Measuring Patient Safety: Opening the Black
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Global Patient Safety Action Plan 2021–2030 Towards Eliminating Avoidable Harm in Health Care
GLOBAL PATIENT SAFETY ACTION PLAN 2021–2030 Towards Eliminating Avoidable Harm in Health Care Second Draft November 2020 Table of Contents Overview of the Global Patient Safety Action Plan 2021–2030 ................................................................................................................v Abbreviations ............................................................................................................................................................................................................vii 1. Introduction .........................................................................................................................................................................................................1 Background .................................................................................................................................................................................................1 The emergence of patient safety thinking .....................................................................................................................2 The global burden of unsafe care ......................................................................................................................................2 The evolution of the global patient safety movement ..............................................................................................3 COVID–19: A broader concept of avoidable harm ......................................................................................................6 -
A Health Equity Lens on Patient Safety and Quality
UCSF Center for Vulnerable UCSF School UCSF Department Populations at Zuckerberg of Medicine of Epidemiology San Francisco General and Biostatistics Hospital A Health Equity Lens on Patient Safety and Quality Kirsten Bibbins-Domingo, PhD, MD, MAS Lee Goldman, MD Endowed Chair in Medicine Professor of Epidemiology and Biostatistics and Medicine Vice Dean for Population Health and Health Equity 10/26/2018 Braveman P, Arkin E, Orleans T, Proctor D, and Plough A. What Is Health Equity? And What Difference Does a Definition Make? Princeton, NJ: Robert Wood Johnson Foundation, 2017. Partnering for Health Equity . The fierce urgency of now Can we advance patient safety AND equity at the same time? 4 YES! Deliberate action, Informed choices, Creating a culture of quality and safety for all 5 The inequality paradox 6 Frohlich and Potvin, AJPH 2008 Number and percentage of quality measures for which income groups experienced better, same, or worse quality of care compared with reference group (high income), 2014-2015 7 AHRQ 2016 National Healthcare Quality and Disparities Report Number and percentage of quality measures with disparity at baseline for which disparities related to income were improving, not changing, or worsening (2000 through 2014-2015) 8 AHRQ 2016 National Healthcare Quality and Disparities Report Number and percentage of quality measures for which members of selected groups experienced better, same, or worse quality of care compared with reference group (White) in 2014-2015 9 AHRQ 2016 National Healthcare Quality and Disparities Report Number and percentage of quality measures with disparity at baseline for which disparities related to race and ethnicity were improving, not changing, or worsening (2000 through 2014-2015) 10 AHRQ 2016 National Healthcare Quality and Disparities Report Number and percentage of quality and access measures for which members of selected groups experienced better, same, or worse quality of care compared with reference group in 2014-2015, by geographic location 11 AHRQ 2016 National Healthcare Quality and Disparities Report 1. -
Improving Quality and Achieving Equity: a Guide for Hospital Leaders
