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S. A. F. E. Lifting Program Safe Accident Free Environment

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S. A. F. E. Lifting Program Safe Accident Free Environment

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    1. S. A. F. E. Lifting Program (Safe Accident Free Environment) Mary Doherty, RN, BSN Tabitha Sheen,RN, MSN, APRN-BC

    3. Injuries on the job…how RN’s get hurt:

    4. How much do Nurse’s lift? Restas reported (2000) that in an 8 hour shift, the cummulative weight that clinical staff lift is equal to an average of 1.8 tons per day!

    5. Nursing Injury and the Nursing Shortage In an ANA survey (2001), 87.9% of nurses said that health and safety concerns influenced decisions to stay in nursing. In a poll conducted by New Jersey local of 1199, 18% of CNAs leave the profession due to back injuries 2001 rate of nursing injury of 8.5% in hospitals and 13.2% in LTC far exceeds private industry’s rate of 6.3%

    6. A Nurse speaks… “Four of my colleagues-good critical care nurses-can no longer work in critical care because of back injuries. We miss them… we need them” -Nurse Practitioner at a large medical center, 2002.

    7. The Hidden Costs of Back & Shoulder Injuries Visible Portion of Iceberg: Direct Costs Medical Compensation Larger portion hidden below the water’s surface: Indirect Costs Wage on Modified Duty Wage of Replacement / OT Training of New Employee Morale Loss of Efficiency to HC team

    8. Mission To decrease the cost, incidence, and optimize the treatment associated with low back pain for Aurora employees.

    9. Phase I Activities Pre-placement testing for all physically demanding positions to assess physical ability to perform essential job functions Education at time of hire, orientation, on-going Supervisor training for early reporting of injuries Case Management of injuries ED Physician/Staff training about early return to work philosophy

    10. Phase II Prevention from an engineering perspective needed to be addressed!

    11. A gap analysis of lifting equipment was conducted Arjo assessed the hospitals for: Types of lifts currently available Types of lifts needed Location of lifts and storage issues Types of patients cared for on each unit Costs/potential savings

    12. Costs and potential savings were presented to Management, including finance, for their approval

    13. Analyzing direct and indirect costs for savings projections and investment return:

    14. Before the final decision was made to use Arjo/Diligent as our vendor: Comparison was made to another company specializing in lifting equipment Site visit to a large medical center to actually see the equipment in use, talk to staff and review their outcomes Equipment fair was held by both vendors for clinical staff to check out the equipment and provide feedback

    15. Overwhelming theme on the evaluations was that employees were glad to be getting some equipment to aid them and didn’t have a strong preference for either vendor. Aurora choose Arjo for several reasons: The equipment seemed to be more user-friendly Arjo offers the Diligent Clinical Services which guarantees the 60% reduction in number of patient handling injuries.

    16. Implementing a Minimal Lift/Transfer Program

    17. For a 600+ bed hospital, we had:

    18. The purchase of equipment is the easy part, the fun has just begun . . .

    20. Implementation Plan

    21. Requires a Team Effort Leadership Employee Health Infection Control Clinical Engineering Maintenance Central Supply Laundry

    22. Initial Strategy Trained approximately 1800 employees: nursing staff, transporters, & therapists Phased in equipment over 3 month period which coincided with training Training: Transfer Mobility Coaches received 8 hours of training “General” staff received 3 hours of training, which included return demonstration of equipment use Classes were held Monday thru Friday 0730 –2300; sometimes with concurrent sessions

    23. Ongoing Coaching Learn by experience Monthly visits by Diligent consultant Continuing Education of TMCs TMCs train new employees

    24. Lessons Learned: Need a core group to assume responsibility for implementing and addressing ongoing issues Importance of having good working relationship with consultants Will require “gentle pressure relentlessly applied” Celebrate your successes

    25. Outcomes Pre-implementation data 7 months after implementation: *Does not include injuries that occurred from failure to use equipment.

    26. Indirect Outcomes Improved staffing Improved morale Assists in maintaining “Magnet” status Retention of staff who may have been injured or may not have been able to keep up with the physical demands of the profession (aging population) Recruitment tool Pt satisfaction

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