TRENDS IN
HEALTHCARE SECURITY:
PROVING VALUE WHILE MEETING REGULATION
Bryan Warren- MBA, CHPA, CPO-I
President, International Association for
Healthcare Security and Safety
Healthcare Security Environmental Factors
Internal Environmental Factors
•Security Program Resources
•Security Related Education
•Professional Development of Staff
External Environmental Factors
•3rd Party Risk Assessments
•Crime Statistics and Trends
•Regulatory Surveys and Reviews
Industry Environmental Factors
•Healthcare Security Best Practices
•Regulatory Requirements
•Participation in Professional Groups
& Conferences / Seminars
Overall
Security
Culture
Healthcare Security Environmental Factors
Internal Environmental Factors
•Security Program Resources
•Security Related Education
•Professional Development of Staff
External Environmental Factors
•3rd Party Risk Assessments
•Crime Statistics and Trends
•Regulatory Surveys and Reviews
Industry Environmental Factors
•Healthcare Security Best Practices
•Regulatory Requirements
•Participation in Professional Groups
& Conferences / Seminars
Overall
Security
Culture
Answering the Two Big Questions
What’s Everyone Else Doing?
Do We Have To Do It and Who Says
We Do and What Will Happen If
We Don't?
U.S. Regulatory Agencies
While there are differences between US and Canadian
accreditation processes and regulatory oversight of
healthcare facilities, there are also many striking
similarities. The predominate regulators in the US are:

The Joint Commission / Det Norske Veritas (DNV) /
Healthcare Facilities Accreditation Program (HFAP)

Centers for Medicare and Medicaid (CMMS)

Occupational Safety & Health Administration (OSHA)
These are just a few of the countless agencies that healthcare
facilities must appease in order to continue their operations
Canadian Regulatory Agencies
A few of the accreditation and regulatory agencies in
Canada include:

Accreditation Canada ( a voluntary regulatory agency)

Health Canada (governmental agency)

