| Primary Author: | Wendy Blount, RN, MSN |
| Co-Principal Investigators/Collaborators: | Amanda Coggin, RN, MSN, Jennifer Steed, RN, MSN |
| Organization | Mobile Infirmary Medical Center – Infirmary Health System |
Abstract
Purpose
A comprehensive patient safety program was implemented to include all levels of the organization from the Board of Directors to the frontline clinical staff. The program’s overall purpose is to promote a culture of safety and assists in the delivery of safe care.
Background
Hospitals are encouraged to establish structures and systems that drive values and behaviors to create and sustain a healthcare culture of safety (NQF, 2009).
Materials & Methods
A comprehensive program was developed using different patient safety strategies reported in the literature. The hospital’s quality improvement model was revised from the traditional Plan-Do-Check-Act framework to incorporate recommended patient safety practices of communication and teamwork in a Plan-Brief-Execute-Debrief model. (Geary, 2012). A Board Quality Committee was created for overall responsibility and leadership support ( Berman, 2007). The quality committee role was expanded to include reviewing patient safety data, evaluating high risk processes and promoting high reliability processes to ensure safe outcomes (Odwanzy, Hasler, & McNutt, 2005). Executive patient safety walk rounds using the Brigham and Women’s Hospital model were begun with members of the administrative team (Frankel et al, 2003). A Patient Safety Officer coordinated the patient safety efforts and provided a single contact for all patient safety issues (Cohen et al., 2004). Frontline staff from each clinical area volunteered to be a Patient Safety Liaisons in their department and be a resource for their peers (Pronovost et al, 2005).
Results
The Board Quality Committee annually selected organization patient safety initiatives. Fourteen 2011 and thirteen 2012 process improvements utilizing the Plan Brief Execute Debrief model were showcased during an annual “PI Poster session”. Patient Safety Liaisons completed approximately 2000 patients’ rounds annually measuring the use of safe practices. On average, fifty staff attended monthly education. Employee response rates for the Hospital Survey on Patient Safety improved from 46% in 2009 to 67% in 2011 with an improved overall safety grade.
Conclusion
A comprehensive program was created utilizing concepts from published patient safety activities. Positive responses from staff completing the safety culture surveys demonstrate the program’s effectiveness
Bibliography
- Berman, S (2007) Getting the Board on Board: What you Board Needs to Know About Quality and Patient Safety. Oakbrook Terrace, IL: Joint Commission Resources.
- Cohen,M., Kimmel, N., Benage,K.,Hoang,C., Burroughs, T., & Roth, C. (2004). Implementing a hosptial wide patient safety program for cultural change. Joint Commission Journal on Quality and Safety, 29, 329-335.
- Frankel,A., Graydon-Baker,E., Neppl,C., Simmonds, T., Gustafson, M & Gandhi, T.(2003). Patient safety leadership walk rounds. Joint Commission Journal on Quality and Patient Safety, 29, 16-26.
- Geary,M. (publication projected summer, 2012). Quality Improvement Science. Evidence-Based Practice: An Integrative Approach to Research, Administration and Practice by Roussel, Taylor, Overholts & Hall. Jones and Bartlett.
- Odwanzy,R., Hasler S., Abrams, R. & McNutt, R. (2005). Organization and cultural chnges for providing safe patient care. Quality Management in Healthcare, 14, 132-143.
- Pronovost,PJ, Weast B, Rosentein B et al.(2005) “Implemening and validating a comprehensive unit-based safety program” J Patient Safety,1 (1) 33-40.
- National Quality Forum (2009). Safe Practices for Better Healthcare- 2009 Update: A consensus report. Washington D.C.: National Quality Forum.
© Improvement Science Research Network, 2012
The ISRN published this as received and with permission from the author(s).