Safety Huddle improves Safety Culture

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Presentation transcript:

Safety Huddle improves Safety Culture Methodist Mansfield Medical Center Safety Huddle improves Safety Culture Donna Crimmins-Bonnell, RN, BSN, MHSM, CPHQ John Phillips, CEO, FACHE

Methodist Mansfield Medical Center

Objectives Define Purpose of Safety Huddles Describe at least 3 ways a Safety Huddle could impact your organization’s Safety Culture Will be able to identify how to begin the Safety Huddle journey

Benefits Real Time Communication Leadership Awareness Problem Identification & Resolution-Improved teamwork Proactive approach to prevent harm to patients Culture change, Accountability for Safety-Transparency

WHEN Daily: Monday – Friday 8:30 -8:45 am Who: All Leaders or designee Led By: CEO, CNO, Quality Director

Departments * also attends Bedboard *3E, 4E, 5E *ICU Cardiopulmonary lab *Emergency Department *Surgical Services *Women’s Services NICU, L & D, FCC Lab, Blood Bank Care Management-*SW Pharmacy Radiology-Transport Respiratory Physical Medicine Pastorial Care *Hospitalists *House Supervisors Education *EVS Facilities/Engineering Food Svc.& Dietary HIM Human Resources IS/IT Materials Management Medical Staff Office Patient Admitting Public Relations Risk Management *Quality Services/RM/IC Police Volunteer

Topics covered Bed Board Safety Huddle:look back--next 24 Current Census 1. External events that may cause unsafe/stressful conditions ie weather, race, fire Bed Placement/shortages 2.Medication Events, med shortages Staffing for current & next shift 3.Patients with the same name on a unit ADT's 5.Miscommunication among care givers DNR Status 6.Incomplete Handoffs Restraints 7.Any unsafe condition Suicide precautions 8.Any event of harm to a patient Sitter Needs 9.Delay in treatment or deficiencies Chemo or PICC needs 10.Disruptive patients, physicians, other professionals Falls-patient, visitor 11.Patient or employee security issues HAPU's 13.Power failures, computer down times Core Measure issues/concerns 14. Equipment shortages, failures 15 Shortage of supplies/on back orde 16 Codes, RRT, MERTs results, opportunities , Stemi times 17 Major change in status of the patient 18 mislabeled specimen, 19.Infections and pressure ulcers 20 Patient death 21 New procedure, staff trained, high risk procedure? 22 .Make sure you communicate great catches 23.Make sure you thank your team when they go beyond the call of duty 24.Other Quality issues or risks, ie Core Measure, outcomes 25. Great Catches 26. Service Recovery 27. Days since last Patient Serious Safety Event 28. Days since last Employee Serious Safety Event

Daily Report Form page 1

Daily Report Form page 2

Barriers “another Meeting” Redundancy with Bed Board Share issues with all? Call in versus attending in person Leaders concerned their work hours was in question (trust)

Survey-(3 Months)

Survey-Aug (9 mos later) DO NOT STOP!!!

Serious Patient Safety Events

AHRQ Safety Culture Survey Management support for patient safety 75%tile to 90% tile Organization Learning-Continuous improvement: Teamwork across units: Non-Punitive Culture: Median to 90% tile Patient Safety Grade: 85%, benchmark 76%

Safety Huddle Recording

References Healthcare Performance Improvement, www.hpiresults.com Donnacrimmins-bonnell@mhd.com Johnphillips@mhd.com

“Perfection is unobtainable; however in chasing it we can catch excellence” Vince Lombardi QUESTIONS?