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Making Indiana the Safest State: The Challenge and the Opportunity. Betsy Lee, RN, BSN, MSPH InAHQ Spring Conference May 9, 2014. Conflicts of Interest Disclosures. The speaker has nothing to disclose. Session Objectives.

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Making indiana the safest state the challenge and the opportunity

Making Indiana the Safest State: The Challenge and the Opportunity

Betsy Lee, RN, BSN, MSPH

InAHQ Spring Conference

May 9, 2014


Conflicts of interest disclosures
Conflicts of Interest Disclosures Opportunity

The speaker has nothing to disclose.


Session objectives
Session Objectives Opportunity

Discuss the status of statewide patient safety improvement in Indiana compared to national benchmarks

Evaluate potential impact of the Partnership for Patients initiative on patient safety at the local level

Outline leadership strategies for engaging front line staff in addressing harm across the board


Indiana s bold aim

To make Indiana the safest place to receive health care in the United States, if not the world

Indiana’s Bold Aim

Inaugural Indiana Patient Safety Summit - March 2010


The challenge indiana performance
The Challenge: Indiana Performance the United States,

  • How will we know we are the safest state?

  • Challenge to find comparative data for many safety measures

  • No publicly available comparative data for ADE’s, Falls, Pressure Ulcers, VTE, VAP, birth-related injuries, early elective deliveries

  • Infections: CDC HAI Progress report

    • Nationally, CLABSI dropped 44% from 2008 to 2012

    • The reduction in Indiana was only 34%

    • CLABSI SIR increased from 2011 to 2012


Indiana 2012 healthcare acquired infections
Indiana 2012 Healthcare Acquired Infections the United States,

Source: National and State Healthcare Acquired Infections: Progress Report

Centers for Disease Control and Prevention, March 2014

http://www.cdc.gov/hai/pdfs/stateplans/factsheets/in.pdf


Sepsis mortality reductions are promising
Sepsis Mortality Reductions are Promising the United States,

Began sharing

coalition reports


Heart failure 30 day readmission rate
Heart Failure 30 Day Readmission Rate the United States,

23.79%

18.91%

23.75%

24.17%

23.87%

23.98%

24.47%

25.17%

23.38%

23.63%

23.60%

24.55%

25.77%

24.30%

26.08%

24.43%

23.92%

24.81%

25.20%

19.67%

24.50%

24.80%

23.11%

25.37%

24.09%

26.50%

25.31%

23.56%

24.73%

24.55%

24.82%

24.74%

23.73%

25.61%

24.33%

25.20%

24.73%

25.05%

25.99%

24.09%

25.91%

24.43%

26.21%

25.80%

24.46%

24.68%

24.57%

25.60%

24.98%

24.23%

23.45%

Source: Hospital Compare Release manipulated by WhyNotTheBest.org, , Measure Start – End Dates:7/1/08- 6/30/11


Partnership for patients aims
Partnership for Patients the United States, Aims

  • 40% Reduction in Preventable Hospital Acquired Conditions

    • 1.8 Million Fewer Injuries

    • 60,000 Lives Saved

  • 20% Reduction in 30-Day Readmissions

    • 1.6 Million Patients Recover Without Readmission

  • Projection: up to $35 Billion dollars will be saved


Impact of partnership for patients
Impact of Partnership for Patients the United States,

Large scale funded national initiative

Aims aligned with Indiana priorities

Takes statewide and regional improvement efforts to scale

Encourages local adaptation with the discipline of organized effort and measurement


Aha hret hospital engagement network
AHA/HRET Hospital Engagement Network the United States,

34 states / 1,622 hospitals

12


Coalition for care
Coalition for Care the United States,


Partnership for patients
Partnership for Patients the United States,


National hen targeted harm categories
National HEN Targeted the United States, Harm Categories

  • Adverse drug events

  • Birth-related injuries

    • Elimination of Early Elective Deliveries

  • Central line-associated blood stream infections

  • Catheter-acquired urinary tract infections

  • Falls with injury

  • Surgical infections and complications

  • Venous thromboembolism

  • Pressure ulcers

  • Readmissions

  • Ventilator-associated pneumonia


Additional priorities
Additional Priorities the United States,

Leadership Systems

Culture of Safety

Teamwork and Communications

Lean Training

Innovation and Transformation

Preventing Harm Across the Board

Health Care Disparities


2014 cms topic expansion
2014 the United States, CMS Topic Expansion

Expansion to other topics:

  • Sepsis

  • MRSA

  • Acute Renal Failure

    - Clostridium difficile

  • Procedural Harm


How might we achieve our aim
How Might We the United States, Achieve Our Aim?