Canadian Centre for Occupational Health & Safety
(CCOHS)
As is the case in the US, these are just a few of the agencies that
healthcare organizations must placate in order to stay in operation
Security Issues with Accrediting Agencies
 Does the hospital have a written plan for managing
the security of everyone who enters the facility?
 Does the hospital identify safety and security risks
associated with the environment of care?
 Does the hospital take action to minimize or
eliminate identified safety and security risks in the
physical environment?
 Does the hospital identify individuals entering its
facilities?
 Does the hospital control access to and from security
sensitive areas?
Security Issues with Accrediting Agencies
 Does the hospital have written procedures to follow
in the event of a security incident, including an
infant or pediatric abduction?
 Does the hospital report and investigate security
incidents involving patients, staff or others within its
facilities?
 Does the hospital orient external law enforcement
and security personnel on how to interact with
patients, procedures for responding to unusual
events, hospital channels communication and
distinctions between administrative and clinical
seclusion and restraint.
U.S Common Issues with CMMS
The scope and breadth of the Conditions of
Participation / Coverage, HIPAA and other CMMS
regulated issues in the US are staggering. One of the
most common issues that Security has to deal with
however, is that of Patient Restraints and Seclusion.
Should a patient be restrained or secluded outside of
the scope of the CMS regulated CoPS (either
physically or psychologically), then the facility is in
danger of being placed in “immediate jeopardy”
status with CMS.
Common Issues with CMMS / CoPS
 Are all personnel that participate in restraints and
seclusion trained in some form of de-escalation
techniques or non-violent crisis intervention?
 Are all personnel that participate in restraints and
seclusion trained in Basic Life Support / First Aid?
 Are all personnel that participate in restraints and
seclusion trained in the proper use of medical
restraints and how issues such as use of force,
forensic devices, weapons and other regulations can
impact the facility?
 These issues are applicable to ALL personnel
(including Law Enforcement and contract security)
that perform functions for the facility
Emerging Issues with OHS
 Foreseeability, defined as whether or not a reasonable
person could have foreseen that something could
happen, is one of three factors that make up the due
diligence defense. The remaining two are preventability
(was there an opportunity to prevent the injury or
incident) and control (who was the responsible person
present who could have prevented the incident).
 In response to each of these defenses, the Crown
prosecutor would compare an employer’s practices
against relevant provincial, national and international
standards; current industry best practices and
specifications; and the company’s written programs,
procedures and policies.
U.S. OSHA’s General Duty Clause
SEC. 5. Duties (a) Each employer -(1) shall furnish to each of his employees employment and a
place of employment which are free from recognized hazards
that are causing or are likely to cause death or serious physical
harm to his employees;
(2) shall comply with occupational safety and health
standards promulgated under this Act.
29 USC 654 (b) Each employee shall comply with occupational
safety and health standards and all rules, regulations, and
orders issued pursuant to this Act which are applicable to his
own actions and conduct.
Canada’s OHS Due Diligence
Under occupational health and safety legislation, employers
must practice due diligence by, among other things,
conducting workplace hazard assessments and implementing
effective control measures to remedy any identified hazards
Due diligence is defined as “the level of judgment, care,
prudence, determination, and activity that a person would
reasonably be expected to do under particular circumstances”.
Applied to occupational health and safety, due diligence
means that employers shall take all reasonable precautions,
under the particular circumstances, to prevent injuries or
accidents in the workplace.
Canada’s OHS Due Diligence
The conditions for establishing due diligence include:
 The employer must have in place written OH&S policies,
practices, and procedures. These policies, etc. would
demonstrate and document that the employer carried out
workplace safety audits, identified hazardous practices and
hazardous conditions and made necessary changes to correct
these conditions, and provided employees with information to
enable them to work safely.
 The employer must provide the appropriate training and
education to the employees so that they understand and carry
out their work according to the established polices, practices,
and procedures.
Canada’s OHS Due Diligence
 The employer must train the supervisors to ensure they are
competent persons, as defined in legislation.
 The employer must monitor the workplace and ensure that
employees are following the policies, practices and
procedures. Written documentation of progressive
disciplining for breaches of safety rules is considered due
diligence.
 There are obviously many requirements for the employer but
workers also have responsibilities. They have a duty to take
reasonable care to ensure the safety of themselves and their
coworkers - this includes following safe work practices and
complying with regulations.
Canada’s OHS Due Diligence
 The employer should have an accident investigation and
reporting system in place. Employees should be encouraged to
report "near misses" and these should be investigated also..
 The employer should document, in writing, all of the above
steps: this will give the employer a history of how the
company's occupational health and safety program has
progressed over time as well as provides up-to-date
documentation that can be used as a defense in case an
accident occurs despite an employer's due diligence efforts.
Remember, due diligence is demonstrated by your
actions before an event occurs, not after.
Bill C-45 (the Westray Bill)
Bill C-45 is federal legislation that amended the Canadian
Criminal Code and became law on March 31, 2004. The Bill
established new legal duties for workplace health and safety,
and imposed serious penalties for violations that result in
injuries or death. The Bill provided new rules for attributing
criminal liability to organizations, including corporations,
their representatives and those who direct the work of others.
Bill C-45 added Section 217.1 to the Criminal Code:
"217.1 Every one who undertakes, or has the authority, to
direct how another person does work or performs a task is
under a legal duty to take reasonable steps to prevent bodily
harm to that person, or any other person, arising from that
work or task."
OSHA Security Controls for Healthcare
Facilities (OSHA Pub #3148)
 Ensure that adequate and properly trained staff is
available to restrain patient or clients if necessary
 Ensure that adequate and qualified staff is available at
all times. Areas with the greatest risks include admission
and acute care units.
 Prepare contingency plans to treat clients who are
“acting out” or making threats. Consider using certified
employee assistance professionals...to diffuse anger.
 Provide staff members with security escorts to parking
areas in evening or late hours.
OSHA and Workplace Violence
In the Fall of 2011, OSHA released a directive on
Enforcement Procedures for Investigating or
Inspecting Incidents of Workplace Violence. The
directive establishes uniform procedures for OSHA
field staff for responding to incidents and
complaints of workplace violence and conducting
inspections in industries considered vulnerable to
workplace violence, such as healthcare and social
service settings, and late night retail establishments.
OSHA National Emphasis Program for
Long Term Care Facilities
 On April 5th, OSHA released CPL 03-00-016 which is a
Directive listing workplace violence as a recognized
hazard in nursing homes and residential care settings.
“Workplace violence is a recognized hazard in nursing and
residential care facilities. NIOSH defines WPV as violent
acts including physical assaults and threats of assault,
directed towards persons at work or on duty.”
The U.S. Domino Effect
The Canadian Domino Effect
Guidelines for Design and
Construction of Health Care Facilities
 The HGRC is a select multidisciplinary
consensus body of more than 100
clinicians, administrators, architects,
engineers, and representatives from
authorities having jurisdiction that is
convened to revise and update the
Guidelines for Design and Construction
of Health Care Facilities
 The Guidelines for Design and
Construction of Health Care Facilities
recommends minimum program, space,
functional program, patient handling,
infection prevention, architectural
detail, and surface and furnishing needs
for clinical and support areas of
hospitals, ambulatory care facilities,
rehabilitation facilities, and nursing and
other residential care facilities.
Facilities Guidelines Institute
 The Facility Guidelines Institute (FGI) is a nonprofit
organization that was established in 1998 to provide
leadership and continuity to the development and
publication of the Guidelines for Design and Construction
of Health Care Facilities.
 The Guidelines for Design and Construction of Health Care
Facilities recommends minimum program, space,
functional program, patient handling, infection
prevention, architectural detail, and surface and furnishing
needs for clinical and support areas of hospitals,
ambulatory care facilities, rehabilitation facilities, and
nursing and other residential care facilities.
 The 2010 Edition was adopted by The Joint Commission.
IAHSS Design Guidelines Outline
 General
 Parking and External Campus
Environment Design
 Buildings and the Internal
Environment Design
 Inpatient Facilities.








