Post on 29-Mar-2015
© 2008 The Board of Trustees of the University of Illinois
The “Seven Pillars” Approach:Crossing the Patient Safety – Medical
Liability Chasm
Timothy McDonald, MD JDProfessor, Anesthesiology and Pediatrics
Interim Assistant Vice President for Quality and SafetyUniversity of Illinois Hospital and Health Science System
PI: R18
© 2008 The Board of Trustees of the University of Illinois
Grant announcement
© 2008 The Board of Trustees of the University of Illinois
AHRQ/Seven Pillars Project focusPatient Safety first – eliminate harm Improve communicationReduce preventable injuriesCompensate patients/families fairly and timelyReduce medical malpractice liability
© 2008 The Board of Trustees of the University of Illinois
Some background
Institute of Medicine:1999 report that shook the medical world
Making Matters Worse
© 2008 The Board of Trustees of the University of Illinois
February 2012, Volume 31, Issue 2
Part of the issue
© 2008 The Board of Trustees of the University of Illinois
Adding to the equationJournal of Trauma, September, 2010
• 8% of physicians generated 34-40% of unsolicited patient complaints
• Same 8 % generate 50% of risk management expenses• Physicians in bottom q-tile of patient satisfaction have 110%
malpractice risk
© 2008 The Board of Trustees of the University of Illinois
More value to communication
July 2011, Volume 30, Issue 7
• 70% of claims dropped once information shared
© 2008 The Board of Trustees of the University of Illinois
2005 U of I leadership approves “communication- resolution” program to attack medical malpractice crisis
Comprehensive program created Integration of safety, risk, quality and credentialsLinkage to claims and legal – deal with the fearsLongitudinal patient safety education plan
UGMEGMECME
© 2008 The Board of Trustees of the University of Illinois
A Comprehensive Response to Patient Incidents:The Seven Pillars. McDonald et al Quality and Safety in Health Care, Jan 2010
Reporting InvestigationCommunicationApology with remediation – including waiver
of hospital and professional feesProcess and performance improvementData tracking and analysisEducation – of the entire process
© 2008 The Board of Trustees of the University of Illinois
Goals of the Seven PillarsReduce harm thru transparency and learningReduce lawsuits through early, effective
communication with all partiesResolve inappropriate care cases early, efficientlySupport patient and family engagementSupport care professionals following harm events
© 2008 The Board of Trustees of the University of Illinois
The Seven Pillars:A Comprehensive Approach to the Prevention and
Response to Patient Events
Unexpected Event reported toSafety/Risk Management
Patient Harm?
Consider “Second Patient”Error Investigation
Hold bills
InappropriateCare?
Full Disclosure with Rapid Apology and Remedy
Process Improvement
Data Base
PatientCommunicationConsult Service
24/7Immediately
Available
Yes
Yes
No
No
“Near misses”
Activation of Crisis Management Team
© 2008 The Board of Trustees of the University of Illinois
The Patient Communication Consult Service [PCCS] PCCS – immediately available 24/7 Current options Empowerment Value of Emotional Intelligence Expectations Physician involvement Patient-family involvement Mitigates impact of “special
colleagues” with low EI
© 2008 The Board of Trustees of the University of Illinois
Establishing a PCCS Leadership buy-inEstablish policy, procedure
Rapid access 24/7 – hotlineJust in time training for those who access hotlineCommand and controlEstablish the “liaison”Goal - to maintain trust and to learnHelp/support physicians overcome their fears
© 2008 The Board of Trustees of the University of Illinois
The Seven Pillars:A Comprehensive Approach to Adverse Patient Events
Unexpected Event reported toSafety/Risk Management
Patient Harm?
Consider “Second Patient”Error Investigation
Hold bills
InappropriateCare?
Full Disclosure with Rapid Apology and Remedy
Process Improvement
Data Base
PatientCommunicationConsult Service
24/7Immediately
Available
Yes
Yes
No
No
“Near misses”
Activation of Crisis Management Team
© 2008 The Board of Trustees of the University of Illinois
Elements of resolution/remediation• Patient Safety Compensation Card – given to
patients if harm caused by inappropriate care, serves as their ongoing “insurance card”
© 2008 The Board of Trustees of the University of Illinois
Putting it all together
© 2008 The Board of Trustees of the University of Illinois
October 7, 2011
© 2008 The Board of Trustees of the University of Illinois
Another communicating openly and resolving early
© 2008 The Board of Trustees of the University of Illinois
October 7, 2011
© 2008 The Board of Trustees of the University of Illinois
The Seven Pillars:A Comprehensive Approach to Adverse Patient Events
Unexpected Event reported toSafety/Risk Management
Patient Harm?
Consider “Second Patient”Error Investigation
Hold bills
InappropriateCare?
