PATIENT SAFETY AT TEXAS CHILDREN S Joan E. Shook, MD, MBA
TEXAS CHILDREN S HOSPITAL PATIENT SAFETY WHERE WE HAVE BEEN, WHERE WE ARE TODAY, AND A GLIMPSE OF THE FUTURE!
1999 To Err is Human 2004 Pa8ent Safety Proclama8on 2006 Quality and Safety 10 year strategic plan developed and approved Key strategies: Transparency, Accountability, Data 2008 Quality Resolu8on by TCH Board Advanced Quality Improvement (AQI) begins 2010 Vision 2010: Epic Feigin Center expansion Neurological Research Center West Campus PFW 2012 Joined SPS (Wave 1) 2014 Watcher Program Tandem support team Error Preven8on Training: 2016 End of the Strategic Plan Balanced accountability algorithm Physician communica8on training: Breakthrough communica8on 2018 Care First expansion 2003 Safety Walk Rounds 2005 First AHRQ survey 2007 Rapid Response Teams Implemented 2009 2011 Electronic data warehouse 2013 Situa8onal Awareness 2015 Safety Coach Program DOB 3.0 2017 Woodlands campus
1999 2005 2012 2015 2017 To Err is Human 1999 TCH safety program anchored in regulatory compliance To Err is Human published 98,000 deaths/year occur as a result of medical errors: 11 deaths/hour 2010 2018
KEY FINDINGS OF TO ERR IS HUMAN Most errors and adverse events arise from the fallibility of humans working within poorly designed systems of care Preven8ng injuries means designing safer systems of care Organiza-ons, not individual physicians and nurses, control those systems of care
SYSTEMS AND HEALTHCARE Health care is composed of a large set of interac8ng systems Paramedic, emergency, ambulatory, inpa8ent care, home health, tes8ng and imaging, pharmacies Systems are connected but loosely coupled each with intricate networks of individuals, teams, procedures, regula8ons, communica8ons that func8on in a diffuse and uncertain environment
SYSTEMS AND COMPLEXITY Systems that are more complex and 8ghtly coupled are more prone to accidents and have to be made more reliable Ac8vi8es of a typical ED, OR or ICU exemplify complex and 8ghtly coupled systems Tightly coupled systems can reduce the risk of accidents by simplifying and standardizing processes, building in redundancies and developing backup systems
UPDATE: MEDICAL ERROR THIRD LEADING CAUSE OF DEATH IN THE US Makary, MA and M Daniel BMJ 2016
HIGH FREQUENCY SOURCES OF INJURY 1. Adverse drug events (ADEs) 2. Iatrogenic infec8ons Post opera8ve wound infec8ons Urinary tract infec8ons Bacteremias 3. Pressure ulcers 4. Mechanical device failures 5. Complica8ons of central and peripheral venous lines 6. Deep venous thrombosis, pulmonary embolus 7. Pa8ent transi8ons Brent James, Personal communica8on
PATIENT SAFETY: ASSUMPTIONS Complex systems are basically not safe Human errors are symptoms of deeper troubles Each problem is an opportunity to learn The true problem must be understood before an ac8on is taken People have to create safety while nego8a8ng mul8ple goals
REASON S SWISS CHEESE MODEL OF ACCIDENT CAUSATION Some holes due to active failures Hazards Losses Other holes due to latent conditions Successive layers of defences, barriers and safeguards System defences
1999 2003 2005 2012 2015 2017 Safety Walk Rounds 2010 2018 2003 TCH Safety Program developed independence from Quality structure New methodology for RCAs adopted Pa8ent safety walk rounds begin
PATIENT SAFETY WALK ROUNDS Pa8ent safety team round in clinical and nonclinical areas with Execu8ve leadership to discuss safety risks and hazards Goal is a conduit for open discussion And issue resolu8on Board members occasionally present Have now incorporated Safety Coaches
1999 2005 2012 2015 2017 2004 Pa8ent Safety Proclama8on 2010 2018 2004: TCH Board Pa8ent Safety Proclama8on the Board of Trustees of Texas Children s Hospital is commi?ed to implemen-ng and sustaining a comprehensive Pa-ent Safety Program to include proac-ve and con-nuous improvement processes and be based on the values of trust integrity and open communica-on