Emergency Department.
Mental Health Areas.
Pharmacies.
Cashier and Cash Collection
Areas.
Infant and Pediatric Facilities.
Protected Health Information
Areas.
Utility, Mechanical, and
Infrastructure Areas.
Biological, Chemical, and
Radiation Areas.
 Emergency Management Design
Basic Principles
CPTED Principles
 The development of the
Security Design Guidelines for
Healthcare Facilities reflects
the principles of Crime
Prevention Through
Environmental Design
(CPTED). These principles,
when applied early, can be
integrated into any HCF
design providing layers of
protection for patients,
visitors, and staff.
Concentric rings of control
and protection.
 Property Perimeter
 Building Perimeter
 Interior Perimeters
including areas segregating
visitors
 Public vs. staff areas
 Security sensitive areas
IAHSS Design Guidelines
 The IAHSS Design
guidelines document is
approximately 60 pages in
length including graphics.
 Final booklet was first
published in May 2012.
 Templates to facilitate
member use are currently
being developed by the
IAHSS Guidelines Council.
Final Thoughts on Regulatory Agencies
Regulatory agencies dominate healthcare facilities and
their operations in the US and Canada. Many of these
agencies are typically thought of as only clinical
and solely focused on direct patient care issues,
but there are many pitfalls and problems that can
occur from a number of non-direct care sources.
Knowledge of these regulations, how they interact
with one another and knowing who to report
incidents to are the best defenses for avoiding
costly mistakes while working in the healthcare
security environment .
Justifying Resources: Science Meets Art
 Step One – Document what you do for the organization
and why
 Step Two – Demonstrate how much you do (metrics)
 Step Three – Demonstrate how well you do it (value)
You have to take what you know and translate it into a
language that the C Suite will understand and
appreciate, typically through metrics, KPIs and dollars.
First, Document What You Do
Dispatcher Services
Officer Services
Officer Services
Security Consulting
Investigations

Monitor all Alarm Systems
(500 + sites)

Patrol all areas between calls
for service

Transport of Patients to
Behavioral Health

Security Surveys and HVAs of
facilities

Fraud involving Hospital
Assets and/or information

Monitor CCTV and DVR
Systems (2,000+ cameras)

Motorist Assists (Flat
Tires/Battery
Boost/Lockouts)

Return of Patients leaving
AMA

Policy and Procedure
Review/Recommendations

Criminal Activities involving
Hospital Property and Staff

Answer all incoming
telephone calls 2,500+ a day

CCTV Camera System
Recommendations

Door Locks and Unlocks
Issue Forensic Information to
Law Enforcement


Identity Theft cases involving
Staff, Patients or Visitors
Dispatch Officers to Calls for
Service (500,000+ annually
across System)

Wheelchair Assists

Lost and Found Items

Emergency Call Station
Recommendations

Drug Diversion or
Prescription Fraud

Escorts to and from vehicles

Secure Patient Valuables

Issue Pagers to staff

Helicopter Assists

Monitor Fire Alarms
Access Control Equipment
Recommendations


Covert Camera Installation
and Monitoring

Computer Incident Entry

Morgue Assists

Collect/Store/Dispose of
Weapons

Security Staffing
Recommendations

Issuance of BOLO (Be On the
Look Out) notices to staff

Backup for
IS/Communications for
disasters

Response to all Emergency
Calls for Service (Codes)

Deliver Food Trays

Risk Assessment and Security
Standards Review


Lifting Assistance

Retrieve Medical Records
Internal Investigations
involving Security and other
staff


Traffic Control

Minor Maintenance Duties
(plumbing/electrical/EVS)
Research and Development of
New Security Equipment and
Protocols


