Creating a Just Culture of Safety
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Transcript of Creating a Just Culture of Safety
Creating a Just Culture of Safety
Colleen K. Snydeman RN, MSN, PhD(c), NE-BC
Director , Patient Care Services Office of Quality & Safety
Massachusetts General Hospital
Objectives
At the conclusion of the presentation the participant will be able to :
1. Describe the influences in advancing the safety culture in healthcare.
2. Describe characteristics of a just culture of safety.
3. Identify examples of a just culture of safety.
Overview
1. Quality & Safety a) Definitionsb) Adverse events
2. Professional Accountability
3. Just culturea) Influencesb) Characteristicsc) Examples
4. MGH a) Just culture in actionb) Innovation initiatives
Quality (IOM, 2001)
Quality- the degree to which health services for individuals and populations increase the likelihood of desired outcomes and are consistent with professional knowledge.
Quality/Cost = Value
Measures – Structure, Process & Outcomes (Donabedian, 1988)
IOM 6 Aims of Quality Care (2001)
Quality
CareSafe
Effective
Efficient
Equitable
Timely
Patient Center
ed
Safety (IOM,2000)
• Safety – “Freedom from accidental or preventable
injury” – the first domain of quality
• Patient Safety – prevention of harm to patients – critical subset of quality patient care– Includes:
1. safe care 2. practice that is consistent with current
evidence/knowledge3. customization
• Measures - difficult to measure due to dependence on self-reporting.
Safety Culture Influences
Institute of Medicine
(2000)
# Errors in Healthcare
Joint Commission
Professional Accountability
Patient Safety Orgs: IHI,
NPSF, AHRQ, ECRI, Leapfrog, MITSS, ISMP,
Clarity
Safety Leaders: J. Reason, D.
Marx, L. Leape, etc…
Affordable Care Act (March,
2010)Public demands Aviation
Industry
Professional Accountability
• There is a social contract between society and a profession.
• Professions are the property of society and are responsible to society.
• Professions acquire recognition and relevance from society.
• It is society that determines what professional skills and knowledge are most needed and desired of a profession.
• Society grants professions authority over functions vital to itself and allows for autonomy in the conduct of their own affairs.
Nursing Accountability
• Nursing is a profession and therefore responsible to society.
• Nursing must be perceived as serving the interests of society.
• Professions are therefore expected to act responsibly and mindful of the public’s trust.
• Self-regulation assures high quality performance and is the hallmark of a mature profession.
Nursing is:
The protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities, and populations.
American Nurses Association
Errors and Adverse Events
• 98,000/year deaths estimated from medical errors (IOM, 2000)
• 210,000 deaths/year associated with preventable harm in hospitals (James, 2013: J Pt Safety).
• Error - (process) an act of commission ( doing something wrong) or omission (failing to do the right thing) leading to an undesirable outcome or significant potential for such an outcome (AHRQ, 2013). – Not all errors lead to adverse events.
• Adverse Event – (outcome) Unintended physical injury resulting from or contributing to by medical care (including the absence of indicated medical treatment) that requires additional monitoring, treatment, or hospitalization, or that results in death (IHI, 2013).– Not due to an underlying disease– Unpreventable– Preventable
• Negligent – care falling below a professional standard
– Side effects – may not be preventable or a medical error
Moving toward a safer culture
James Reason• Goal: to create a safer culture consisting of:
• Reporting• Learning• Flexibility• Just Culture
• Swiss Cheese Model
David Marx• Just culture algorithm – systems, behavioral choices, injury
severity & not blame-free but just• Core principles:
• To err is human –human errors, systems• To drift is human – well intentioned, cut corners, fast
paced, creates risk• Risk is everywhere• We are all accountable
Reason’s Swiss Cheese Model(emeraldinsight.com)
Just Culture – Human Error
The single greatest impediment to error prevention in the medical
industry is“that we punish people for making
mistakes.”
Dr. Lucian LeapeProfessor, Harvard Medical School of Public HealthTestimony before Congress on Health Care Quality
Improvement
Just Culture – Systems thinking
“People make errors, which lead to accidents.
