GETTING RIGHT WITH THE JOINT COMMISSION’S COMMUNICATION GOAL

2

STATED MISSION

http://www.jointcommissioninternational.org/about-jci/who-is-jci/

“To continuously improve health care for the public, in collaboration with other stakeholders, by evaluating health care organizations and inspiring them to excel in providing safe and effective care of

the highest quality and value.”

3

IMPROVING HOSPITAL COMMUNICATION

National Patient Safety Goal (NPSG) 2

Improve the effectiveness of communication among caregivers.

NPSG.02.03.01

Report critical results of tests and diagnostic procedures on a timely basis.

https://www.jointcommission.org/assets/1/6/NPSG_Chapter_HAP_Jan2017.pdf

4

THE NEED FOR BETTER COMMUNICATION

https://www.rmf.harvard.edu/Malpractice-Data/Annual-Benchmark-Reports/Risks-in-Communication-Failures

Communication was a factor in

of 23,658 malpractice cases filed from 2009-2013.

30%of all high-severity injury cases

involved a communication failure

37%

5

THE COST OF POOR COMMUNICATION

Poor communication costs $1.7 billion in malpractice costs and nearly 2,000

lives (2009-2013).

U.S. hospitals waste more than $12

billion annually from poor communication

among care providers.

The average 500-bed U.S. hospital loses $4

million a year specifically as a

result of communication inefficiencies.

https://www.rmf.harvard.edu/Malpractice-Data/Annual-Benchmark-Reports/Risks-in-Communication-Failureshttps://www.spok.com/EB-AMER-5-Ways-Avoid-Communication-Disaster.pdf

6

TECHNOLOGY THAT CAN HELP IMPROVE MOBILE WORKFLOWS

The right information: clinical alerts and test results

The right person: reaching hospital staff and on-call providers

The right device: smartphone, tablet, pager, Wi-Fi phone

The right time: speed and effectiveness

THE RIGHT INFORMATION

Clinical Alerts and Test Results

8

alarm conditions per day - per bed350

85-99% non-actionable

http://www.aami.org/htsi/SI_Series/Johns_Hopkins_White_Paper.pdf

9

HELPING STAFF RESPOND QUICKLY

Sorting, prioritizing, and routing input sources like patient monitoring and nurse call to staff’s mobile devices

10

ALARM MANAGEMENT FOR PATIENT SAFETY & SATISFACTION

• Faster staff response to dangerous changes in patients’ vital status

• Reduce accidents and falls

• Reduce overhead paging to promote quiet healing

•Handle patient requests more quickly and easily

•Higher satisfaction

11

TELEMETRY ALARM - BATTERY LOW

Telemetry Alarm Battery Low

Nurse Contacts BioMedWait for BioMed

12

TELEMETRY ALARM - BATTERY LOW

Telemetry Alarm Battery Low-BioMed Notified

Evaluated and FixedNurses Never Interrupted

13

PATIENT ALARM - V-FIB ALERT

Patient V-fib Alarm Urgent Priority Mobile Alert

Care Team Begins Defib

14

IMPROVING ALARM MANAGEMENT

• Reduced alarm fatigue improves patient safety

• Better patient response improves patient care

• Improved staff efficiency and satisfaction

• Works with the systems and devices you already use

15

CRITICAL TEST RESULTS MANAGEMENT: MANY TESTS, MANY RESULTS

400

Radiology exams in the U.S. each year

Lab tests in the U.S. each year

6.8Million Billion

http://www.asrt.org/main/standards-regulations/federal-legislative-affairs/state-and-federal-licensure-issueshttp://wwwn.cdc.gov/futurelabmedicine/pdfs/2007%20status%20report%20laboratory_medicine_-_a_national_status_report_from_the_lewin_group_updated_2008-9.pdf

16

RESULTS ONLY MATTER IF THEY’RE RECEIVED

Of test results specifically cited as a factor in a malpractice case:

“Of malpractices cases ... 75% are communication related.”