Institute for Health Policy Improving Quality and Achieving Equity: A Guide for Hospital Leaders 1 2 Improving Quality and Achieving Equity: A Guide for Hospital Leaders Acknowledgements The Disparities Solutions Center would like to extend our sincerest gratitude to The Robert Wood Johnson Foundation for their generous support for the development and design of Improving Quality and Achieving Equity: A Guide for Hospital Leaders, and in particular Pamela Dickson, MBA, formerly our Project Officer, now Deputy Director of the Health Care Group, for her guidance and advice. We would like to extend our special thanks to all of the hospital leaders who agreed to be interviewed for this project, as well as the hospitals who allowed us to conduct a more extended site visit to develop the case studies presented here. We would also like to thank our Sounding Board for this project, which provided input and feedback from conception to design, as well as the reviewers who graciously agreed to share their perspectives and expertise to make this a practical, effective tool for real-world hospital leaders. We are deeply appreciative of Ann McAlearney, ScD, MS, Assistant Professor, Division of Health Services Management and Policy, Ohio State University School of Public Health, and Sunita Mutha, MD, FACP, Associate Professor of Clinical Medicine, Center for the Health Professions, Division of General Internal Medicine, University of California, San Francisco, who shared key resources and perspectives. Special thanks go to the leadership and administration of the Institute for Health Policy, and in particular the Institute’s Director, Dr. David Blumenthal, Associate Director, Dr. -
Redesigning the Fall Incident Report
A SAFETY INITIATIVE REDESIGNING THE FALL INCIDENT REPORT Joanne Elkins, MSN, RN, CPHQ, Lula Williams, MN, RN, CPHQ, Andrea M. Spehar, MS, DVM, MPH, Patricia A. Quigley, PhD, ARNP, CRRN, Tamala Gulley, MSCE, and Josefina Perez-Marrero, PhD Representing up to 89% of all reported adverse clinical incidents, falls are costly in both human and financial terms. Here’s how VISN 8 transformed their fall reporting process so that it could be used to drive system changes that would prevent falls. here seems to be a gen- tial sentinel events, with the goal of reported clinical incidents and are eral consensus among cli- improving the quality and safety of the most costly category in both nicians in this country patient care.1,2 In order for the RCA human and financial terms.7 T that most adverse health process to be successful in improv- In this article, we’ll discuss the care events result from system er- ing systems, investigators must VISN 8 incident reporting system rors. To correct such errors, in Feb- gather accurate, timely, and rele- and the process through which it ruary 1999, the VA established the vant data regarding clinical events was redesigned. We’ll outline the National Center for Patient Safety that are both ubiquitous and under- barriers we faced in implementing (NCPS), which implemented the reported.3–6 a VISN-wide incident report form process of root cause analysis In the fall of 1999, VA medical for patient falls and review the (RCA) to investigate and review center and clinic administrators types of data that must be gathered findings from all actual and poten- throughout Veterans Integrated in order for patterns, trends, and Service Network (VISN) 8 ac- root causes of such falls to be ana- knowledged that the incident re- lyzed successfully. -
Hand Hygiene: Clean Hands for Healthcare Personnel
Core Concepts for Hand Hygiene: Clean Hands for Healthcare Personnel 1 Presenter Russ Olmsted, MPH, CIC Director, Infection Prevention & Control Trinity Health, Livonia, MI Contributions by Heather M. Gilmartin, NP, PhD, CIC Denver VA Medical Center University of Colorado Laraine Washer, MD University of Michigan Health System 2 Learning Objectives • Outline the importance of effective hand hygiene for protection of healthcare personnel and patients • Describe proper hand hygiene techniques, including when various techniques should be used 3 Why is Hand Hygiene Important? • The microbes that cause healthcare-associated infections (HAIs) can be transmitted on the hands of healthcare personnel • Hand hygiene is one of the MOST important ways to prevent the spread of infection 1 out of every 25 patients has • Too often healthcare personnel do a healthcare-associated not clean their hands infection – In fact, missed opportunities for hand hygiene can be as high as 50% (Chassin MR, Jt Comm J Qual Patient Saf, 2015; Yanke E, Am J Infect Control, 2015; Magill SS, N Engl J Med, 2014) 4 Environmental Surfaces Can Look Clean but… • Bacteria can survive for days on patient care equipment and other surfaces like bed rails, IV pumps, etc. • It is important to use hand hygiene after touching these surfaces and at exit, even if you only touched environmental surfaces Boyce JM, Am J Infect Control, 2002; WHO Guidelines on Hand Hygiene in Health Care, WHO, 2009 5 Hands Make Multidrug-Resistant Organisms (MDROs) and Other Microbes Mobile (Image from CDC, Vital Signs: MMWR, 2016) 6 When Should You Clean Your Hands? 1. Before touching a patient 2. -