1999 2005 2012 2015 2017 AHRQ Survey 1 st Presenta8on to the TCH Board 2010 2018 2005 AHRQ Culture of Safety Survey administered Serious safety event presented to the TCH Board for the first 8me
CULTURE OF SAFETY BASICS Important: Frontline Assessment of Care Delivery Context; linked to outcomes Reliably measurable using published methods Culture is local and variable among units Allows leaders to triage units in need Responsive to interven8ons
AHRQ HOSPITAL SURVEY Valid and reliable survey tool for measuring a hospital s pa8ent safety culture Survey measures: 12 safety dimensions (42 items on a 5-point Likert scale) Individuals work area/unit s overall pa8ent safety grade Number of reported events in past 12 months Includes background and work area ques8ons
1999 T 2005 2015 2017 Woodlands 2006 Quality and Safety 10 year plan 2010 2018 Care First 2006: Quality and Safety 10 year Program Plan, Moving from Excellence to Eminence, developed and approved Transparency, accountability, and data emphasized
1999 2005 2015 2017 2008 Quality Resolu8on from the Board 2010 2018 2008: Board of Trustees Resolu8on (we are) commi?ed to the highest standards of quality and pa-ent safety (and to) the implementa-on of systems to support the development of meaningful measures of quality of care and clinical outcomes Advanced Quality Improvement (AQI) begins First class graduates Rapid Response teams fully implemented
ADVANCED QUALITY IMPROVEMENT: AQI Course developed with Brent James and Intermountain Healthcare based on their Heath Care Delivery Improvement Provides fundamentals of quality improvement and safety Team-based improvement project aligned to organiza8onal goals is required Over 600 people trained in course Abbreviated course offered here in the fall
1999 2005 2012 2015 2017 2010 Vision 2010: Epic Feigin Center expansion Neurological Research Center West Campus PFW 2018 Vision 2010: Excellence to Eminence Epic installa8on Expansion of the Feigin Center Neurological Research Ins8tute (NRI) West Campus (pediatric hospital) Pavilion for Women (PFW)
VISION 2010: SIMULATION CENTER To use simula8on educa8on to save lives and improve pa8ent care and safety High fidelity simula8on Other modali8es employed as appropriate Simula8on training provided in the Center and in situ Emergency Center, Cardiology floor (15 WT), PFW, West Campus, Woodlands Also used when opening new pa8ent care space
VISION 2010: PAVILION FOR WOMEN Provides full scope of services to women, mothers, and infants High risk obstetrics, MFM Normal newborn care, NICU on site: links to Level IV in West Tower Sophis8cated quality and safety program Massive transfusion protocol Superb outcomes
VISION 2010: WEST CAMPUS Leapfrog Honor Roll hospital 2014, 2015 Very ac8ve safety program Leadership rounds Pilot for HAC-related decision support in EPIC Mul8disciplinary M&M/quality rounds Leading the discussion in alarm safety
1999 2005 2012 2015 2017 Joined SPS (Wave 1) 2010 2018 2012 Electronic data warehouse (EDW) Care process teams: clinical decision support Joined OCHSPS--SPS (wave 1)
SoluZons for PaZent Safety (SPS) : THE OHIO COLLABORATIVE
WHAT JOINING SPS HAS DONE FOR US Vision: Working together to eliminate serious harm across all children s hospitals in the United States Structure: Culture: DOB, safety governance, training Hospital acquired condi8ons People
Background: OCHPSC STRUCTURE OF THE COLLABORATIVE Error Prevention (EP) Leadership Methods (LM) Safety Governance (SG) Cause Analysis (CA) High Performing Microsystem and Teams Organizational Safety Culture
WHY DO WE CARE ABOUT HACS? Hospital acquired condi8ons cause harm to pa8ents Every category of HAC can be reduced
HARM DASHBOARD FY17
HOW SAFE ARE OUR PATIENTS?