Focus on initiatives to improve all eleven Partnership for Patients topics

Emphasize measurement, data submission and transparency

Statewide alignment and energy

Engage front-line teams in patient safety efforts

Embrace personal and collective nature of change


National content development
National Content Development the United States,

  • Change packages for all 10 topic areas are now available at www.hret-hen.org.

  • National HRET conference calls and webinars to share evidence-based practice solutions

  • National CMS calls sharing ideas for change from hospitals around the country

  • Indiana learning opportunities for many topics


Hret hen resources
HRET HEN Resources the United States,

http://hret-hen.org/


Hret hpoe resources
HRET/HPOE Resources the United States,

http://hret-hen.org/


Education and technical assistance
Education and Technical Assistance the United States,

Improvement Leader Fellowship (HRET)

National Collaborative (HRET HEN Week)

National and Indiana webinars

Regional “Roadshows”

Indiana Patient Safety Summits

IHA Annual Meetings

Lean Six Sigma training Medication Safety Essentials courses (MSE 1.0 and advanced course MSE 2.0) - on-line, on-demand continuing education

Readmissions computerized simulation model

Communities of practice

Site visits and coaching


Special focus adverse drug events
Special Focus: Adverse Drug Events the United States,

Significance:

  • About 1/3 of all hospital adverse events are related to ADEs

  • LOS is prolonged by 1.7-4.6 days

  • ADEs affect 1.9 million hospital stays annually

  • Cost $4.2 billion annually

  • Responsible for about 100,000 emergent hospitalizations in older Americans, annually4

  • 2/3 result from just four medication classes:

    • Warfarin, insulin, oral hypoglycemics, and oral antiplatelet agents

    • 2/3 result from unintentional overdoses

      1. ClassenDC et al. Health Aff (Millwood) 2011;30:581–9.

      2. Agency for Healthcare Research and Quality, Rockville, MD, 2011 April. HCUP Statistical Brief #109.

      3. ClassenDC et al. JAMA 997;277:301–6. Bates DW et al. JAMA 1997;277:307–11.

      4. Budnitz, DS et al. N Engl J Med 2011:365:2002-12.


Ade resources
ADE Resources the United States,

http://www.mnhospitals.org/Portals/0/Documents/ptsafety/ade/Medication-Safety-Gap-Analysis-Opioid.pdf

http://patientsafetyauthority.org/EducationalTools/PatientSafetyTools/opioids/Documents/assessment.pdf


Elimination of eed
Elimination of EED the United States,

Policy

Scheduling Form

Consent


Cms four calls to action
CMS: Four the United States, Calls to Action

Reduce harm across the board. It is a call for hospitals to produce reductions in every type of harm.

Take a systemic approach. It is a call to transform the organization and its practices to eliminate all the causes of harm. “Using every means at our disposal.”

Make your safety transparent to all. It is a call for hospitals to define themselves by their safety performance; define themselves to their employees, doctors, patients and the community.

Make safety personal & compelling. Make every incident of harm a personal patient story that propels the institution to higher levels of performance.


Making indiana the safest state the challenge and the opportunity

Harm Across the Board (HAB): the United States,

Monthly Update

Hospital: ________________ State: ______ Month: _________


Making indiana the safest state the challenge and the opportunity

  • Eleven regional safety coalitions the United States,

  • Members agree not to compete on patient safety

  • Layered model of regional coalitions and affinity groups supports transformation, learning and spread

  • Benefits:

  • Innovate at the front lines

  • Align with state and national efforts, and standardize when beneficial

  • Builds local and hospital-specific capacity for improvement and innovation

  • Encourages safety leadership at all levels across multiple professions


Why regional efforts are important
Why Regional Efforts Are Important the United States,

  • Focus on improving patient safety and decreasing harm

  • Identify patient safety issues through data/events

    • Transparency

  • Share expertise, resources, and tools

  • Develop solutions in coalition and collaborative learning

  • We do not compete on patient safety


Making indiana the safest state the challenge and the opportunity

Regional Patient Safety Coalitions: Scope and Focus the United States,

Not Competing on Safety

Culture of Learning

Transparency

Trusting Relationships

Skilled workforce – technical/safety competencies; coaching

Joy in Work, Give

it Meaning, Make it Personal, Board Engagement

Safest

State in

the Nation

Patients and families involved in improving care and reducing harm


R egional coalition transparency
R the United States, egional Coalition Transparency


Partnership for patients1
Partnership for Patients the United States,


Making indiana the safest state the challenge and the opportunity

Patient Engagement and Adverse Events the United States,

“[T]here was an inverse relationship between [patient] participation [in their care] and adverse events . . . [P]atients with high participation were half as likely to have at least one adverse event during the admission. ”

Source: Weingart SN et al., Hospitalized patients’ participation and its impact on quality of care and patient safety, International Journal for Quality in Health Care 2011; 1-9.