MOST COMMON PROBLEM

Patient didn’t receive test results

SECOND-MOST COMMON PROBLEM

Clinician didn’t receive test results

Journal of the American College of Radiology, Volume 8, Issue 11 , Pages 776-779, November 2011www.healthimaging.com April 7, 2009. Critical test-result management systems help reduce malpractice suits.

17

DELIVERING CRITICAL TEST RESULTS

Physician Orders X-ray

Phone TagPatient Waits for Treatment

Results Come Back Critical

18

SPEEDING CRITICAL TEST RESULTS

Physician Orders X-ray

Results Direct to DeviceTreatment Begins

Results Come Back Critical

19

CLOSED LOOP FOR CRITICAL TEST RESULTS

• Increase patient safety and satisfaction

• Meet regulatory requirements

• Speed patient discharge

• Reduce liability

• Improve physician productivity

THE RIGHT PERSON

Reaching Hospital Staff and On-Call Doctors

THE RIGHT DEVICESmartphone, Tablet, Pager, Wi-Fi Phone

21

SMARTPHONES IN HEALTHCARE

Clinicians demand consolidated messaging on their smartphones

IT teams want to meet physician requests while ensuring security and reliability

22

SMARTPHONES IN HEALTHCARE

• Communication ranks in the top three causes contributing to sentinel events (as reported to the Joint Commission)

• The Joint Commission says texting is unacceptable for treatment orders

–Cannot verify identity of sender

–Need to keep the original message as validation for medical record entry

23

WHAT’S MISSING WITH STANDARD TEXTING

Security for ePHIAudit trails and

escalations

Separation of patient and

personal

Staff directory integration

Prioritization of critical messages

24

SPOK MOBILE

• Secure, encrypted receipt of messages on smartphones

• Message to anyone in your organization’s directory with traceable communications

• Improve efficiency and workflows via better information sharing at critical points

25

SECURITY AND ENCRYTION: PROTECTING SENSITIVE INFORMATION

Provide security for ePHI

Meet HIPAA and HITECH Act guidelines with a business associate agreement (BAA)

Encryption via SSL connection – application, as well as data during transit and storage (text, images, video files)

Remote device wipe and automated message removal

Application screen lock and access code

THE RIGHT TIME

Speed and Effectiveness

27

• Advises average 90-minute “door-to-balloon” time

– American Hospital Association

– American College of Cardiology

• All hospitals must track this metric

• ‘Code STEMI’ at Spok customer IU Health Goshen Hospital

– 129-minute average

– Time wasted with extra calls

– Uncertainty about who should do what

AVERAGE DOOR-TO-BALLOON TIME: A KEY METRIC

28

BEFORE SPOK

Manual Paging

Manual Phone Tree

Wasted Time

Unconfirmed Responses

RESPONSE TEAM• Cath lab staff • House supervisor• ICU shift coordinator/nurses

• Attending cardiologist• Cardiovascular coordinator• ER director• Cardiovascular director

• ER shift coordinator• X-ray/imaging technicians• Lab technicians

Heart Attack Balloon Procedure Complete

Over communicate to ensure proper response

Inefficient phone trees among 30

people

BEFORE Spok: 129 MINUTES

START

29

THE CODE STEMI ALERT: WITH SPOK

Heart Attack Balloon Procedure Complete

Staff Respond w/Availability

Use Spok to Deploy Code

Spok Manages Response & Escalation

• Logic for on-call calendar• Auto escalations based on responses or non responses from staff• Eliminates manual calling trees and messy escalations

BEFORE Spok: 129 MINUTES

START

WITH Spok: 68 MINUTES

30

THE RESULTS

Reduced average door-to-balloon time from 129 to 68 minutes

Improved response time and patient care

ER operator or house supervisor sends code STEMI notification to 30 staff

Staff members respond with status

Escalations and follow-ups as necessary

Process review after each event to improve wherever possible

31

TAKEAWAYS

Better workflows improve patient

care and satisfaction

Right technologyRight personRight deviceRight time

Technology can significantly

improve communication

efficiency

Efficient communications increase patient

safety and satisfaction, improve provider satisfaction,

and support the delivery of excellent

care

LET’S GET IN TOUCH!

Learn more:

CASE STUDIES VIDEOS

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