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Keeping Patients and Staff Safe Dr. Arati Verma Sr VP-Medical Quality Co Chair, NABH Technical Committee. “Healthy Gujarat -Setting an Agenda for Actions” Gandhinagar, 3 rd Dec, 2013. The Vision. The Challenge. The Roadmap for improvement. The Vision. The Challenge. - PowerPoint PPT Presentation
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Keeping Patients and Staff SafeDr. Arati VermaSr VP-Medical Quality
Co Chair, NABH Technical Committee
“Healthy Gujarat -Setting an Agenda for Actions” Gandhinagar, 3rd Dec, 2013
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The Vision The Vision
The ChallengeThe Challenge
The Roadmap for improvement The Roadmap for improvement
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The Vision The Vision
The ChallengeThe Challenge
The Roadmap for improvement The Roadmap for improvement
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“Quality Healthcare for all”
Quality AssuranceSafety
Reduction ofDisease Burden
Intelligenceinformation
Health Expenditure & Affordability
Quality Healthcare for all
HealthcareInfrastructure
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Gujarat leading the way…..Congratulations!
And we applaud the ongoing initiatives!
A Success Story : Quality Improvement Programme- Gujarat, IndiaIndia’s 1st NABH / NABL Accredited Govt. Facilities:-
•Dist. General Hospital Gandhinagar
•Primary Health Centre Gadboriad,
Dist: Vadodara
•Medical College Hospital Labs Bhavanagar
•Blood Bank (BJMC Ahmadabad)
•Food & Drug laboratory Badodara
•Mental Hospital Badodara
•Community Health Center, Bardoli-Surat
Quality Benefits all Stakeholders
• Deliver the Highest Quality of Care to all our Patients
– Service Delight: Timeliness, efficient, clean– No harm/complications– Cure/control of disease– Ethical & Trustworthy– Feel safe
• Staff Satisfaction and Health
• Meet Financial Objectives
– Affordable– Low operating costs– Value for money
• Realization of the Vision
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Physical comfort
Shared Decision making
Information, communication and education
Coordination and integration of care (Team Medicine)
Respect for patient’s values, preferences and
needs.
Involvement of family and friends
Optimum Health Outcome
Patient Centered Care
Safety
Emotional support
No harm
Transition and continuity
Value for money
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Improve at all Levels
Availability of Beds, OPDs, Staff, Building, SpaceEquipment, Supplies, Resources, Basic Monitoring of patients
Protocols, Procedures, Treatments, Policies, Training,
Efficiency, low waste, Appropriate use
Patient & staff satisfaction, Low infection rates, good clinical outcomes
Structure
Process
Outcome
What is needed
What is done
What is achieved
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Disease or Procedure Based Outcomes
Benchmarked with Evidence Based PracticesEg: Outcomes of Acute MI Stroke Management etc
Patient Reported Outcome Measures (PROM) Mobility, Health Outcomes, Pain, Longevity, Functionality, Experience etc
Disease or Procedure Based Outcomes
Benchmarked with Evidence Based PracticesEg: Outcomes of Acute MI Stroke Management etc
Patient Reported Outcome Measures (PROM) Mobility, Health Outcomes, Pain, Longevity, Functionality, Experience etc
Safety and Complications
Patient falls, Hospital Acquired Infections, Pressure Sores, Adverse Drug Events, Other Adverse Events
Safety and Complications
Patient falls, Hospital Acquired Infections, Pressure Sores, Adverse Drug Events, Other Adverse Events
Ceiling Ceiling
Floor Floor
Floor to Ceiling Outcomes
Aim for “ZERO”
Aim for “HUNDRED”
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The Vision The Vision
The ChallengeThe Challenge
The Roadmap for improvement The Roadmap for improvement
Why is patient safety important?
• 1 in 10 patients admitted to hospitals will experience some form of unintended harm (limited data from low-income countries)
• An estimated 50% are preventable
• Global problem – no country has solved it
Source: World Health Organization
Error/Event
Surgical problems
Medication Errors
Medical Errors
Patient Falls
Hospital Acquired Infections
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1999 Institute of Medicine Report
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Deat
hs/ye
ar
Medical error Traffic Breast cancer AIDS
$9 billion in annual costs
1
10
100
1,000
10,000
100,000
1 10 100 1,000 10,000 100,000 1,000,000 10,000,000
Number of encounters for each fatality
Tota
l liv
es lo
st/y
r
REGULATEDDANGEROUS(>1/1000)
ULTRA-SAFE(<1/100K)
HealthCare
Mountain Climbing
Bungee Jumping
Driving
Chemical Manufacturing
Chartered Flights
Scheduled Airlines
European Railroads
Nuclear Power
Lucian Leape, 2/2001
How Hazardous Is Health Care?
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World Health Organization estimates:
• 9.2 million physicians• 19.4 million nurses and midwives• 1.9 million dentists and other dentistry personnel• 2.6 million pharmacists and other • 1.3 million community health workers
The health care industry is one of the worldwide
largest segments of the global workforce
World health statistics 2011
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Why is Staff Safety Important?