Full Disclosure with Rapid Apology and Remedy
Process Improvement
Data Base
PatientCommunicationConsult Service
24/7Immediately
Available
Yes
Yes
No
No
“Near misses”
Activation of Crisis Management Team
© 2008 The Board of Trustees of the University of Illinois
Process improvement:Significant change in national guidelines
July 1, 2011 ASA Specifically, in section 3.2.4 of the Standards for
Basic Anesthetic Monitoring, the ASA states, "...During moderate or deep sedation the adequacy of ventilation shall be evaluated by continual observation of qualitative clinical signs and monitoring for the presence of exhaled carbon dioxide unless precluded or invalidated by the nature of the patient, procedure, or equipment.
© 2008 The Board of Trustees of the University of Illinois
The Seven Pillars:A Comprehensive Approach to the Prevention and
Response to Patient Events
Unexpected Event reported toSafety/Risk Management
Patient Harm?
Consider “Second Patient”Error Investigation
Hold bills
InappropriateCare?
Full Disclosure with Rapid Apology and Remedy
Process Improvement
Data Base
PatientCommunicationConsult Service
24/7Immediately
Available
Yes
Yes
No
No
“Near misses”
Activation of Crisis Management Team
© 2008 The Board of Trustees of the University of Illinois
Pillar #6 Data
© 2008 The Board of Trustees of the University of Illinois
© 2008 The Board of Trustees of the University of Illinois
Educating the next generation:Reporting Data from Resident Physicians
© 2008 The Board of Trustees of the University of Illinois
Reporting established as an expectation and part of Core Competency assessment
© 2008 The Board of Trustees of the University of Illinois
Resident physician occurrence reporting dataJournal of Graduate Medical Education, June 2010
© 2008 The Board of Trustees of the University of Illinois
Event data
© 2008 The Board of Trustees of the University of Illinois
Communication Consults
© 2008 The Board of Trustees of the University of Illinois
UHC Derived Safety Data
© 2008 The Board of Trustees of the University of Illinois
ROI for institutions:Improving safety reduces liability
“Reducing Patient Safety Incidents by 10 decreased claims by 3.9.”
http://www.rand.org/pubs/technical_reports/TR824.html
© 2008 The Board of Trustees of the University of Illinois
Impact of comprehensive effort Increased reportingRapid, effective ongoing communicationRapid cycle improvements and harm preventionEarly resolution
© 2008 The Board of Trustees of the University of Illinois
© 2008 The Board of Trustees of the University of Illinois
Other data updateMedical Malpractice Premium dataOverall reduction on premium over past three
years = $22MMFY 11 - $4.7MM less than FY 10FY 12 - $7.4 MM less than FY 10FY 13 - $10.1MM less than FY 102006 – SIP $45MM underfunded2012 – SIP $8MM in excess
© 2008 The Board of Trustees of the University of Illinois
Waived hospital and professional fees
Hospital fees waived in first 8 months: $2.29MMProfessional fees waived in first 8 months: $110KTotal savings to payors in 8 months: $2.40 MM45% Medicare/Medicaid
© 2008 The Board of Trustees of the University of Illinois
Other stakeholder buy-in prior to grant
Medical SocietiesProfessional liability companies – hospital and
physicianHospital AssociationLegal groupsConsumers Advancing Patient SafetyProject Patient Care Individual hospital boards, medical staffs
© 2008 The Board of Trustees of the University of Illinois
AHRQ Grant10 private hospitals, self insuredOpen medical staffs, private professional
liability coverage7 from faith-based system2 from a “for profit”1 underserved inner cityMost with resident physicians
© 2008 The Board of Trustees of the University of Illinois
Collaboration with Professional Liability Insurers
© 2008 The Board of Trustees of the University of Illinois
Update from grant hospitals Intervention [5] hospitals rolled out Hospital and physician leadership fully engaged Tools created or employed
gap analysis tool; videotaped communication training materials; EI assessment tools; RM/Investigation checklists; resident reporting training materials
Gap analyses completed Communication training complete On-line occurrence reporting begun Disclosures, early offers have occurred Data being analyzed Control [5] hospitals roll out in August 2012 Have been asked to work with > 20 hospitals in three other states since
commencing grant
© 2008 The Board of Trustees of the University of Illinois
Data from one grant hospital• Large reduction in serious reportable events• Already experiencing reduction in liability claims• Have waived > $150K in Medicare charges
Intervention
© 2008 The Board of Trustees of the University of Illinois
Update on other dissemination and collaborative efforts “Tiger” with CMS Hospital Engagement Networks – AHA HRET The Joint Commission – surveyor training MedStar
Co-Investigator, Dave Mayer MD, appointed Senior VP for Quality and Safety, May 15 meeting
Hospital associations/systems Illinois, Maryland, Colorado, South Carolina, New York
Medical Societies Illinois, Colorado, Wyoming, Florida
Professional liability companies ISMIE, COPIC, Mag Mutual, The Doctor’s Company
© 2008 The Board of Trustees of the University of Illinois
Questions?