Top 10 Patient Safety Concerns for Healthcare Organizations 2018
Executive Brief Top 10 Patient Safety Concerns for Healthcare Organizations 2018 years WANT MORE? This executive brief summarizes ECRI Institute’s Top 10 list of patient safety concerns for 2018. Healthcare Risk Control (HRC) and ECRI Institute PSO members can access the full report, which discusses each topic in more detail, by logging in at https://www.ecri.org. Additionally, page 14 of this brief lists ECRI Institute resources that provide more in-depth guidance for each topic. Top 10 Patient Safety Concerns for Healthcare Organizations 2018 Healthcare is striving to become an industry ECRI Institute’s Top 10 Patient Safety Concerns for 2018 of high-reliability organizations, and part 1 Diagnostic errors of being a high-reliability industry means 2 Opioid safety across the continuum of care staying vigilant and identifying problems proactively. This annual Top 10 list helps 3 Internal care coordination organizations identify looming patient safety 4 Workarounds challenges and offers suggestions and Incorporating health IT into patient safety programs resources for addressing them. 5 Management of behavioral health needs in 6 acute care settings Why We Create This List 7 All-hazards emergency preparedness ECRI Institute creates this annual list of 8 Device cleaning, disinfection, and sterilization Top 10 patient safety concerns to support 9 Patient engagement and health literacy healthcare organizations in their efforts to proactively identify and respond to threats 10 Leadership engagement in patient safety MS130 to patient safety. This report offers perspectives from some of our many experts, as well as links to further guidance on addressing these issues. MARCH 2018 Adapted from: Top 10 Patient Safety Concerns for Healthcare Organizations 2018. -
What Exactly Is Patient Safety?
What Exactly Is Patient Safety? Linda Emanuel, MD, PhD; Don Berwick, MD, MPP; James Conway, MS; John Combes, MD; Martin Hatlie, JD; Lucian Leape, MD; James Reason, PhD; Paul Schyve, MD; Charles Vincent, MPhil, PhD; Merrilyn Walton, PhD Abstract We articulate an intellectual history and a definition, description, and model of patient safety. We define patient safety as a discipline in the health care professions that applies safety science methods toward the goal of achieving a trustworthy system of health care delivery. We also define patient safety as an attribute of health care systems that minimizes the incidence and impact of adverse events and maximizes recovery from such events. Our description includes: why the field of patient safety exists (the high prevalence of avoidable adverse events); its nature; its essential focus of action (the microsystem); how patient safety works (e.g., high- reliability design, use of safety sciences, methods for causing change, including cultural change); and who its practitioners are (i.e., all health care workers, patients, and advocates). Our simple and overarching model identifies four domains of patient safety (recipients of care, providers, therapeutics, and methods) and the elements that fall within the domains. Eleven of these elements are described in this paper. Introduction A defining realization of the 1990s was that, despite all the known power of modern medicine to cure and ameliorate illness, hospitals were not safe places for healing. Instead, they were places fraught with risk of patient harm. One important response to this realization has been the growth of interest in patient safety. It is increasingly clear that patient safety has become a discipline, complete with an integrated body of knowledge and expertise, and that it has the potential to revolutionize health care, perhaps as radically as molecular biology once dramatically increased the therapeutic power in medicine. -
Leadership Guide to Patient Safety
Innovation Series 2006 Leadership Guide to Patient Safety 12 We have developed IHI’s Innovation Series white papers to further our mission of improving the quality and value of health care. The ideas and findings in these white papers represent innovative work by organizations affiliated with IHI. Our white papers are designed to share with readers the problems IHI is working to address; the ideas, changes, and methods we are developing and testing to help organizations make breakthrough improvements; and early results where they exist. Copyright © 2006 Institute for Healthcare Improvement All rights reserved. Individuals may photocopy all or parts of white papers for educational, not-for- profit uses. These papers may not be reproduced