Deposit/Money Pick Ups

Deliver Oxygen Tanks


Patient Restraints
Emergency Management
Recommendations
Tracking and Trending of all
security related incidents and
events to predict patterns of
criminal behavior

Stand By for Disciplinary
Actions
Pick up Prescriptions and
Sundries off campus



Public Safety
Recommendations
Interview of Staff, Visitors and
Patients regarding security
related incidents


Issuance of Trespass
Warnings
Perform electronically
monitored patrols of
campuses

Courtroom and Testimony
Preparation for Security Staff

Review of Surveillance Video
for Evidentiary purposes

Various Presentations
throughout facilities on a
variety of Security and Safety
related topics

Work with numerous local,
state, regional and Federal
Law Enforcement Agencies to
resolve Incidents

Regional Facility Assessments

Give Directions via telephone

Monitor Inclement Weather
and Disaster Broadcasts

Maintain log on Daily
Activities

Handle Access Control calls
for Service


Key Issuance

Courier Dispatch

Detain Subjects for Arrest

Respond to all Motor Vehicle
collisions on property

Arrange Patient
Transportation

Respond to Alarms (on site
and regional)

Assist Law Enforcement
Officers
Various Support to all
Departments of Facilities

Document all Security Related
Incidents (400,000+ annually)

Perform other duties as
required

31
First, Document What You Do
Compliance and Policy

Administrative Policy and
Procedure Manuals Advice /
Recommendations

Human Resources Policy and
Procedure Manuals Advice /
Recommendations
Security Related Issues in
Employee Handbook

Corporate Policy and
Procedure Manual Advice /
Recommendations

Review and Updates to
Security Policy and Procedure
Manual




Support and Provide current
information to facility
Administration on Security
Related issues
Individual Facility Safety
Committee support including
the Environment of Care
(EOC) Committee
Emergency Management




Safety Committee Support

All Acute Care Services Safety
Committees Support

Subcommittee and taskforce
Support as Requested

Safety/Security Management
Committee Support

Emergency Preparedness
Committee Support
Administrator on Call Manual
Advice / Recommendations

Workplace Violence
Subcommittee / Taskforce
Support
Provide Lessons Learned and
Best Practices to Other
Healthcare Agencies as
National Healthcare Security
Industry Leader


Advice / Recommendations
for Affiliate Facilities Policy
and Procedure Manuals
Create and Maintain
Regulatory Compliance
Matrix for All Facilities
Regarding Security (Including
Joint Commission, CCMS,
OSHA, DHSR, etc.)

EOC / Facility Committees

HIPAA and ID Theft
Subcommittee Support

Information Systems Security
Subcommittee Support

Sentinel Event Subcommittee
Support

Code Event and Drill Review
Subcommittee







32
Professional Associations

Charlotte Mecklenburg Center
City Security Council

Charlotte Mecklenburg
Homeland Security Advisory
Committee
Coordination of Security for
All Facilities

Charlotte Chapter of FBI
Infragard program
Security Sensitive Area
Vulnerability Analysis

Security Education

Content Support for Annual
Continuing Education (ACE)
Modules (Code Pink, Code
Grey, Code Yellow, Code
Orange, etc)

New Hire Orientation
programs for staff, managers,
volunteers, students and
vendors
International Association of
Healthcare Safety and
Security (IAHSS)

Department specific
education on security related
topics

National Association for Drug
Diversion Investigators
(NADDI)


American Society for
Industrial Security (ASIS)
Specialized educational
programs, presentations and
classes (personal safety, deescalation, etc)


International Law
Enforcement Educators and
Trainers (ILEETA)
Mandatory training and
certification of all Security
Personnel


International Foundation for
Protection Officers (IFPO)
Presentations for outside
agencies on security related
topics (Salvation Army, Meck
Co. Health Departments, etc.)

American Association of
Certified Fraud Examiners

Staging and Security for
Decontamination services in
the event of Disaster or other
incident, either natural or
man-made

Security Magazine Advisory
Board
Creation and Implementation
of Interdepartmental Panel on
Workplace Violence
Prevention

Southeastern Safety and
Security Council

Creation and Implementation
of Identity Theft / HIPAA
Security Program
Assistance with Set Up and
Security of Secondary Care
Facilities in Event of Disaster

Ongoing liaisons and working
relationship with local, state
and federal agencies (FBI,
NCSBI, US Secret Service, US
Marshals, etc.)

