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TRANSCRIPT
Albert W. Wu, MD, MPH Johns Hopkins Bloomberg School of Public Health
Leuven, 17 January 2017
Impact of Human Resource Management on
Patient Safety: Lessons from Johns Hopkins
The Big
Picture
Overview
• Managing for Safety and Quality
• Quality Indicators
• Clinical Communities
• Investigating Incidents
• Safety Rounds
• Patient Safety Research
Quality &
Safety at
Johns
Hopkins
Armstrong Institute Mission
Purpose Driven:
We partner with patients, their loved ones and all
interested parties:
• To end preventable harm,
• To continuously improve patient outcomes and
experience: and
• To eliminate waste in health care delivery
Principles Led:
• I am humble and curious
• I respect, appreciate and help others
• I am accountable for continuously improving
myself, my organization, my community
5
How We Realize Our Goals
• Advance science of patient safety and quality
• Build organizational capacity for improvement through training and supportive infrastructure
• Design, implement and evaluate interventions
• Inform policy
• Listen, learn and share
6
Quality & Safety
RESEARCH
Quality & Safety
OPERATIONS
JHM Organizational Chart
7
Schools
Hosp
itals
Affiliates
Quality & Safety at JHM
JHM Quality and Safety
Governance Structure
JHM AI Patient Safety and
Quality Board Committee
Armstrong Institute
Inpatient Hospital
PediatricsPopulation
HealthHome Care
Johns Hopkins
International
Ambulatory Practices
Ambulatory Procedures
JHM PerformanceSubcommittee
JHM Quality, Safety & Service
Executive Council Goal:
• To develop system-wide infrastructure to align existing processes and initiatives to achieve consistency, continuity, and coordination across affiliate organizations and evaluate and improve quality of patient care and outcomes
Objectives:
• Use metrics to track performance & improve outcomes
• Data collection and review ~ every 6 months
• Share best practices and lessons
• Identify policies and process improvement initiatives
• Review and approve the resources needed
• Facilitate timely communication
• Demonstrate effective implementation
Framework for Improvement
Pronovost in press
AI Business Process Review
Committee
13
LEAN
Analytics
Marketing and
Communications
Learning and
Development
PATIENTSAFETY
EXTERNAL REPORTING
PATIENT EXPERIENCE VALUE
Strategic Partnerships
Research
HEALTHCARE EQUITY
Infection Prevention
MEASURESRisky providers, units & systems
WORKCUSP
Mindful organizing
Culture measurement improvement
Event reporting
Safety case
MEASURESSurvivalPSI/HACHAIRankings
WORKPMO
Work teams
Robust Process Improvement
A3 Project management
MEASURESCAHPSNarrativesGrievances
WORKCommon language
PFACs
Include patients
Patient and families education
Care coordination
Family involved in decision-making
MEASURES stratified byRaceEthnicityPrimary language
WORKMeasure development
Indicators
Johns Hopkins Health System
Accountability Model
15
Performance below target for 1 month or 1 performance period (ex: 1 quarter)
• Local champions to form performance improvement team• Review data and investigate defects• Identify barriers and implement targeted interventions
Performance below target for 2 months or 2 performance periods
Performance below target for 3 months• Department Director / MD champion present to local Hospital Quality and
Safety Board (Trustee chair and President sign QI plan)• President presents to JHM Quality Safety Board Committee
• PI Team presents to local hospital quality council and President/ CEO• President meets with appropriate clinical director and PI team • President presents plan with timelines to JHM QSS Executive Committee
Nine
Core
Measures
Clinical Communities
Clinical Communities?
• Clinical communities are self-governing networks with broad entity representation who come together to identify and achieve goals related to quality in healthcare
• Patient-centered Strategic Objectives:• Eliminate preventable harms• Continuously improve patient outcomes and experience• Reduce waste in healthcare delivery• Standardize care through best practices/pathways
18
Clinical Communities
Framework
• Led by local physicians (1 academic lead, 1 community lead) with interdisciplinary membership that includes patients and families
• Set and communicate clear goals and measures
• Create infrastructure (PMO) – provide vertical support for project management, peer learning, analytics, and robust process improvement
• Work collaboratively on quality improvement projects, empowered to make changes
19
Clinical Communities
Framework
• Work towards standardizing evidence based practice through protocols to reduce variation in care
• Partner with value analysis and finance teams to reduce over-utilization in supplies, imaging, medications and laboratory costs, and pursue opportunities to negotiate reduced prices in these areas
• Share results frequently for data transparency
• Implement accountability / sustainability model
20
Clinical Communities
21
Hospital
Directors
Quality & Safety
Board
ICU Clinical
Community
Hospitalist
Community
Medication
Safety
Community
Post
Anesthesia
Community
Hospital A
Clinical Communities Support
• Lean• Informatics• Measure development• Financial analysis• Human factors• Teamwork• Safety culture• Implementation• Ethnography• Protocol development• Supply chain
Clinical Communities
23
▪ Joint Replacement
▪ Blood Management
▪ Spine
▪ Surgery
▪ Cardiac Surgery
▪ ICUs
▪ Congestive Heart Failure
▪ Diabetes
▪ Palliative Care
▪ Cardiac Rhythm Management
▪ Hospitalists (EQUIP)
▪ Stroke
▪ Craniotomy
▪ Psychiatry and Behavioral Sciences
▪ Patient and Family Centered Care
▪ Patient Centered Care/Maternal
Health
▪ Cleaning, Disinfection, Sterilization
▪ Medication Safety
Clinical Community Savings
• Ishi et al. 2015
The Comprehensive Unit-based
Safety Program (CUSP)
Changing the Culture, One Unit
at a Time
26
CUSP Growth
27
0
50
100
150
Total CUSP Teams at JHM
Training to Building
Capacity and Capability
Armstrong Institute
Learning Model
29
JHM/AI develops integrated safety and quality development programs for organizations worldwide
Available Trainings
30
RCA(s) at Johns Hopkins
• Sentinel Event RCA
• Mini-RCA, Concise Incident Analysis
• CUSP (Comprehensive Unit Based Safety Program) defect investigations
Sentinel Event Action Items
Progress Report• Sentinel Events with all action items completed since last
meeting
• - #, topic, date of event, champion
• Sentinel Events with Open Action Items
• Incomplete RCAs
• Completed Root Cause Analysis Reports
Mini RCA and Event Analysis
• Concise Incident Analysis (CIA)
• Purpose: to facilitate a more streamlined process for analyzing no or low-harm incidents that occur in healthcare, including the development of effective actions for improvement
When is CIA Appropriate?
• Incidents that resulted in no or low harm to the patient
• Incidents primarily limited to one work area, division, or department
• New incidents for which a comprehensive analysis was recently completed
• Initial review to determine whether or not a comprehensive incident analysis is warranted.
Safety Rounds
75% wanted prompt debriefing for individual or group/team)
R.I.S.E.
Resilience In
Stressful Events
Pager: 410-283-3953
“Provide timely support to employees who encounter
stressful, patient-related events”
Summary
• Operating Management System for Safety
and Quality
• Quality Dashboard
• Clinical Communities
• RCA + Concise RCA
• Learning at Multiple Levels
• Safety Rounds
• Staff Support
• Patient Safety Research
[email protected] @withyouDrWu