for commercial, for-profit use in any form, by any means (electronic, mechanical, xerographic, or other) or held in any information storage or retrieval system without the written permission of the Institute for Healthcare Improvement. How to cite this paper: Botwinick L, Bisognano M, Haraden C. Leadership Guide to Patient Safety. IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2006. (Available on www.IHI.org) Acknowledgements: The Institute for Healthcare Improvement (IHI) would like to thank the following individuals for their contributions to the work: Donald M. Berwick, MD, MPP, FRCP, President and CEO, IHI Donald Goldmann, MD, Senior Vice President, IHI Frances A. Griffin, RRT, MPA, Director, IHI Julianne Morath, RN, MS, Chief Operating, Children’s Hospitals and Clinics of Minnesota Gail A. Nielsen, BSHCA, Clinical Performance Improvement Education Administrator, Iowa Health System, and IHI George W. Merck Fellow 2004–2005 Thomas Nolan, PhD, Statistician, Associates in Process Improvement, and IHI Senior Fellow James L. -
Experiences from Ten Years of Incident Reporting in Health Care
Carlfjord et al. BMC Health Services Research (2018) 18:113 DOI 10.1186/s12913-018-2876-5 RESEARCH ARTICLE Open Access Experiences from ten years of incident reporting in health care: a qualitative study among department managers and coordinators Siw Carlfjord1* , Annica Öhrn2 and Anna Gunnarsson3 Abstract Background: Incident reporting (IR) in health care has been advocated as a means to improve patient safety. The purpose of IR is to identify safety hazards and develop interventions to mitigate these hazards in order to reduce harm in health care. Using qualitative methods is a way to reveal how IR is used and perceived in health care practice. The aim of the present study was to explore the experiences of IR from two different perspectives, including heads of departments and IR coordinators, to better understand how they value the practice and their thoughts regarding future application. Methods: Data collection was performed in Östergötland County, Sweden, where an electronic IR system was implemented in 2004, and the authorities explicitly have advocated IR from that date. A purposive sample of nine heads of departments from three hospitals were interviewed, and two focus group discussions with IR coordinators took place. Data were analysed using qualitative content analysis. Results: Two main themes emerged from the data: “Incident reporting has come to stay” building on the categories entitled perceived advantages, observed changes and value of the IR system, and “Remaining challenges in incident reporting” including the categories entitled need for action, encouraged learning, continuous culture improvement, IR system development and proper use of IR. Conclusions: After 10 years, the practice of IR is widely accepted in the selected setting. -
Pharmacovigilance Monitoring Product Safety to Protect Patients
ETHICS AND TRANSPARENCY PHARMACOVIGILANCE MONITORING PRODUCT SAFETY TO PROTECT PATIENTS GRI Standards : 103: Management approach 417: Marketing and Labeling EXECUTIVE SUMMARY Monitoring the quality, efficacy and safety of our products throughout their life cycle, from clinical development to prescription and consumption, is a priority to protect patient safety. Some rare or late onset adverse events are often only detected at this time. In order to maximize our knowledge on the use of our portfolio in real-world conditions, Sanofi's Global Pharmacovigilance Department (GPV) has established an effective global organization to passively and actively collect pharmacovigilance data from all sources of information around the world. Thanks to this data collection, the teams monitor safety and are able to adjust the benefit-risk profile of our products: prescription medicines, vaccines, consumer health products, generics, and medical devices. Pharmacovigilance helps determine the best conditions of use for treatments, and provides physicians, healthcare professionals and patients with comprehensive, up-to-date safety information, including potential risks associated with a product. Pharmacovigilance Factsheet 1 Published April 2020 TABLE OF CONTENTS 1. DEFINITION .................................................................................................................. 3 2. THE PURPOSE OF PHARMACOVIGILANCE ............................................................. 3 3. A BEST-IN-CLASS PHARMACOVIGILANCE ORGANIZATION ................................. 3 Pharmacovigilance Factsheet 2 Published April 2020 1. DEFINITION Pharmacovigilance is the process of monitoring the safety and contributing to the continuous assessment of the benefit-risk profile of our products at every stage of their life cycle. 2. THE PURPOSE OF PHARMACOVIGILANCE The diagram below summarizes the purpose of pharmacovigilance in an international pharmaceutical company in line with regulatory requirements : Figure 1 : The purpose of product safety monitoring is threefold 3. -
