3: diabetes management rate in all departments; A4: hyperlipidaemia management rate in all departments; A5: HF management rate in all departments; A6: CHD management rate in all departments; B1: ‘C’ criterion implementation rate in cardiology department; B2: hypertension management rate in cardiology department; B3: diabetes management rate in cardiology department; B4: hyperlipidaemia management rate in cardiology department; B5: HF management rate in cardiology department; B6: CHD management rate in cardiology department; C1: ‘C’ criterion implementation rate in the internal medicine departments; C2: hypertension management rate in the internal medicine departments; C3: diabetes management rate in the internal medicine departments; C4: hyperlipidaemia management rate in the internal medicine departments; C5: HF management rate in the internal medicine departments; C6: CHD management rate in the internal medicine departments; D1: ‘C’ criterion implementation rate in the surgical departments; D2: hypertension…