Accidents lead to deaths. The problem is seldom the fault of the individual; it is the
fault of the system. Change the people without changing the
system and the problem will continue.”
Don NormanAuthor, the Design of Everyday Things
Just Culture – Reckless behavior
“…No person may operate an aircraft in a careless or reckless manner so as to endanger the life or property of another.”
Federal Aviation Regulations 91.13 Careless or reckless operation
Just Culture
1. Emphasizes quality and safety over blame and punishment.
2. Promotes a process where mistakes/errors do not result in automatic punishment but a process to uncover the root cause of the error.
3. Human errors that are not deliberate or malicious result in coaching, counseling, and education to decrease the likelihood of a repeated error.
4. Promotes increase error reporting that leads to system improvements to create safer environments for patients and staff.
Proactive Learning Culture
• Not seeing events as things to be fixed
• Seeing events as opportunities to improve our understanding of risk– System risk– Behavior risk
Blame vs. Accountability
1. Was the individual impaired?2. Did the individual consciously decide to engage in
an unsafe act?3. Did the caregiver make a mistake that other
similar individuals would make in similar circumstances?
4. Does the individual have a history of unsafe acts?
Fair evaluation & response (Frankel & Leonard
Allen Frankel’s Algorithm (2010)
Examples
• Unintentional Error– RN draws blood, gown slips over
tourniquet, finds arm swollen• At-Risk Behavior
– RN draws blood, patient complains of noise, takes blood out of room and labels at desk with wrong label, without checking 2 identifiers at bedside
• Reckless Behavior– During medication administration, bar
code scanning alerts nurse to wrong medication, nurse ignores alert and administers wrong medication without re-checking
Evidence- Based Patient Safety Improvements (2012, Gosbee, J.)
Weak
• Double checks
• Warnings• Training• New
procedures
Intermediate
• Redundancy• Increase
staffing• Checklists• Standardize
communication tools
• Education
Strong
• Simplify processes
• Standardize equipment and processes
• Force functions
• New devices with usability testing
• Physical plant changes
• Tangible involvement of leadership
Adverse Drug Events
Yellow- no errorPurple- Error, no harmBlue- Error, HarmOrange- Error, Death
$3.5 Billion in
costs (CDC, 2012)700,000
ED visits
120,000 admissions
MGH Culture of Safety
• Edward P. Lawrence Center for Quality and Safety
• Just Culture embraced• Robust safety reporting – over 19,000
reports filed in 2012• Safety Culture Perception Survey• Model to address professional
conduct issues• Root Cause Analysis• Communication and Apology• Executive Leadership Safety Rounds
Patient Care Services Quality and Safety
• Office of Quality and Safety• Safety reporting notification structure and follow
up– Root cause analysis
• Data driven– Nurse-sensitive indicators– Hospital-acquired conditions– Patient satisfaction– Nurse satisfaction
• Regulatory requirements• Practice alerts- red flag
– SBAR
MGH Sentinel Event
Event• 90 year old male surgical
patient with complete heart block sent to CICU
• Plan for pacemaker in a few days
• Transferred back to surgical unit on a cardiac monitor
• Found in cardiac arrest• Code Blue activated• Patient expired
Post-event• RNs discovered monitor alarms
were off– Filed safety report– Alerted leadership
• Monitors, pumps etc… investigated
• Root cause analysis initiated• Conversations with family begin• Reported to Department of
Public Health• Boston Globe report• MGH launches Interdisciplinary
Physiologic Monitoring Tiger Team– Physiologic Monitoring
Criteria– Physiologic Monitoring
Assessment– Physiologic Monitoring
Practice Standards• Clinical Technology Oversight
Committee
Professional Practice Model
Magnet Recognition: External Evaluation
Staff Perceptions of the Professional Practice Environment Survey: Internal Evaluation • Evaluate the effectiveness of the Professional
Practice Model based on eight professional practice environment (PPE) characteristics: - autonomy - control over practice - clinician-physician relationships - communication - teamwork - conflict management - internal work motivation - cultural sensitivity• Identify opportunities for improvement• Trend data over time• Provide report card for reflection and future
direction
• Care delivery should always be: patient and family-focused, evidence-based, accountable and autonomous, coordinated and continuous.
