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Improving the Rate of HAI Will, Ideas, and Execution Regional Networking Meetings March 2009

Improving the Rate of HAI Will, Ideas, and Execution Regional Networking Meetings March 2009. Who is responsible for preventing HAIs? Is there will to change? Who needs to be accountable and for what? Is the system capable? How to get physicians engaged. A helpful model.

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Improving the Rate of HAI Will, Ideas, and Execution Regional Networking Meetings March 2009

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  1. Improving the Rate of HAIWill, Ideas, and ExecutionRegional Networking MeetingsMarch 2009 Adapted from IHI Impact Project

  2. Who is responsible for preventing HAIs? • Is there will to change? • Who needs to be accountable and for what? • Is the system capable? • How to get physicians engaged. • A helpful model

  3. Will – Ideas – Execution Achieving results at the system or organizational level requires WILL at all levels, but especially the will of the top management. The new system will require new IDEAS about how work gets done, how relationships are built and how patients participate in their care. EXECUTION is a framework of strategic initiatives armed at producing system level results.

  4. The way to success… • Establish the WILL for change • Identify superior, evidence-based IDEAS • Develop an EXECUTION strategy • The Model for Improvement • What are we trying to accomplish? • How will we know a change is an improvement? • 3. What changes can we make that will result in improvement?

  5. Building Will • In God we trust…all others bring data • Incentives • Culture of Safety • Pride and duty

  6. Driver Diagram This is a type of tree diagram, a tool to conceptualize an issue and its system components. This diagram also helps to demonstrate a pathway to achieve the desired outcome.

  7. What changes can we make? Understanding the System Process Changes Secondary Drivers Primary Drivers Outcome Change 1 P. Driver S. Driver 1 Aim: An Improved System S. Driver 2 Change 2 S. Driver 3 P. Driver Change 3 S. Driver 1 S. Driver 2 Drives Effect Cause

  8. What changes can we make? Understanding the System for Reducing Hospital Acquired Infections Secondary Drivers Primary Drivers Outcome S1. Identify patients with ASC S2. Use contact precautions for colonized or infection patients P1. Prevention of transmission See the ‘Change Package’ S3. Use appropriate room cleaning and disinfection O1. Reduce infections from MRSA, VRE and C. difficile by 30% S4. Use dedicated equipment for colonized and infected patients S5. Reliable hand hygiene P2. Prevention of infection S6. Comply with all central line bundle components S7. Comply with all Ventilator bundle components S8. Use decolonization to decrease burden of organisms

  9. What changes can we make? Understanding the System for Reducing Hospital Acquired Infections Secondary Drivers Primary Drivers • Percent of appropriate patients with admission surveillance culture collected Outcome S1. Identify patients with ASC S2. Use contact precautions for colonized or infection patients • Percent of patient encounters with compliance for contact precautions P1. Prevention of transmission S3. Use appropriate room cleaning and disinfection • Percent of environmental cleanings completed appropriately O1. Reduce infections from MRSA, VRE and C. difficile by 30% S4. Use dedicated equipment for colonized and infected patients • Percent of successful opportunities for appropriate hand hygiene S5. Reliable hand hygiene P2. Prevention of infection S6. Comply with all central line bundle components • Compliance with central line bundle S7. Comply with all Ventilator bundle components • Compliance with ventilator bundle S8. Use decolonization to decrease burden of organisms

  10. HAI Measures

  11. HAI Change Package

  12. Engaging Physicians

  13. 1.1 Improve patient outcomes 1.2 Reduce hassles and wasted time 1.3 Understand the organization’s culture 1.4 Understand the legal opportunities and barriers 1. Discover Common Purpose: 6. Adopt an Engaging Style: 6.1 Involve doctors from the beginning 6.2 Work with the real leaders 6.3 Work with early adopters 6.4 Make physician involvement visible 6.5 Build trust within each quality initiative 6.6 Communicate candidly 6.7 Value physicians time with your time 2. Reframe Values and Beliefs: 2.1 Make physicians partners, not customers 2.2 Promote both system and individual responsibility for quality Engaging Physicians in Quality and Safety 3. Segment the Engagement Plan: 5. Show Courage: 5.1 Provide backup all the way to the Board 3.1 Use the 20/80 Rule 3.2 Identify and activate champions 3.3 Educate and inform structural leaders 3.4 Develop project management skills 3.5 Identify and work with “laggards” 4. Use “Engaging” Improvement Methods: 4.1 Standardize what’s standardizable, and no more 4.2 Generate light, not heat, with data 4.3 Make the right thing easy to try 4.4 Make the right thing easy to do

  14. Reference Reinertsen JL, Gosfield AG, Rupp W, Whittington JW. Engaging Physicians in a Shared Quality Agenda IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2007. (Available on www.IHI.org)

  15. Winning Execution Strategies • Pick a patient segment upon which to test • Work with those who want to work with you • Small tests of change, small tests of change, small tests of change • Learn as you go: develop process for review and improvement • Encourage customization

  16. What Does the Evidence Tell Us? • Rational Interventions Should Target Modes of MRSA Transmission • Person-person via hands of health care providers – by far the most important • Personal equipment (e.g., stethoscopes, PDAs and clothing) • Environment contamination • Airborne transmission • Carriers on hospital staff • Rare common-source outbreaks

  17. Prevention Infection and Colonization • Colonized patients comprise the reservoir for transmission (“colonization pressure”) • High rates of MRSA colonization complicate empiric antibiotic therapy (e.g., vancomycin) • Colonized patients have a high rate of MRSA infection • -Nearly 1/3 develop infection, often after discharge • Colonization is long-lasting, and patients can transmit MRSA to patients in other health care settings (e.g., nursing homes), as well as to family members

  18. Five Key Interventions • Hand hygiene • Decontamination of the environment and equipment • Active surveillance cultures (ASCs) • Contact precautions for infected and colonized patients • Compliance with Central Venous Catheter and Ventilator Bundles

  19. Causes of Failure in Making Transformational Change • Not establishing a sense of urgency • Not forming a powerful enough guiding coalition • Lacking a vision • Under communicating the vision by a factor of ten • Not removing obstacles to the new vision • Not systematically planning for and creating short term wins • Declaring victory too soon • Not anchoring the changes in the corporation’s culture John P. Kotter, Harvard Business Review

  20. What It Takes to Improve a System “Change is possible if we have the desire and commitment to make it happen.” -Mohandas Gandhi Will CQI Ideas Execution “Just do it.” -Nike “Every system is perfectly designed to achieve the results that it gets.” - Paul Batalden

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