Partnership for patients2
Partnership for Patients the United States,



Indiana hsops results
Indiana HSOPS Results the United States,


Key elements of enhancing cultures
Key Elements of Enhancing Cultures the United States,

Teamwork and communication

Leadership engagement in safety strategies

High reliability principles

Eliminating fear

Effective handovers and transitions


Ahrq culture of safety survey
AHRQ Culture of Safety Survey the United States,

  • Of the 12 dimensions of culture measured in the Hospital Survey on Patient Safety, Handoffs and Transitions has the lowest average percent positive

  • Subscale questions measure these perceptions:

    • Things “fall between the cracks”

    • Important information is lost at the change of shifts

    • Problems occur with the exchange of information across hospital units

    • Shift changes are problematic for patients


What are hand offs handovers
What are hand-offs/handovers? the United States,

“The process of transferring primary authority and responsibility for providing clinical care to a patient from one departing caregiver to one oncoming caregiver.”

Patterson & Wears, 2010


Characteristics of effective handovers
Characteristics of Effective Handovers the United States,

  • Face-to-face, verbal, and interactive

  • Providers come together and stay in a “zone of readiness and attention” during information sharing

    • Limit interruptions

    • Limit initiation of actions

  • Not just about information exchange, but some type of written, structured tool is employed

  • Includes time for anticipation and foresight

  • Receiver does read-back to verify content

  • Good teamwork as foundation


Handover components
Handover Components the United States,

Introduction and brief patient history

Overview of current situation

Safety concerns or potential problems

Plan (what’s next?)

Anticipation, reflection, and foresight (what might go wrong?) - provide context

Questions and verification


Example draw
Example: DRAW the United States,

Diagnosis

Recent Changes

Anticipated Changes

What to Watch For

Source: Seton Southwest Hospital, Austin, TX


Making indiana the safest state the challenge and the opportunity

Evolution of Culture the United States,

Prof. Patrick Hudson, Leiden University, the Netherlands (From Shell E & P)


Managing the unexpected weick sutcliffe
Managing the Unexpected the United States, (Weick & Sutcliffe)

  • “Mindfulness”:

    • Ability to see the significance of early and weak signals and to take strong decisive action to prevent harm

  • “Sensemaking”:

    • Process of transforming experiences into updated views of the system by “taking the time to make sense out of new and changing circumstances”

    • “Trust is a product of sensemaking.” – J. Morath


Tools for sensemaking weick and battles
Tools for the United States, Sensemaking (Weick and Battles)

Literally “making sense of events”

Building a systems understanding to eliminate and mitigate risks to patients

True sensemaking is reactive and proactive

Focus of learning organizations – systematically increasing reliability

Provides data-driven framework for sensemaking through tools and joint reflection

Importance of staff engagement and curiosity


Characteristics of mindfulness in high reliability organizations weick sutcliffe
Characteristics of Mindfulness in High Reliability Organizations (Weick & Sutcliffe)

Preoccupation with failure

Reluctance to simplify interpretations

Sensitivity to operations

Commitment to resilience

Deference to expertise


Mindfulness weick sutcliffe
Mindfulness ( Organizations (Weick & Sutcliffe)

“Struggle for alertness”

Trouble starts small and is signaled by weak symptoms that are easy to miss

Small discrepancies can accumulate, enlarge and have disproportionately large consequences


Engaging front line staff in safety
Engaging Front-Line Staff in Safety Organizations (

  • Focus on the systems of care and on redesigning work processes

  • Must involve “sharp end” caregivers

  • Education and training alone will not work – requires increased “mindfulness”

  • Cultural change requires strong leadership

  • Must improve reliability through new approaches


Leadership for results
Leadership for Organizations (Results

Leverage energy and effort at the front line

Regionalize technical assistance and education

Align measures to mark progress

Concentrate on 11 topic areas

Build capabilities for future challenges

Focus on patients and families

Make it personal


Engaging front line teams
Engaging Front Line Teams Organizations (


The leadership challenge
The Leadership Challenge Organizations (

  • Model the Way

  • Inspire a Shared Vision

  • Challenge the Process

  • Enable Others to Act

  • Encourage the Heart

    The Leadership Challenge

    Kouzes and Posner, 2002


Contact
Contact Organizations (

Betsy Lee, RN, BSN, MSPH

Director, Indiana Patient Safety Center

Indiana Hospital Association

blee@ihaconnect.org

(317) 423-7795