WHAT ARE SERIOUS SAFETY EVENTS? Devia8ons from generally accepted performance standards Serious Safety events include errors that result in death, permanent loss of func8on or injury such as Transfusion reac8on or medica8on event Wrong site/side surgery Misdiagnosis Treatment error Delay in treatment Resul8ng in Severe Pa8ent Harm = Serious Safety Event
QUALITY STRATEGY: DATA MANAGEMENT Build a comprehensive, integrated and evidence-based quality and safety program resulting in measurable improvements in processes and quality care. Collection and use of meaningful data, which provides information about clinical outcomes and operational processes. An enterprise-wide data management infrastructure which will leverage the clinical systems; starting with Epic and financial information in order to provide easy-to-access, meaningful and relevant data to assist in accelerating improvements in clinical and operational processes. 33
ELECTRONIC DATA WAREHOUSE (EDW) Allows for the examina8on of care nearly real 8me Used for the development and monitoring of care processes Facilitates the development of order sets and decision support Ac8ve areas of use include asthma, diabetes, appendici8s, tracheostomy pa8ents, high-risk OB Very helpful in understanding popula8on health related issues
EDW OVERVIEW Enterprise Data Warehouse Home of Source data, Subject Area Marts (SAMs) Sources: Clarity/Epic Peoplesom API Timeclock EPSi Cost Press Ganey Sunquest (small chunk) SAMs Asthma, Appendectomy, Delivery, Radiology, Labor Produc8vity, etc 35
TURNING DATA INTO INFORMATION Principles Clinically driven Ac8onable metrics Centralized repository of metrics Logical transparency Rx Source Rx Source Mart Pregnancy Subject Area Mart Lab Source Mart Lab Source 36 Advantages Consistent process and structure Centralized EDW Panoramic view CV Source EMR Source CV Source Mart EMR Source Mart Asthma kd Subject Mart Readmissions Subject Area Mart Pt. Sat. Source Mart Supplies Source Mart Pt. Sat. Source Supplies Source
1999 2005 2013 2015 2017 2010 2018 2013: Leapfrog par8cipa8on started 2 SSEs highlighted need to improve situa8onal awareness: The Watcher Program is born
WHAT IS LEAPFROG? The Leapfrog Group is a voluntary program which seeks to mobilize employer purchasing power to alert America s health industry that big leaps in health care safety, quality and customer value will be recognized and rewarded. Among other ini8a8ves, Leapfrog works with its employer members to encourage transparency and easy access to health care informa8on as well as rewards for hospitals that have a proven record of high quality care 38
WHAT ARE THE GOALS OF LEAPFROG? Mission: To trigger giant leaps forward in the safety, quality and affordability of health care by: Suppor8ng informed healthcare decisions by those who use and pay for health care; and, Promo8ng high-value health care through incen8ves and rewards. 39
PATIENT SAFETY RATINGS PROGRESS TOWARDS MEETING LEAPFROG STANDARDS Willing to Report (1 Bar) Some Progress (2 Bars) Substantial Progress (3 Bars) Fully Meets Standards (4 Bars) 40
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2012: SAFETY STORY #1 Raven: 15 yo girl with history of Crohn s disease s/p colectomy presented with severe abdominal pain near the ostomy site Was admioed to 12WT for abdominal pain and possible UTI Con8nued to complain of pain Developed hypotension and tachycardia Seen by mul8ple providers RRT called 16 hours amer arriving on 12WT and transferred to the PICU where intubated, started on pressors Went to the OR where found to have 1000 cc of purulent fluid and required revision of the ileostomy
2012: SAFETY STORY #2 Liam: 20 mo boy with complicated history including CHD, recent G-tube placement and mitochondrial disorder was admioed to West Campus for possible aspira8on pneumonia Transferred to Main Campus for higher level of care Limited communica8on (both wrioen and verbal) among providers Arrived 15 WT at 11PM: BP=89/56 pulse ox=100% Parents reluctant to have baby disturbed during the night 8 hours amer arrival, Liam was unarousable and cool to the touch. RRT was called. BP=43/26. Transferred to PICU in sep8c shock
WATCHER PROGRAM Developed to improve situa8onal awareness in acute care areas Care teams develop criteria to place a pa8ent on watcher status, required interven8ons, and what it takes to be removed from list Implemented in all acute care units and on all campuses
1999 2005 2014 Prac8ce Councils Tandem 2010 support team 2015 2017 2018 Error Preven8on Training 2014 A serious safety event forced us to take a new look at our diagnos8c areas Detailed evalua8on of our outpa8ent environment undertaken Tandem Support Team is born Error Preven8on Training: 12,000 people trained
2014: SAFETY STORY Baby C 8 month old girl with complex medical history was being evaluated for disordered breathing. Shortly amer the study began, her blood oxygen level declined and her carbon dioxide level increased. Other signs of distress were present. Her deteriora8on was ini8ally unrecognized. She became unresponsive. She was resuscitated but had suffered significant brain damage. She was removed from life support.
PRACTICE COUNCILS Mul8-disciplinary teams work to iden8fy risks and develop a plarorm for con8nuous improvement Address immediate risks to pa8ent safety Ensure system-wide alignment Use principles (and tools) of high reliability
GOAL: HIGH RELIABILITY ORGANIZATION Characterized by five key concepts Preoccupa8on with failure Encourage repor8ng of errors and near misses Ar8culate mistakes they don t want to make Reluctance to simplify interpreta8ons Analyze carefully and take nothing for granted Sensi8vity to opera8ons Aoen8on to the front line Commitment to resilience Intelligent reac8on and improvisa8on Deference to exper8se
KEY CONCEPTS: CREATE STATE OF MINDFULNESS AHRQ Becoming a High Reliability Organization 2008
MINDFULNESS: SITUATIONAL AWARENESS DEFINITION: Situa8onal Awareness is the ability to iden8fy, process, and comprehend the cri8cal elements of informa8on about what is happening to the team with regards to the mission. More simply, it s knowing what is going on around you.
