Quality Colloquium August 22, 2005 REDUCTION OF ADVERSE DRUG EVENTS Kathy Haig Director Quality...
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Transcript of Quality Colloquium August 22, 2005 REDUCTION OF ADVERSE DRUG EVENTS Kathy Haig Director Quality...
![Page 1: Quality Colloquium August 22, 2005 REDUCTION OF ADVERSE DRUG EVENTS Kathy Haig Director Quality Resource Management Risk Manager/Patient Safety Officer.](https://reader035.fdocuments.in/reader035/viewer/2022070400/56649f145503460f94c29498/html5/thumbnails/1.jpg)
Quality ColloquiumAugust 22, 2005
REDUCTION OF ADVERSE DRUG EVENTS
Kathy Haig
Director Quality Resource Management
Risk Manager/Patient Safety Officer
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OBJECTIVES
Introduce process changes that contribute to reduction of adverse drug events
Discuss the impact of culture on medication event reduction efforts
Review tools used in process improvement collaborative
Learn about Medication Reconciliation
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OSF ST. JOSEPH MEDICAL CENTER
Located in Bloomington, IllinoisServes a community of 100,500 peopleLicensed for 157 bedsProvides Open Heart Surgery Services
Started “Beating Heart” Program in 19995 Hospital-Owned Physician Office PracticesUrgent Care CenterLicensed as a Level II Trauma Center
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GOALS
Maintain a cultural survey score above 4
Involve patients with safety
Conduct 3 phases of med reconciliation
Decrease the Dispensing and Ordering FMEA
Promote Dosing Service for Anticoagulants
Deploy Pharmacy Based Order Sets
Comply with JCAHO Patient Safety Goals
Safety tool kit (RCA, FMEA, Human Factors, CAS, TRM)
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ADE’S / 1000 DOSES
OSF St. Joseph Medical Center
Events/1000 Days
0255075
100125150175200225250
Date
Eve
nts
/100
0 d
ays
SJMC
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Idealized Design of the Medication System
Key Areas of FocusCultureReconciliationDispensing OrderingHigh Risk Medications
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Cultural Transformation
Improve Safety Climate or culture Cultural survey or safety climate score
Focus on harm, not errors Meaningful, avoids blame game
Focus on process and systemPoor processes; not “bad people”
Focus on communication and teamwork
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High Reliability
Medication System
Safer Core ProcessesSafer Core Processes• RCA
•FMEA •Simulation •CRM • CAS•Human factors
Leadership Driven Culture of SafetyLeadership Driven Culture of Safety
Collaboration. System thinking Focused on Change Evidence
Patient Involvement
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High Reliability Characteristics
Preoccupation with failureIs 80% good enough?
Deference to expertiseMost knowledgeable takes charge
regardless of role
Ask yourself:What have I missed today?What should I have seen that I didn’t?
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STARTING THE JOURNEY
CULTURESystem Thinking
Influenced by patient condition, tasks, staff, environment, teamwork, management
Collaboration Friendly competition; accomplish more, faster
Commitment to Change New, better ways; test ideas
Evidence Based Order Sets; Protocols
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CULTURESTAFF INVOLVEMENT
Non-Punitive Reporting Policy
Systems Thinking Focus on harm and processes; not the care provider
Safety Briefings with Employee Feedback
Unit CouncilsStaff identify and address unit safety concernsInvolves staff in development of processes
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CULTUREPHYSICIAN ENGAGEMENT
Patient Safety is a standing agenda item
Safety Briefings and Feedback is provided
Monthly updates of PI projects are provided
Root Causes Analyses include physician input
Human Factors included in the Peer Review
Expectations and goals of the organization are shared
Efforts made to obtain input while being mindful of the physician’s time
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PHYSICIAN INPUT
Ad Hoc team developed process and protocol for Peri-operative Beta Blockade
Anesthesiologists developed Epidural Protocol
Pediatricians requested child Med Safety Brochure for their offices
Internists and CV Surgeons assisted in development of IV Insulin Infusion Protocol
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CULTUREPATIENT INVOLVEMENT
Satisfaction survey questions for safety
Medication Safety Brochure given to all new admissions; distributed by physician offices
Community resource collaboration to encourage patient to keep updated med list
Patient education channel is available 24/7 with information about disease
Community Board serves a dual role as the Patient Advisory Council
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PATIENT SAFETY POSTERALSO AVAILABLE IN SPANISH
Be Involved in Your CareMake sure the nurse checks your armband before giving you your
medicine.