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Healthcare Workers are exposed to many Hazards
Common to all Clinical areas • Bloodborne pathogens• Airborne pathogens• Ergonomic• Slips, trips, falls• Sharps• Latex• Fire/Electrical • Stress
OT• Anesthetic gases• Compressed gases• Lasers
Lab Workers• Infectious diseases• Chemical agents (formaldehyde, toluene, xylene)
Radiology
• Radiation
Pharmacy
•Drug absorption
CSSD •Compressed gases• Anesthetic gases• Chemical agents (sterilizers, cleaners)• Burns, cuts
Laundry •Contaminated laundry• Noise• Heat• Lifting• Fire hazard
Kitchen Staff• Food borne diseases• Heat• Moving machinery• Slips, trips, falls
What makes Healthcare Hazardous
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Low Control, high uncertainty, less than ideal work flows,Low “culture of Safety”
Low threshold: small breakdowns may lead to catastrophic harm
Low Control, high uncertainty, less than ideal work flows,Low “culture of Safety”
Low threshold: small breakdowns may lead to catastrophic harm
Example: Frequency and Distribution of Hospital Acquired Infections
Source; World Health Organization
A prevalence survey in 55 hospitals of 14 countries representing (Europe, Eastern Mediterranean, South-East Asia and Western Pacific):
• Average of 8.7% of hospital patients had nosocomial infections
• At any time, over 1.4 million people worldwide suffer from infectious complications acquired in hospital
Increase in hospitalization: 8 days
Increase in Cost, Length of stay, morbidity, mortality
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Families: oWant justice: punishment of the guilty oLoss of trust oSudden BereavementoEarning MemberoAgony, Violence and aggression oCannot deal with lossoWant compensation
Patients/Staff:oAnnoyance / Disappointment: did not deliver on perceived promise oHarmoPermanent - Disability oDeathoAdditional Costs hospitalization/medicinesoDiscomfort: prolonged stay/distressoLoss of ability to work/earn
Clinicians:oShattering ExperienceoLow moraleoLoss of organizational/peer respectoLoss of reputationoLoss Of Career oCriminal ChargesoLife Long Distress
Organization:oMedia ScandalsoLose Trust of Community / SocietyoLoss of reputationoService Disruption: reduced patient flowsoDiscountsoLitigation and costs
Negative Impact:
Adverse Events versus Errors
• Not all Adverse events are due to errors • Not all adverse events are preventable• Not all medical errors lead to harm
ErrorsErrors
Adverse Adverse eventsevents
MortalityMortality
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The The “Swiss Cheese”“Swiss Cheese” Model of Accident Causation (Reason, 1990) Model of Accident Causation (Reason, 1990)Excessive cost cutting – staffing reduction
Equipment shortages
Communication
Staff Motivation
Divided or confused accountability
Deficient training program
Inexperienced X-Ray Tech
Poor compliance to policies
Poor Coordination & Communication
Failed to review allergies
Wrong X-ray marker used
Wrong procedure performed
Failures in theSystem
Leadership
Policies/Procedures
Available Resources
Accident & InjuryWrong Site Surgery Medication Error Fall Sharps injury
“Latent Errors”
Barriers to
AccidentsCommunication
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The Vision The Vision
The ChallengeThe Challenge
The Roadmap for improvement The Roadmap for improvement
Culture: The way we do things around here
Safety Culture Definition
The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization's health and safety management.
Organizations with a positive safety culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety, and by confidence in the efficacy of preventive measures.
Source: Organising for Safety: Third Report of the ACSNI (Advisory Committee on the Safety of Nuclear Installations) Study Group on Human
Factors. Health and Safety Commission (of Great Britain). Sudbury, England: HSE Books, 1993.
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The ultimate goal is to manage quality, but you cannot manage it until you have a way to measure it, and you
cannot measure it until you can monitor it.
Florence Nightingale
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INCIDENT REPORTING Do not identify more than 10 % of adverse events
HARM
Aim is to have active surveillance to learn and improve:
• Root Cause Analysis• Corrective Action• Preventive Action
Disclosure Risks:
• Blame and Punitive Threat
• Legal Immunity
• Peer Pressure : Reputation, Teamwork
• Thin line between Accident, Error, Negligence
• Family Disclosure
• Media scandals 23
What is Instinctive Behavior?
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Incident Reporting: Learning from the Animal Kingdom
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• Protect • Watch out • Sense• Report• Guide• Learn• Share • Team Behavior
Instinctive behavior is a process whereby animals "know“ (without having to think about it) when to search for food, drink water, seek safety, and seek shelter when there is inclement weather.
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Culture of Safety
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Critical success factors
• Active Participation of Doctors and Nurses• Transparency• Mutual trust within clinicians and staff• Unbiased• Culture of safety and of continuous improvement • Openness to change• No Blame games• Must show improvement over time
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The Future Beckons
• Learning’s from Complaints
• Adverse Event Reports Analysis
• Clinical Specialty Specific Outcomes
Powerful Drivers of Change
• Reporting of Incidents and Near Misses• Perform observational rounds, surveys • Root Cause Analysis of Incidents and improvements• Safe Infrastructure, equipment, medicines
• Reporting of Incidents and Near Misses• Perform observational rounds, surveys • Root Cause Analysis of Incidents and improvements• Safe Infrastructure, equipment, medicines
• Mission, vision, values, safety goals• High Visibility to Safety Committee: Open support • Accountability down the line : rules and obligations : who is meant to do what• Allocate Resources • Safety Culture: No Blame, report • Action Plans: SOPs, Train, Monitor, Improve
• Mission, vision, values, safety goals• High Visibility to Safety Committee: Open support • Accountability down the line : rules and obligations : who is meant to do what• Allocate Resources • Safety Culture: No Blame, report • Action Plans: SOPs, Train, Monitor, Improve
• Active participation in Committees, empower• Training • Policies, rules, • Obligations: Speak up, raise concerns, report, to listen, to be aware, mindfulness, to work as a team player
• Active participation in Committees, empower• Training • Policies, rules, • Obligations: Speak up, raise concerns, report, to listen, to be aware, mindfulness, to work as a team player
• Articulate at every possible forum • Candid and open feedback on incidents, data, survey results • Memos, newsletters, Brochures, posters, conferences
• Articulate at every possible forum • Candid and open feedback on incidents, data, survey results • Memos, newsletters, Brochures, posters, conferences
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The cycle of continuous improvement
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Let us aim to make each new day safer than yesterday