Transcript Title
Getting to Zero-Safer Care Improvement Programme
Annette Bartley RGN BA MSc MPH Health Foundation/IHI Quality Improvement Fellow
Programme Aims
• • • • • Alignment with Safety Express To reduce the incidence of Avoidable Hospital /Community Acquired Pressure Ulcer Reduce of Falls (falls with harm) Reduce Catheter Associated Urinary Tract Infections (CAUTI) Prevention of Venous Thromboembolism ( VTE)
Action Planning Session
Model for Improvement What are we trying to accomplish?
How will we know that a change is an improvement?
What change can we make that will result in improvement?
A P S D Changes That Result in Improvement Hunches Theories Ideas A P S D Very Small Scale Test Implementation of Change Follow-up Tests Wide-Scale Tests of Change
Alignment -Harm Free Care
Prevention of Pressure Ulcers
Content Area Prevent the Incidence of process Drivers Leadership engagement Team work Reliable Implementation of the The Intentional Rounding process Patient and Family Centred Care Training & Education Interventions
Ensure there is leadership support for this work at every level in the organization Transformation Leadership at ward/unit level Engage the wider MDT team Set sims and plan tests together Share learning Address the 8 key behaviours and incorporate the :
SKIN Bundle S urface K eep Moving I ncontinence N utrition
Create Patient centered healing environment – Use the ESTHER story Support and Involve patients and families Provide spiritual and emotional support Ensure patients rights, privacy and dignity are maintained Educate staff regarding the assessment process, identification and classification of, and treatment of pressure ulcers Educate Patients & family Develop patient information pack
The Model for Improvement will underpin the programme, enabling teams to connecting an aim to action and measurement which will enable you to demonstrate their progress.
Developing a systems-based approach to the prevention of hospital acquired pressure ulcers
What will success look like?
Risk Identification Risk Assessment Communication of Risk status Appropriate preventative strategy implemented Evaluation of outcome
Three Types of Measures
Outcome Measures: Voice of the customer or patient. How is the system performing? What is the result?
Process Measures: Voice of the workings of the system. Are the parts/steps in the system performing as planned? Balancing Measures: Looking at a system from different directions/dimensions. What happened to the system as we improved the outcome and process measures? (e.g. unanticipated consequences, other factors influencing outcome)
Measurement Guidelines
• The question - How will we know that a change is an improvement? - usually requires more than one measure • A balanced set of five to eight measures will ensure that the system is improved • Balancing measures are needed to assess whether the system as a whole is being improved
Measurement- It is YOUR data!! (data MUST be locally owned)
• • • • • • • • •
Outcome measures
– – Incidence ( count on safety cross) Days between events
Process measures
– – – Percent Compliance with risk assessment Percent Compliance with process ( bundle) Percent compliance with Intentional Rounding tool
Balancing measures
Patient Experience Staff satisfaction Length of Stay Complaints Staff turnover /Sickness rates Budget implication
Visual Measurement
7 13 19 8 (1) 14 20 (1) 1 3 5 9 15 21 25 (1) 2 4 6 (3) 10 16 22 26 Days since last...
___ days 29 27 30 28 (1) 31 11 17 23 12 18 24 (1)
Real Time Data for improvement – Process
Intentional Rounding – What is it?
Structured process where frontline staff regularly round on patients and reliably perform scheduled/required tasks Rounding with purpose- linked to an aim 8 key behaviors 1. Opening key words – managing up 2. Perform scheduled tasks 3. Address the 3 p’s of pain, potty? position (SKIN Bundle) (toileting), and 4. Assess comfort needs 5. Environmental assessment 6. Closing key words 7. Explain when you or others will return 8. Document the round on the log
Tools – Rounding Log
Tools – Badge Card
Tools – Accountability Tool
• • • • •
Intentional Rounding -Benefits
• • Provide staff with better control of their time Improved outcomes / promote safety Results Increase Patient Satisfaction Decreases anxiety Increase trust and give sense of comfort Increase Employee Satisfaction
The Snorkel
Fostering Creativity and Brainstorming?
Methods for Generating New Ideas
• • • • • • • • • Change Concepts Using Technology Critical Thinking IDEO Brainstorming Metaphorical Thinking Observation Provocation Prototyping Idealized Design
Innovation and Work Redesign
http://theartofinnovation.com/purchase.htm
Resources for “Snorkel”
Outline of “Snorkel”
Review of Project Vision and Charter What do we know about …. Propose a Design Challenge Storytelling How might we….?
Brainstorming Select top ideas (multi-vote) Prioritize ideas for development Plan prototypes Enactments Design first series of tests
Storytelling
• • • • In lieu of doing actual observations, use storytelling to “observe” actual experiences Recall an actual story or experience which relates to the specific design challenge (personal, friend or family member or work-related experience)
Who was involved?
What happened?
How did individuals feel and react?
Give an example Tell stories in small groups (nor more than 2 minutes each)
How might we….?
(used to create ideas for the brainstorming) …. Prevent harm …Engage Patients and families in preventing harm …Optimise nutrition
Ideas should be actionable Write each idea on post-it notes or flip c
Rules for Brainstorming (20 mins)
Chose one or two “how might we scenarios….
• • • • • • • encourage wild ideas go for quantity – want more than 500 ideas defer judgment be visual – draw pictures one conversation at a time build on ideas of others stayed focused on topic (“how might we…” scenarios)
Write each idea on post-it notes
Multi-voting to Select Top Ideas
• • • • Cluster together similar ideas from brainstorming exercise Use dots to vote: What are your personal favorites?
What idea would you most like to try on your unit?
What idea do you think will have the biggest impact toward achieving the “how might we…” Participants can distribute their dots however they want – all on one idea, each dot on a separate idea, or anything in between Report out on favorite ideas (where there are most dots)
Matrix of Change Ideas
Strive for high-impact , low-cost solutions.
High Impact
Translate high-cost solutions into low cost alternatives.
Low Cost High Cost Low Impact
Outline of “Snorkel”
Review of Project Vision and Charter What do we know about…… Propose a Design Challenge Storytelling How might we….?
Brainstorming Select top ideas (multi-vote) Prioritize ideas for development Plan prototypes Enactments Design first series of tests
IDEO’s Design Principles
1. Keep people informed throughout process 2. Value people, time, and energy 3. Enable learning and teaching 4. Give people appropriate levels of control 5. Facilitate connections among people
Enactments
• • • • • Create an enactment to illustrate an extreme future vision for your prototype Create storyline and build Rehearse and refine Present to whole group Select elements and build on ideas