Getting to zero safer care improvement programme
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Getting to Zero-Safer Care Improvement Programme. Annette Bartley RGN BA MSc MPH Health Foundation/IHI Quality Improvement Fellow. Programme Aims. Alignment with Safety Express To reduce the incidence of Avoidable Hospital /Community Acquired Pressure Ulcer

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Getting to zero safer care improvement programme

Getting to Zero-Safer Care Improvement Programme

Annette Bartley RGN BA MSc MPH

Health Foundation/IHI Quality Improvement Fellow


Programme aims

Programme Aims

  • Alignment with Safety Express

  • To reduce the incidence of Avoidable Hospital /Community Acquired Pressure Ulcer

  • Reduce of Falls (falls with harm)

  • Reduce Catheter Associated Urinary Tract Infections (CAUTI)

  • Prevention of Venous Thromboembolism

    ( VTE)


Action planning session

Action Planning Session

Changes That Result in Improvement

Model for Improvement

What are we trying to

accomplish?

How will we know thata

change is an improvement?

A

P

What change can we make that

S

D

will result in improvement?

DATA

D

S

P

Implementation of Change

A

A

P

S

D

Wide-Scale Tests of Change

Hunches TheoriesIdeas

A

P

S

D

Follow-up Tests

Very Small Scale Test


Alignment harm free care

Alignment -Harm Free Care


Prevention of pressure ulcers

Prevention of Pressure Ulcers


Getting to zero safer care improvement programme

The Model for Improvement will underpin the programme, enabling teams to connecting an aim to action and measurement which will enable you to demonstrate their progress.


Getting to zero safer care improvement programme

Developing a systems-based approach to the prevention of hospital acquired pressure ulcers

What will success look like?

Risk Identification

Risk Assessment

Communication of

Risk status

Appropriate preventative

strategy implemented

Evaluation of outcome


Three types of measures

Three Types of Measures

Outcome Measures: Voice of the customer or patient. How is the system performing? What is the result?

Process Measures: Voice of the workings of the system. Are the parts/steps in the system performing as planned?

Balancing Measures: Looking at a system from different directions/dimensions. What happened to the system as we improved the outcome and process measures? (e.g. unanticipated consequences, other factors influencing outcome)


Measurement guidelines

Measurement Guidelines

  • The question - How will we know that a change is animprovement? - usually requires more than one measure

    • A balanced set of five to eight measures will ensure that the system is improved

    • Balancing measures are needed to assess whether the system as a whole is being improved


Measurement it is your data data must be locally owned

Measurement- It is YOUR data!! (data MUST be locally owned)

  • Outcome measures

    • Incidence ( count on safety cross)

    • Days between events

  • Process measures

    • Percent Compliance with risk assessment

    • Percent Compliance with process ( bundle)

    • Percent compliance with Intentional Rounding tool

  • Balancing measures

  • Patient Experience

  • Staff satisfaction

  • Length of Stay

  • Complaints

  • Staff turnover /Sickness rates

  • Budget implication


Visual measurement

Visual Measurement


Real time data for improvement process

Real Time Data for improvement – Process


Intentional rounding what is it

Intentional Rounding – What is it?

  • Structured process where frontline staff regularly round on patients and reliably perform scheduled/required tasks

  • Rounding with purpose- linked to an aim

  • 8 key behaviors

    • Opening key words – managing up

    • Perform scheduled tasks

    • Address the 3 p’s of pain, potty? position (SKIN Bundle)(toileting), and

    • Assess comfort needs

    • Environmental assessment

    • Closing key words

    • Explain when you or others will return

    • Document the round on the log


Tools rounding log

Tools – Rounding Log


Tools badge card

Tools – Badge Card


Tools accountability tool

Tools – Accountability Tool


Getting to zero safer care improvement programme

Intentional Rounding -Benefits

  • Provide staff with better control of their time

  • Improved outcomes / promote safety

  • Results

  • Increase Patient Satisfaction

  • Decreases anxiety

  • Increase trust and give sense of comfort

  • Increase Employee Satisfaction


The snorkel

The Snorkel


Fostering creativity and brainstorming

Fostering Creativity and Brainstorming?


Methods for generating new ideas

Methods for Generating New Ideas

  • Change Concepts

  • Using Technology

  • Critical Thinking

  • IDEO Brainstorming

  • Metaphorical Thinking

  • Observation

  • Provocation

  • Prototyping

  • Idealized Design


Getting to zero safer care improvement programme

Innovation and Work Redesign

http://theartofinnovation.com/purchase.htm


Resources for snorkel

Resources for “Snorkel”


Outline of snorkel

Outline of “Snorkel”

Review of Project Vision and Charter

What do we know about ….

Propose a Design Challenge

Storytelling

How might we….?

Brainstorming

Select top ideas (multi-vote)

Prioritize ideas for development

Plan prototypes

Enactments

Design first series of tests


Storytelling

Storytelling

  • In lieu of doing actual observations, use storytelling to “observe” actual experiences

  • Recall an actual story or experience which relates to the specific design challenge (personal, friend or family member or work-related experience)

    • Who was involved?

    • What happened?

    • How did individuals feel and react?

  • Give an example

  • Tell stories in small groups (nor more than 2 minutes each)


  • How might we used to create ideas for the brainstorming

    How might we….? (used to create ideas for the brainstorming)

    …. Prevent harm

    …Engage Patients and families in preventing harm

    …Optimise nutrition

    Ideas should be actionable

    Write each idea on post-it notes or flip c


    Rules for brainstorming 20 mins

    Rules for Brainstorming (20 mins)

    Chose one or two “how might we scenarios….

    • encourage wild ideas

    • go for quantity – want more than 500 ideas

    • defer judgment

    • be visual – draw pictures

    • one conversation at a time

    • build on ideas of others

    • stayed focused on topic (“how might we…” scenarios)

      Write each idea on post-it notes


    Multi voting to select top ideas

    Multi-voting to Select Top Ideas

    • Cluster together similar ideas from brainstorming exercise

    • Use dots to vote:

      • What are your personal favorites?

      • What idea would you most like to try on your unit?

      • What idea do you think will have the biggest

        impact toward achieving the “how might we…”

  • Participants can distribute their dots however they want –- all on one idea, each dot on a separate idea, or anything in between

  • Report out on favorite ideas (where there are most dots)


  • Matrix of change ideas

    Matrix of Change Ideas

    High Impact

    Strive for high-impact , low-cost solutions.

    Translate high-cost solutions into low-cost alternatives.

    Low Cost

    High Cost

    Low Impact


    Outline of snorkel1

    Outline of “Snorkel”

    Review of Project Vision and Charter

    What do we know about……

    Propose a Design Challenge

    Storytelling

    How might we….?

    Brainstorming

    Select top ideas (multi-vote)

    Prioritize ideas for development

    Plan prototypes

    Enactments

    Design first series of tests


    Ideo s design principles

    Keep people informed throughout process

    Value people, time, and energy

    Enable learning and teaching

    Give people appropriate levels of control

    Facilitate connections among people

    IDEO’s Design Principles


    Enactments

    Enactments

    • Create an enactment to illustrate an extreme future vision for your prototype

    • Create storyline and build

    • Rehearse and refine

    • Present to whole group

    • Select elements and build on ideas


    Thank you questions

    Thank You! Questions?


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