The document summarizes the first 18 months of a patient safety program called Caring Safely at an organization. The program had four main objectives: reduce serious safety events by two-thirds, improve staff safety by reducing injuries by 20%, reduce hospital-acquired conditions significantly, and enhance the safety culture by following high reliability principles. To achieve these, the program utilized strategies like reliability bundles, a high reliability culture, error prevention, leadership methods, investigation of issues, and system redesign. Benchmarking data showed reductions in various hospital-acquired conditions and improvements in the safety culture through initiatives like daily safety briefings and training programs for staff.
4. Four Objectives of Caring Safely*
1. Reduce the incidence of Serious Safety Events (SSEs)
by two-thirds
2. Improve Staff Safety by reducing lost time injury count,
frequency rate and/or severity by 20%
3. Reduce the incidence of the seven
Hospital Acquired Conditions (HACs) significantly
4. Enhance our Safety Culture by adhering to the
principles of High Reliability Organizations
* April 2015 – March 2018
5. Taking on all patient and staff harms simultaneously
•Central line infections
•Surgical site infections
•Pressure Injuries
•Catheter-associated
Urinary tract Infection
•Ventilator associated
pneumonia
•Falls with significant
harm
•(Adverse Drug Events)
Bundle reliability:
Set teach audit
the standard
• Delayed recognition/response to
deterioration, e.g. sepsis
• Failure to respond to results of
investigations
• Errors in decision-making
• Failure to use expertise
High Reliability Culture:
Error prevention strategies
Leadership methods
RCA
System redesign
16
6. Hospital Acquired Condition Network Center Line SickKids Center Line
Adverse Drug Event 0.03/1000 pt days
Catheter Associated Urinary Tract
Infections
1.35/1000 catheter
days
Central Line Associated Blood
Stream Infections
1.52/1000 line days
Falls (Moderate or Greater Injury) 0.02/1000 pt days
Pressure Injuries (formerly ulcers) 0.11/1000 pt days
Surgical Site Infections 1.71/100 procedures
Ventilator Associated Pneumonia 0.54/1000 vent days
Benchmarking against Network data helps to identify priorities of focus and
accomplishments to celebrate and sustain
10. HOW CAN WE PREVENT THIS?SUMMARY OF EVENT
Capturing Events
The Case of the: <title>
<Date>
WHY DID THIS EVENT HAPPEN?
The story presented above is an example of patient safety events
occurring in hospitals across the country. As a learning
organization, telling these stories is intended to generate dialogue
among frontline caregivers who may be able to prevent a similar
occurrence. For internal use only.
HOW CAN WE SUPPORT THE CULTURE OF
SAFETY?
14. ‘We’re not going to compete on safety’: Canadian paediatric health centres
collaborate on journey to eliminating preventable harm
Clinical and operational leaders from SickKids, CHEO, and IWK came together to
share ideas and key learnings about the journey to reducing preventable harm.
SPS is the only HEN to focus not just on HACs but also on SSEs
Error Prevention- The interactive session sets the stage for understanding how errors occur and discusses the error prevention strategies to be adopted in order to meet the expected behaviors for Caring Safely. These practical strategies are aligned with high reliability organization principles, and audience participation is encouraged in the exercises to develop insight, confidence and competence in enacting these strategies for error prevention.
ARCC
QVV
Stop & Resolve
STAR
Leadership Methods- Learn, adopt and practice leadership skills for building and sustaining a culture of safety and performance excellence. The role then of leaders at all levels is to effectively influence behaviors to achieve performance expectation.
Rounding to Influence
Safety Huddles
Organizational Safety Brief
Top 10 Problem List
Safety Coach Program- Safety coach program is a tool for reinforcing the safety training techniques for a sustainable safety culture.
Observe the performance of a group or individuals to determine if practice meets our Safe Behavior expectations
Provide real time feedback to reinforce good practices and correct unsafe practices
Time: 1 min
Key Point: Introduction to trainers.
Introduce yourself as the trainers for today’s session., and that you are a part of a team of 54 Caring Safely trainers for the hospital. My name is……, and I work …..
Definitions in our Management of Serious Patient Safety Incidents policy
Critical incident (relates to Public Hospitals Act): “Any unintended event that occurs when a patient receives treatment in the Hospital that results in a) death or serious disability, injury, or harm and b) does not result primarily from the patient’s underlying medical condition or from a known risk inherent in providing treatment” (this leaves a lot of discretion to the hospital - policy states that decision is made by Risk, with Chief, EVP Clinical, VP Medical, and Clinical Director if applicable – practical experience is that Risk has most influence on what is called)
Serious Patient Safety Incident (relates to Canadian Incident Analysis Framework) “an event or circumstance which could have resulted or did result in severe unnecessary harm to a patient, including death and permanent loss of function, that does not result primarily from the patient’s underlying condition”
Main difference between these and SSE is that these require severe/permanent loss of function
Serious Safety Events are deviations in best-practice care that result in:
Death
Severe permanent harm
Moderate permanent harm
Severe temporary harm: Detectable harm, lasting for a limited time only, resulting in no permanent injury, yet causing great discomfort, injury, and/or distress. For example, resuscitation required or additional procedure/surgery.
Precursor Events
Near-Miss Events