• It’s important to know the patient.
• Inpatient and family care is provided by a designated nurse and physician who are accountable and responsible for continuity of care.
• Continuity of the team is a basic precept.
• Every novice team member deserves mentoring from an experienced clinician.
• Every patient deserves the opportunity to participate in the planning of his/her care.
• Advancements in technology create opportunity for improved provider communication and efficiency.
Guiding Principles
Before During Post
Where Are There Opportunities to Reduce Costs Across These Processes of Care?
Admission Process: ED,
Direct Admits,
Transfers
Patient Stay; Direct Patient Care, Tests, Treatments, Procedures,
Clinical Support, Operational Support
Discharge Process
Post Discharge Care
Preadmission Care
Support Functions: Finance, Information Systems, HR
Goal: High-performing interdisciplinary teams that deliver safe, effective, timely, efficient and equitable care that is patient and family centered.
“Patient Journey” Framework
Before During After
Admission process: ED, direct admits,
transfers
Patient stay; direct patient care; tests; treatments; procedures;
clinical support; operational support
Discharge process
Post-discharge
care
Pre-admission
care
Inte
rve
nti
on
Inte
rve
nti
on
Inte
rve
nti
on
Inte
rve
nti
on
Innovations in Care DeliveryPatient Journey Framework
The Interventions
Relationship-based careIncreased accountability through the attending nurse roleUtilization of Evidence Based staffing and care delivery;
Utilization of the Hand-Over Rounding Checklist
• Enhance clinical data- collection before admission• Create Innovation Unit Welcome Packet• Engage Patients and families in redesign
• Revise Domains of Practice• Implement inter-disciplinary team rounds• Install unit census and in room whiteboards• Utilize communication devices• Utilize wireless laptop computers• Business cards• Hourly rounding• Quiet hours
• Implement Discharge Follow-up Call Program
Goal: High-performing, inter-disciplinary teams that deliver safe, effective, timely, efficient, and equitable care that is patient- and family-centered
Relationship Based Care
• Mary Koloroutis: a model for transforming practice
• 3 Crucial relationships– Care provider’s relationship with patients and
families– Care provider’s relationship with self– Care provider’s relationship with colleagues
• Incorporates a formula for leading change with:– Inspiration– Infrastructure– Education– Evidence– Bolstered by 5 Cs – clarity, competence,
confidence, collaboration, commitment
Relationship-Based Care
Patient safety is most effectively safe guarded when an advocate (most often the nurse) in the health care system knows the patient, family, and what matters most to them.
Attending Nurse Role
Responsible Nurse/Attending Nurse Expand staff nurse role. • Accountable for patient/family continuity and progression
along the developed overall plan of care from admission to discharge
• Ensures, along with the Attending MD, that patient care meets the unit’s clinical standards and vision of patient- and family-centered care
• Develops and revises the patient care goals with the clinical care team daily
• Coordinates meetings with clinicians for timely decision making and connects nurses to optimize handoffs across the continuum
• Is the primary bedside communicator with the patient and family, discussing plan of the day, care progress, potential discharge, and answers questions/teaches/coaches
Evaluation
• Dashboards - outcomes• Nurse Director walk rounds• Patient & Family Advisory Councils
(PFAC) • Patient interviews – follow up phone
calls, on-site interviews• Focus groups• Audits• Retreats• Weekly meetings with Attending RNs
Throughput and Efficiency LOS TSI bud/flex Wait time for bed to be ready Admits Medication turnaround time
