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Creating an Effective Partnership for HealthCare Quality and Safety

Creating an Effective Partnership for HealthCare Quality and Safety. Quality and Safety Partnership.

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Creating an Effective Partnership for HealthCare Quality and Safety

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  1. Creating an Effective Partnership for HealthCare Quality and Safety

  2. Quality and Safety Partnership “The American health care delivery system is in need of fundamental change. Patients, doctors, nurses, and health care leaders are concerned that the care delivered is not the care we should receive. Yet the problems remain. Health care today harms too frequently and routinely fails to deliver its potential benefits.”

  3. Industry Change • Evidence based guidelines for common diseases and procedures • Maturation of quality improvement models • New developments and adaptation of techniques from other industries (ISO9000, Six Sigma, TQM, etc.) • Hospitals around the country have demonstrated these techniques work • Improved information technology makes data collection and sharing possible • Increasing # of states w/ public reporting systems • Multi stakeholder interest in change

  4. Forces of Change- Employer • Escalating health care costs with double digit insurance premium increases • Employers concerned about their ability to provide health care benefits with the economic slowdown • Employers looking at benefit plan designs to encourage consumerism. This requires reliable quality and cost information. • Employer/Payer demand for access to quality data • Healthgrades • Leapfrog • SC Business Coalition

  5. Forces of Change-Providers • Reports of less than optimal safety and quality practices • 98,000 people die each year and many more are injured from preventable mistakes made in hospitals (To Err is Human, IOM, 2000) • Huge variation in clinical practice and outcomes • 50-60% of patients received recommended evidence based care • It is estimated that it takes approximately 17 years for relatively definitive research on clinical practice (evidence based health care) to become standard practice (Agency for Health Care Research and Quality, 2002) • Lack of comparative and best practice information to guide internal improvement

  6. SC Quality and Safety Partnership- Historical Perspective • IOM Reports-Magnitude of Patient Harm and Aims for Improvement • TJC- Pt. Safety Goals/Core Measures • CMS P4R- HQA/Hospital Compare • CMS- 8th Scope of Work/ Surgical Care Improvement Project (SCIP) • NQF- List of “Never Events” • Leapfrog Group- Link to NQF Safe Practice Standards • IHI- Pursuing Perfection/100K Lives/5M Lives Campaigns • CMS- Evolution through P4P to P4V

  7. SC Quality and Safety Partnership- Historical Perspective • SC Node- Link to IHI Campaigns/Initiatives • BCBS Hospital Recognition Program • Lewis Blackman Act • HIDA Act- HAI Public Reporting • PHTS ISO 9000 Project • American Heart Assoc.- Get w/ the Guidelines • SC Diabetes Initiative • Health Sciences SC- TDE Grant • SCHA-TDE Grant/QPS Advisory Council

  8. Patient Safety- HIDA • Tremendous public discussion over hospital-acquired infections—IOM Report • New SC law requires hospitals to report infection rates semi-annually beginning in 2008; DHEC to issue annual public reports beginning 2009. • Two types of infections must be reported: central line-related bloodstream infections and surgical site infections.

  9. “Every system is perfectly designed to achieve the results it gets” - Dr. Don Berwick

  10. Compliance-Driven Quality Management • Reactive in nature • Designed to meet standards • Clinicians often not engaged in process • Clinician leadership not essential • Indicators become the goal • Difficult to sustain clinical improvement over time & across organization

  11. Patient-Centered Clinical Effectiveness • Proactive in nature • Evidence-based foundation • Clinicians actively engaged in process • Clinician leadership critical to success • Best and safest care as the goal, indicators as markers of success • Sustainable improvement over time and across organization

  12. Where Do We Go From Here? “We can’t solve problems by using the same kind of thinking we used when we created them” - Albert Einstein

  13. Changing Course- A Confluence of Important Events • SMLC/Patient Safety Committee joint session • CEO/COO Leadership Retreat • SCHA Board Retreat • Quality Reporting/Transparency task force • TDE grant submission and approval • Quality Advisory Council formed by SCHA Board • Quality Council establishes framework and guiding principles for quality and safety partnership • Partnership vision/mission/goals approved by SCHA Board

  14. SC Quality and Safety Partnership- Guiding Principles • IOM Six Aimsfor Improvement- Patient care that is: • Safe- avoidance of unintended pt. harm • Effective- evidence-based • Patient-centered- focused on needs and rights of the individual patient • Timely- avoidance of delays & barriers to patient care flow • Efficient- elimination of waste • Equitable- fair access to comparable health care services for all