Advancing Health Equity in Patient Safety: a Reckoning, Challenge and Opportunity
BMJ Qual Saf: first published as 10.1136/bmjqs-2020-012599 on 29 December 2020. Downloaded from EDITORIAL Advancing health equity in patient safety: a reckoning, challenge and opportunity Marshall H Chin Section of General Internal COVID-19 and police brutality have emphasising interventions and solutions. Medicine, University of Chicago, simultaneously heightened public aware- The patient safety field should move Chicago, Illinois, USA ness of disparities in health outcomes faster, incorporating major advances that Correspondence to by race/ethnicity, gender, and socioeco- have occurred regarding how to reduce 8 9 Dr Marshall H Chin, Section nomic status, and the underlying struc- health disparities. While equity issues of General Internal Medicine, tural drivers of systemic racism and social in patient safety have been understudied, University of Chicago, Chicago, 1 2 the principles for successfully advancing IL 60637, USA; privilege in the USA. Increasingly major mchin@ medicine. bsd. uchicago. professional associations such as the health equity align well with the culture edu American Medical Association, Amer- and toolkit of the safety field.10 Thus, ican Hospital Association, and Associ- achieving equitable patient safety is a real- Accepted 24 November 2020 ation of American Medical Colleges are istic and important opportunity. decrying racism and inequities, and many My lessons are from the ‘school of hard individual healthcare organisations are knocks’: over 25 years of performing committing to addressing health dispari- multilevel health disparities research and ties. Hospitals, clinics and health plans are interventions locally,11 nationally9 12 13 looking inwards to identify organisational and internationally.14 I have been fortu- biases and discrimination, and developing nate to work with many passionate, inspi- outward interventions to advance health rational staff and leaders from healthcare equity for their patients. -
Workplace Injury TRIAGE and REPORTING MEDCOR ON-LINE USER GUIDEBOOK
WORKPLACE INJURY TRIAGE AND REPORTING MEDCOR ON-LINE USER GUIDEBOOK (800) 775-5866 24 HOURS / 7 DAYS A WEEK TITLE Copyright © 2005-2008 Medcor, Inc. All rights reserved. TABLE OTFIT CONLE TENTS Overview The Problem .................................................1 The Solution .................................................1 The Triage Call Process—How it Works When Employee Injury Occurs...................................2 Placing the Triage Call . .2 Injury Assessment .............................................3 Treatment Recommendations ....................................3 Triage Report Information . 3 Referral Off-Site . 4 Post-Injury Resource...........................................4 Call Confirmation.............................................4 Injury Reports................................................4 Follow-Up Calls . 4 Waiting to Speak with a Nurse . .5 Frequently Asked Questions . .6 Sample Triage Incident Report ..................................7 Sample Self-Care Instructions...................................8 OVERVIEW The Problem Responding to work-related injuries is challenging: • Employees who work alone or in small worksites have limited access to immediate medical assistance in case of injury. • Supervisors who respond to injuries often lack proper medical training or experience to determine the seriousness of the injury and the appropriate response. • Minor injuries such as strains and sprains that would respond favorably to appropriate on-site first aid are often referred off-site for care that is more expensive and more time consuming but no more effective. • Off-site clinics and hospitals are often not familiar with the workplace environment, first aid options, modified duty, or return-to-work programs. • When injured employees are referred to an out-of-network clinic or hospital, they often become caught up in a system of care that thrives on increased utilization. This can lengthen the employees’ recovery time and time away from work, and it reduces the company’s ability to help direct effective care.