Ask the nurse about medication that is unfamiliar to you BEFORE you take it.
Make sure the staff and physician washes their hands before / after providing care to you
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MEDICATION RECONCILIATION
DefinitionA process of identifying the most accurate list of all medications a patient is taking and using this list to provide care in any setting
It requires comparing the patient’s list of current medications against the physician’s admission, transfer and discharge orders.
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WHY DO THIS?Provides the ability to accurately compare home meds to meds ordered during hospitalizationDetects medication errors before they happenPromotes continuity of care between different levels of careWrong dose, route or frequency may be prescribedImportant meds may be omitted
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RECONCILIATION PROCESSMed history is completedMed history is compared with admission medication ordersTransfer reconciliation is conducted when the patient moves to a different level of careDischarge reconciliation compares the meds ordered during hospitalization with those ordered to be taken at homeVariances between med history and admission orders is clarified with the physicianWhat is included?Current home meds, OTC, Herbals Includes dose, route, frequency, time of last dose
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WHERE TO GET INFORMATION
Patient or family
Patient’s pharmacy
Previous medical records
Primary care physician’s office
Patient’s medication bottles
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BARRIERSBureaucracyComplexity of communication--interruptionsAccountability—staff too busyLack of teamwork—office does not have updated list or nursing home list is confusingPatient brings in incorrect listPatient does not take what is marked on the bottlePatient does not know names of medsPatient is unable to tell you
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ADMISSION RECONCILIATION
OSF Healthcare System Performance Goals : SJMC : Pursuing Perfection In Safety : National Patient Safety-Admission Medication
Reconcilliation : By Month
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[Oct-04 to Present : Inhouse Data Collection]
Percentage Rate
Goal Admission Reconciliation 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Admission Reconciliation N 19 18 16 18 17 17 16 19
Admission Reconciliation D 20 20 20 20 20 20 20 20
Rate Admission Reconciliation 95% 90% 80% 90% 85% 85% 80% 95% 0% 0% 0% 0%
Oct-04
Nov-04
Dec-04
J an-05Feb-05
Mar-05
Apr-05
May-05
J un-05 J ul-05Aug-05
Sep-05
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TRANSFER RECONCILIATIONOSF Healthcare System Performance Goals : SJMC : Pursuing
Perfection In Safety : National Patient Safety-Transfer Medication Reconcilliation : By Month
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[Oct-04 to Present : Inhouse Data Collection]
Percentage Rate
Goal Transfer Reconciliation 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Transfer Reconciliation N 5 7 7 6 6 8 8 5
Transfer Reconciliation D 10 10 10 10 10 10 10 10
Rate Transfer Reconciliation 50% 70% 70% 60% 60% 80% 80% 50% 0% 0% 0% 0%
Oct-04
Nov-04
Dec-04
J an-05Feb-05
Mar-05
Apr-05
May-05
J un-05 J ul-05Aug-05
Sep-05
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DISCHARGE RECONCILIATION
OSF Healthcare System Performance Goals : SJMC : Pursuing Perfection In Safety : National Patient Safety-Discharge Medication
Reconcilliation : By Month
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[Oct-04 to Present : Inhouse Data Collection]
Percentage Rate
Goal Discharge Reconciliation 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Discharge Reconciliation N 18 19 16 20 18 16 17 20
Discharge Reconciliation D 19 19 18 20 19 18 20 20
Rate Discharge Reconciliation 95% 100% 89% 100% 95% 89% 85% 100% 0% 0% 0% 0%
Oct-04
Nov-04
Dec-04
J an-05Feb-05
Mar-05
Apr-05
May-05
J un-05 J ul-05Aug-05
Sep-05
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FMEA—DISPENSING
The Dispensing FMEA has been reduced 66%
Pharmacy reduced/standardized unit stock meds
Pharmacy prepares all non-standard doses
Labels on all IV pumps encourage caution when stopping the pump to make rate or dose changes