TANDEM SUPPORT TEAM Systema8c approach to suppor8ng the second vic8ms of a safety event or other significant occurrence Two day training grounded in the work of Albert Wu Immediate assessment and support: addi8onal resources may be mobilized Training now in-house 90 ac8ve members aoended to 62 events last year
1999 2005 2015 2017 Safety Coach Program DOB 3.0 2010 2018 2015 Safety Coach Program DOB 3.0
SAFETY COACH PROGRAM Over 300 safety coaches trained Quarterly refresher classes available Present across all clinical care areas Have incorporated Coaches into our Leadership Rounding
1999 2005 2015 2017 2010 2016 2018 2016 Balanced accountability algorithm New internet site Physician communica8on training: Breakthrough communica8on End of the Strategic Plan
BALANCED ACCOUNTABILITY ALGORITHM
THE NEW SAFETY AND OUTCOMES PAGE 5
SAFEY AND OUTCOMES PAGE
SAFETY AND OUTCOMES PAGE Key contact: Anne Dykes
PROVIDER COMMUNICATION TRAINING Built on 4 habits model of empathic communica8on Skills can be taught and learned: mastery requires deliberate prac8ce and feedback Elicit perspec8ve Express empathy Assess understanding Rela8onship centered care leads to beoer outcomes
PROVIDER OUTCOMES OF RELATIONSHIP CENTERED COMMUNICATION* Improves Diagnos8c accuracy Efficiency Self confidence Job sa8sfac8on and engagement Reduces Professional burnout Malprac8ce claims Cost of providing care *Cleveland Clinic Founda8on
PATIENT OUTCOMES OF RELATIONSHIP CENTERED COMMUNICATION* Enhanced Comprehension &recall Trust & loyalty Sense of self-efficacy& support Sa8sfac8on with care Symptom improvement or resolu8on Func8onal improvement Health status and quality of life safety Treatment adherence Self management of chronic disease
1999 2005 2015 2017 Woodlands campus 2010 2018 2017 Woodlands expansion Grounded in the elements of SPS All staff trained in EPT and communica8on HAC teams up and running before opening Simula8on of the campus is in process
WHAT IS NEXT?
CROSSING THE QUALITY CHASM (IOM, 2001) Heath care environment should be safe for all pa8ents In all of its processes All of the 8me Same standard for days, nights, weekends and holidays Health care must be seamless suppor8ng the ability of interdependent people and technologies to perform as a whole
IOM, 2001 Achieving a higher level of safety is an essen8al first step in improving the quality of care overall Healthcare system should seek to earn trust by not hiding its defects by revealing them along with a commitment to improve Requires a commitment to transparency
IVE TRANSFORMING CONCEPTS Transparency must be prac8ced value in everything we do Care must be delivered in mul8disciplinary teams Pa8ents must become full partners in all aspect of care Healthcare workers need to find meaning and joy in their work Medical educa8on must be redesigned to prepare new physicians to work in this environment
TRANSPARENCY the free, uninhibited sharing of information is probably the most important single attribute of a culture of safety Leape, L, Berwick D et al Qual Saf Health Care 2009
TRANSPARENCY AND ERRORS All errors are openly iden8fied and inves8gated Response is not puni8ve Goal is to understand what happened And to facilitate open discussion to prevent similar mistakes from recurring
1999 To Err is Human 2003 Safety Walk Rounds 2005 First AHRQ Survey 1 st Presenta8on to the TCH Board 2007 Rapid Response Teams Implemented 2009 2011 Electronic Data Warehouse 2013 2 SSE cases that highlighted our need to work on Situa8onal Awareness 2015 Safety Coach Program DOB 3.0 2017 Woodlands Campus 2004 Pa8ent Safety Proclama8on 2006 Quality and Safety 10 year Strategic Plan Developed and Approved 2008 Quality Resolu8on from the Board 2010 Vision 2010: Epic Implementa8on 2012 Joined SPS (wave 1) 2014 Watcher Program 2016 End of the Strategic Plan 2018 Care First expansion
PATIENT SAFETY: WHAT CAN YOU DO? Commit to keeping pa8ents safe: EVERY Pa8ent : EVERY Encounter: EVERY Handoff Report events and near misses Assist in the delinea8on of risks and development of solu8ons Design all systems of care with pa8ent safety as the top priority and with an eye toward what might fail next
WITH GRATITUDE TO Our pa8ents The TCH family SPS
COMMENTS/QUESTIONS?