  15. The Power of Engaged Leadership and Governance • Establish the mission, vision, and strategy • Build an effective leadership system foundation • Build willto make measurable systemic improvement • Ensure access to ideasandinnovations • Attend relentlessly to execution so that improvements can be sustainedand spread • Establish and monitor system-level measures • Aggressively embrace collaborationand transparency

  16. Visionary Leadership “Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those who neither enjoy much or suffer much, because they live in the gray twilight that knows not victory or defeat” -Teddy Roosevelt

  17. The South Carolina PartnershipforHealthCare Quality and Safety

  18. SC Partnership for HealthCare Quality and Safety SC Hospitals have an unprecedented opportunity to: • Take thelead in shaping the scope and direction of the quality and safety agenda in SC • Shift from a competitive to a collaborative approach as it relates to quality and safety • Re-establish the public trust in hospitals as the community center for quality health care • Offer a viable alternative to legislative and regulatory quality and safety mandates • Bring other health system stakeholders to the table to define the future of health care in SC

  19. SC Partnership for HealthCare Quality and Safety • Vision: That all South Carolina hospitals deliver safe, high quality health care to each patient, every time • Mission: To establish a culture of continuous improvement in quality and safety across all hospitals statewide

  20. SC Quality and Safety Partnership- Key Goals • Promote a collaborative organizational culture focused on quality improvement and safety in all hospitals statewide • Provide dynamic leadership and guidance to the public and private sector in the areas of safety and quality improvement

  21. SC Quality and Safety Partnership- Key Goals • Encourage hospitals and medical staffs to adopt a systemic approach to patient safety and quality improvement that is board-directed, clinician-led, evidence-based, and data driven. • Create an organizational framework that supports active learning, knowledge sharing, open communication & teamwork

  22. SC Quality and Safety Partnership- Key Goals • Institute a reliable data reporting system for transparent dissemination of standardized, understandable information on key quality and safety indicators • Promote strategic partnering with other key SC health system stakeholders to maximize the timeliness, efficiency & effectiveness of safety & quality improvement efforts statewide

  23. SC Quality and Safety Partnership “ Unity is strength….when there is teamwork and collaboration, wonderful things can be achieved” -Mattie Stepanek

  24. SC Quality and Safety Partnership- Key Components • Explicit alignment of member hospitals statewide to • Actively pursue continuous improvement in quality and safety together based on • Clearly defined and shared vision, mission, and aims • Voluntary organizational commitment to participate in the Partnership with • Specific performance goals and measurements • Inclusive of commitment to transparency and public reporting of quality/safety data

  25. Cultural Capability • Organizational culture readiness assessment • Vision/mission/strategic plan alignment • Board engagement • Physician/clinician engagement • Commitment to internal & external transparency • Active leadership support for teamwork & open communication • Zero tolerance for disruptive professional behavior

  26. Technical Capability • Rapid Response Teams • SBAR communication process • Clinical protocols, checklists & order sets • Clinical care bundles- VAP; Sepsis • CPOE/EMAR/Bar Coding systems • Reliable data mgt. and reporting systems

  27. Organizational Platform/Bridge • ISO 9000 • Six Sigma • Toyota Lean • TeamSTEPPS program

  28. South Carolina PartnershipforHealthCare Quality and Safety “Alone we can do so little, together we can do so much” ─ Helen Keller

  29. SC Node- 5M Lives CampaignIntegration of 12 Initiatives • Leadership Foundation-Board Engagement • Cardiac Care-Evidence-based AMI and CHF Care • Infection Control-Prevent MRSA, CLABSI, VAP • Surgical Care-SCIP, SSI Prevention • Medical Care- Prevent Pressure Ulcers • Critical/Emergency Care- Rapid Response Teams • Medication Safety- Medication Reconciliation - High Alert Medications

  30. SCHA Quality and Safety PartnershipRelated Programs/Initiatives • HIDA training sessions and NHSN reporting system registration • Expansion of ISO 9000 project • TeamSTEPPS teamwork training project • Lean Six Sigma Black Belt training program • IHI Rural Hospital Alliance project • Promoting Professional Behavior Collaborative • Integration of AHA GWTG programs • D2B Program/Database- ACC

  31. Engage Leadership and Governance The Goal: Boards in all hospitals will spend at least 25% of their meeting time on quality and safety issues. Boards will have a conversation with at least one patient (or family member of a patient) who sustained serious harm at their institution within the last year.

  32. What Does the Evidence Tell Us? • Outcomes are better in hospitals where: • The board spends >25% of its time on quality and safety. • The board receives a formal quality measurement report. • There is a high level of interaction between the board and medical staff on quality strategy. • Senior executive compensation is based in part on quality and safety performance. • The CEO is identified as the person with the greatest impact on QI, especially when so identified by the QI executive. Vaughn T, Koepke M, Kroch E, et al. J of Patient Safety. 2006;2:2-9.