IV Drug Administration Reference matrix directs dosages, guidelines, monitoring information
An automated dispensing system was installed
Renovation of nursing and pharmacy workspaces to improve process flow and efficiency
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DISPENSING FMEAC Chart : IHI-ADE : Dispensing FMEA Chart
0
200
400
600
800
1000
1200
1400
1600
1800
[Jul-01 To Present : IHI-ADE Data]
Dispensing RPN
UCL=1230
Mean=1129
LCL=1028
Pharmacy O n Unit
Pharmacy Enters O rders
New Info System
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FMEA-ORDERINGHazard Vulnerability Score has been reduced 34%A Periop-Beta Blocker Protocol was initiated 1/03Surgical Prophylaxis Antibiotic Protocol developedPharmacists assigned to a nursing unit/enter ordersRenal dosing review based on creatinine clearanceAbbreviationsUnapproved abbreviations are on orders sheets
IllegibilityPharmacists call with any question of the order
Read-BacksNurses read back 95% of all telephone orders and
sign with “TORB”
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ORDERING FMEAC Chart : Ordering FMEA Chart
0
20
40
60
80
100
120
140
160
180
200
[O ct-02 To Present : IHI-ADE Data]
Hazard Vulnerability
Score
UCL=180
Mean=144
LCL=108
Pharmacy O n Units
Pharmacy Enters O rders
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HIGH RISK MEDICATIONS
Heparin Nomogram
PCA Protocol with default orders
TPN Protocol
IV Insulin Infusion Protocol
Chemotherapy Order Set
Coumadin dosing service
DVT Protocol
Review of all INR’s above 4 to identify opportunities in dosing regimens
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SIMULATION
“Sim Man” purchasedSimulation lab createdSimulation used for Clinical Orientation for RN/LPN/US/CNASimulation used for annual skills validationSimulation used for Root Cause Analysis
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ROOT CAUSE ANALYSIS
Human Factor Triage Questions incorporated into RCA—approved and applauded by JCAHO
One RCA resulted in improvements that prevented care issues in a subsequent trauma (ED/difficult intubation boxes)
Success of RCA’s spreading—being used independently by other areas such as OR and EMS Services to evaluate a “near miss”
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SBAR
SBAR Acronym-Situation, Background, Assessment and Recommendation
Laminated pocket cards including the acronym have been distributed to all nurses
Posters explaining SBAR have been posted in clinical areas and stickers have been placed on phones
Use of SBAR spreading to all areas for any issue
Medical Staff are encouraged to ask staff to use SBAR
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SBAR POCKET CARD
In the interest of Patient Safety and to ensure we are giving
complete, accurate information to the physician, please use the following acronym to direct the
information we provide:
S (the current Situation or problem)B (a little about the patient’s Background) A (your Assessment of the patient)R (your Recommendation of what is needed from the physician)
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TEAM RESOURCE MANAGEMENT
Improves team efficiency and effectiveness
Includes multiple conceptsCommunication tools—SBARStaff assertionSituational AwarenessBriefingsDebriefingsRed Flags
Initial and refresher training was provided to staff and physicians
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BARRIERSLimited ResourcesLack of organization/leadership support Lack of physician buy-inResistance to changeStarting too bigMoving too quickReluctance to share safety concernsMultiple projectsAdded work instead of replacement
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LESSONS LEARNED
Involve the right people
Use rapid cycle tests of change
Simplify processes
Share successes
Don’t recreate the wheel—network with others
Communicate
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KEYS TO SUCCESS
Leadership Support
Make it a win-win situation
Reward and recognize staff
Provide ongoing feedback
Always make patient safety the priority!
Never give up; there is no obstacle that cannot be overcome!!!
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“Safety is like peeling an onion--the more you look, the more you find and each layer makes you cry”.