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Results

Daily Safety Briefing – A Journey to High Reliability Katie Staubach RN, MSN, MEd, Tyler Fry MBA, Jennifer Jackson RN, DNP, Meg Lewis RN, MSN. Abstract. Results. Average of 83 active phone lines 97% loop closure of issues within 24 hours (First 60 days)

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Results

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  1. Daily Safety Briefing – A Journey to High Reliability Katie Staubach RN, MSN, MEd, Tyler Fry MBA, Jennifer Jackson RN, DNP, Meg Lewis RN, MSN Abstract Results • Average of 83 active phone lines • 97% loop closure of issues within 24 hours (First 60 days) • Post go-live survey administered • 94% participant perception of timely issue resolution • 80% of respondents rated either valuable or very valuable • University of Cincinnati Medical Center sought to increase organizational safety awareness through enhanced communication and collaboration among departments • Within the first 90 days of implementing the Daily Safety Briefing, improved reporting and transparency led to quick identification and resolution of safety concerns UCMC Command Center during the Daily Safety Briefing Background and Relevance Operational Plan References • IOM. Keeping Patients Safe: Transforming the Work Environment of Nurses. Washington, DC: National Academies Press, 2004. • Pronovost, P. J., Berenholtz, S. M., Goeschel, C. A., Needham, D. M., Sexton, J. B., Thompson, D. A., Lubomski, L. H. & Marsteller, J. A. (2006, August). Creating high reliability in health care organizations. Health Services Research, 4(2), 1599-1617. • Safety briefings. In (2004). Boston, MA: Institute for Healthcare Improvement. • Stockmeier, C, MHA, CMQ-OE, Clapper, C, PE, CMQ-OE. (September/October 2011). DAILY CHECK-IN FOR SAFETY: From Best Practice to Common Practice. Patient Safety and Quality Healthcare, Sept/Oct 2011. • Go-live November 12, 2013 • 20-30 min conference call M-F at 0830 • Led by VP of Nursing or designee • 30 reporting departments, roll-call agenda • Look Back-Look Ahead and Follow-Up approachto reporting staffing, throughput, patient / associate safety concerns, equipment and supply needs, and patient experience failures • The Daily Safety Briefing, A High Reliability Strategy Provides: • Increased organizational situational awareness • Shared Mental Model and learning • Dissemination of critical information • Emphasis on patient and associate harm reduction • Prediction and mitigation of potential threats to patient safety that can prevent patient harm Acknowledgements: Special thanks to the following organizations for their willingness to mentor our planning team: Cincinnati Children’s Hospital Medical Center, Cleveland Clinic, Kettering Medical Center, Virginia Commonwealth University Medical Center

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