  33. Six Things That Boards Can Do • Set a specific aim to reduce harm this year and make an explicit, public commitment to measurable quality improvement (e.g., reduction in unnecessary mortality or harm). • Select and review progress towards safer care as the first agenda item at every board meeting. • Get data on harms and hear stories; put a “human face” on data. • Establish and monitor a small number of organization-wide “roll-up” measures that are updated continually and are transparent to the entire organization and its customers.

  34. Six Things That Boards Can Do • Commit to establish and maintain an environment that is respectful, fair, and just for all who experience pain and loss from avoidable harm. • Patients, their families, and staff at the sharp end of error • Develop the capability of the board. • Learn how the “best in the world” boards work with executive and MD leaders to reduce harm. • Set an expectation for similar levels of education/training for all staff. • Oversee the effective execution of a plan to achieve the board’s aims to reduce harm, including executive team accountability for clear quality improvement targets.

  35. Tapping the Boards Full Potential • Choose board members w/ the “right stuff” • Educate the board • Use measures to focus board work on quality • Pursue perfection, not improvement • Pay more attention to culture • Exercise leaders powerful influence • Recognize and reward excellence

  36. SC Quality and Safety Partnership- “Existing Partners” • PHTS- SC Node; ISO 9000 Project • CCME- SC Node; CMS 8th Scope of Work • DHEC- HIDA Program • BCBS- Hospital Recognition Program • American Heart Assoc.- Get with the Guidelines • SCMA/JUA/PCF- SC Node; PPB Project • SBME- PPB Project • AHEC- SC Node

  37. SC Quality and Safety Partnership- Key Phase I Actions • Establish formal Quality/ Safety Partnership with individual hospital pledge to participate • 5 Million Lives Campaign roll out via SC Node • HIDA training and reporting system implementation • Expansion of ISO 9000 Project • Implementation of quality public reporting system • Focus on “Board Engagement” initiative and “Moving the Big Dots” template dashboard

  38. ISO:9001-2000 Quality Management System- Pharmacy Initiative • Joint PHTS/SCHA Quality & Safety Project • Extension of Consortium Project- 6 SC Hosp. • Self Regional will serve as mentor hospital • Framework for linking cultural commitment to quality/safety with targeted interventions • Elimination of variability/reduction in errors • Replication of desired patient outcomes when combined w/ evidence-based practice

  39. ISO:9001-2000 Quality Management System- Pharmacy Initiative • Statewide ISO:9000 educational program • On-site visits w/ each interested hospital • Development of a process plan for ISO-based QM system in Pharmacy dept. • Active Senior leadership support at cultural and technical levels • Quality and Pharmacy directors as co-champions of the project

  40. “We can drive the train, or we can wait until it runs over us.” - Wisconsin CEO when asked, Why Public Report? Jan, 2000

  41. Public Quality Reporting System- Guiding Principles • The system should be: • Cost effective • Voluntary and non-punitive • Non-competitive in nature  • The information should be: • Comparable across similar hospitals for benchmarking • Readily accessible, user friendly and available in a timely manner • Capable of instilling confidence in consumers through the ethical distribution of reliable and valid data • The measures should be: • Evidence based • Coordinated with national initiatives • Relevant to hospital quality improvement efforts • Interesting/of value to various stakeholders • Supportive of other SC initiatives

  42. Moving the Big Dots “Not everything that can be counted counts, and not everything that counts can be counted.” -Albert Einstein But what is reported, is changed!

  43. Potential “Big Dot” Indicators Leadership -Rate/incidence of Avoidable Harm -Occurrence of “Never Events” -Inpatient Mortality Rate Cardiac Care – AMI/CHF Optimal Care Measures and Mortality Rates Infection Control –Hosp. Acquired Infection Rates Critical Care – Inpatient Codes; VAP Rates Medication Safety – Medication Error Rate Surgical Care – Surgical Complications Rate

  44. 2005 134 CLABSI 2.0 codes/1000 d 78 VAPs 52 SSIs AMI mortality rate of 12% 2006 10 CLABSI 0.9 codes/1000 days 9 VAPs 22 SSIs AMI mortality rate of <5% 15 fewer deaths per month than in 2005 Moving the Big Dots- Real World

  45. Will these lines ever converge?

  46. Will these lines ever converge?

  47. It is possible . . . .

  48. Health Status of South Carolina Quality& Safety Covering the Uninsured

  49. South Carolina PartnershipforHealthCare Quality and Safety “Alone we can do so little, together we can do so much” ─ Helen Keller

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