Patient & Staff Satisfaction MD & RN Communication Responsiveness Cleanliness Noise reduction Staff perception of support Equitable care
Quality and Safety Unplanned Return to OR Readmission Rate Restraint Free Rate Falls/Pressure Ulcer Reduction Foley Catheter Days Hard-stop Time Out Performance
Innovation Unit Dashboard
Ellison 17 Ellison 18
QUALITY AND SAFETY
Patient-Centered Outcome MeasuresFalls per 1,000 Patient Days
Total Fall Rate 4.50 1.46 4.95 0.77 1.92 1.32 2.16 1.79 TBD 0.65 4.85 0.45Observed (N) 11 3 13 1 2 2 5 2 2 10 1
Falls with Injury per 1,000 Patient DaysFalls with Injury Rate 0.41 0.49 1.52 0.00 0.96 0.00 0.00 0.89 TBD 0.00 1.45 0.45Observed (N) 1 1 4 0 1 0 0 1 0 3 1
Hospital Acquired (HA) Pressure UlcersTotal HA Pressure Ulcer Prevalence Rate 0.0% 0.0% 6.9% 0.0% 0.0% 0.0% 0.0% 7.7% TBD NA 4.8% 4.2%Observed (N) 0 0 2 0 0 0 0 1 1 1
Hospital Acquired (HA) Pressure Ulcers Type II or GreaterTotal HA Pressure Ulcer Type II or Greater Prevalence Rate0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.7% TBD NA 4.8% 4.2%Observed (N) 0 0 0 0 0 0 0 1 1 1
RestraintsTotal Restraint Prevalence Rate 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.7% TBD NA 0.0% 0.0%Observed (N) 0 0 0 0 0 0 0 1 0 0
Peripheral Intravenous (PIV) Infiltrations - Pediatric/NeonatalTotal PIV Infiltration Prevalence NA NA NA 0.0% 0.0% 0.0% NA NA NA NA NA NAObserved (N) 0 0 0
Central Line-associated Bloodstream Infections per 1,000 Line Days (CLABSI)Total CLABSI Rate 6.54 NA 1.36 2.90 4.76 0.00 1.10 1.70 TBD NA 0.00 0.00Observed (N) 1 1 1 1 0 1 2 0 0
Note: metrics to be reported beginning FY 2012 Color Shading relative to Benchmark:Catheter-associated Urinary Tract Infections per 1,000 Device DaysVentilator-associated Pneumonia per 1,000 Vent Days
Massachusetts General Hospital - PCS Innovation Units Dashboard
Rate is better (lower) than benchmark.
Rate is worse (higher) than benchmark.
VascularBigelow 14
ObstetricsBlake 13
ICUBlake 12
NICUBlake 10
CICUEllison 9
MeasuresOrtho
White 6OncologyLunder 9
MedicineEllison 16
Pediatrics SurgeryWhite 7
PsychBlake 11
Innovation Unit DashboardJuly – September 2011
A Strong Safety Culture
1. Creates a learning culture • Foundation of patient safety
2. Creates an open, fair and just culture• Encourage reporting • Reinforce accountability for safety at all
levels3. Designs safe systems
• Systems have the greatest influence on patient safety
4. Manages behavioral choices• Critical thinking and decision making
emphasizes the continuous evaluation of risk
• Choices lead to desired safety outcomes
References
• Agency for Healthcare Research and Quality. Available at: http://webmm.ahrq.gov/glossary.aspx
• Committee on Health Care in America, Institute of Medicine (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. Washington D.C.: National Academies Press.
• Committee on Quality of Health Care in America, Institute of Medicine (2000). To Err is Human: Building a Safer Health System. Washington D.C.: National Academies Press.
• Donabedian, A. (1988). The quality of care. How can it be assessed? JAMA 1988;260:1743-1748.
• Gosbee, J. (2012). Assessing the strength of healthcare facility improvement actions. Massachusetts Board of Registration in Medicine Quality and Patient Safety. Retrieved from: www.patientsafety.gov
• Institute for Healthcare Improvement, Available at: http://www.IHI.org• James, J. (2013). A new, evidence-based estimate of patient harms associated
with hospital care. Journal of Patient Safety 9(3) 122-128.• Koloroutis, M. (Ed.) (2004). Relationship-based Care: A model for
transformational practice. Minneapolis, MN: Creative Healthcare Management Inc.
• Leonard, M.W. & Frankel, A. (2010). The path to safe and reliable healthcare. Patient Education and Counseling 80: 288-292.
• Wachter, R.M. (2012). Understanding Patient Safety 2nd ed. New York, NY: McGraw Hill|LANGE.