Creation and Implementation
of Laptop Theft Prevention
Taskforce
Code Event Review
Committee including
Investigation,
Recommendation, and
Assessment
Plan Coordination of
Community wide Drills with
External Agencies
Support for Response,
Preparedness, Mitigation and
Recovery Planning
Coordination and Response to
all Codes and Conferences in
all Facilities (Code Yellow,
Pink, Red, Nursing
Conferences, etc)
Coordination of Traffic
Control in the event of
Disaster, either natural or
man-made
SOAR Trailer Mobile
Communication and Control
Capability
Document What You Do and Why
 Keep up to date lists of
 Relationships with other
responsibilities and
duties (especially the
non-traditional and time
consuming ones)
 Keep a monthly list of
accomplishments for
security and tie
significant activities to
the organizations core
values and mission
departments are a critical
component, and must be
maintained for support
with Administration
 Be prepared and have the
applicable regulatory
agency standards and
industry best practices
available for reference
should you need them
Document What You Do and Why
Emergency preparedness is a great way to demonstrate value.
• By using readily available and free tools such as the On the
Safe Side Toolkit (a U.S. Centers for Disease Control grant
funded project for emergency preparedness and public
health emergency response created in 2011) you can create
great site specific content about your security program.
Urban Hospital Campus
Street Route Plan
Second, Document How Much You Do
 Rely upon your DARs and other reporting mechanisms to
capture your total number of calls for service so they can be
tracked and trended over certain time periods
 An important component is not just the number of calls, but
the type as well since many calls take more time than others,
thus rendering that resource unavailable for other duties
 If you do not have a suitably programmed electronic incident
reporting system, collecting of such information and using it
for staffing justification can be tedious and time consuming
 Remember, trash in, trash out when recording such info
35
Document How Much You Do
Name of Facility Here
Security Productivity Tool
Measure
($ %,
Score,
Additional Description (optional) Frequency etc
,
KPI (Key Performance Indicator)
.)
Cost
Total Cost per Patrolled SF
Total Cost vs. Budget
Cost Savings Initiative
Quality
# of WPV Incidents per 100
Employees
Validated Complaints vs Dept.
Care of the Environment Survey
Total Cost per Full-Time
Equivalent for Security Services W,M, Q, A
Month & YTD
1 Assessed/Reported per Quarter W,M, Q, A
W,M, Q, A
Work Place Violence Incidents
Complaints Involving Security
which are Confirmed and
Resolved
Overall Customer Satisfaction
score (1-5 scoring)
Speed `
Response Time to Urgent Calls
Calls for Assistance per FTE
Square Feet Patrolled per FTE
W,M, Q, A
W,M, Q, A
W,M, Q, A
W,M, Q, A
W,M, Q, A
Panic/Codes/Help Station Alarms W,M, Q, A
Workload per Full-Time
Equivalent
W,M, Q, A
Total Internal/External Square
Feet Patrolled
W,M, Q, A
Number of Patrols per Shift
By Zone or Facility
W,M, Q, A
Add Specific Calls for Service here
Description of Activity
W,M, Q, A
Add Specific Calls for Service here
Description of Activity
W,M, Q, A
Add Specific Calls for Service here
Description of Activity
W,M, Q, A
36
Comments
Data
Metric
Source Baseline Standard Excellent Goal
Document How Much You Do
Activity Count
Name of Facility
Report Range :
01/01/2011 to 12/31/2011
Incident Type
Overall Percentage
Count
ACCIDENT - PERSON WITH INJURY
0.15% Total :
1
ACCIDENT - PROPERTY DAMAGE
0.31% Total :
2
ALARM - BURGLAR
1.54% Total :
10
ALARM - OTHER
1.23% Total :
8
ALARM - PANIC
1.08% Total :
7
ASSISTANCE
4.47% Total :
29
CODE RED
0.15% Total :
1
DISTURBANCE
0.15% Total :
1
MEDICAL ASSIST
0.77% Total :
5
OUT OF SERVICE
3.24% Total :
21
PROPERTY DAMAGE
0.15% Total :
1
18.64% Total :
121
SPECIAL ASSIGNMENT
0.46% Total :
3
SUSPICIOUS PERSON(S)
0.92% Total :
6
REPORT WRITING (CASEREPORT)
TESTING - PANIC
ZONE CHECK
0.62% Total :
4
66.10% Total :
429
SubTotal Group Events :
649
Total Events :
649
37
Document How Much You Do
Dept. A
Dept. B
Dept. C
Dept. D
Dept. E
Dept. F
Dept. G
Dept. H
Dept. I
38
Document How Much You Do
Google Maps and
Google Earth Overlay
• There is no software to install because it runs in a browser (no firewall
issues)
• It appears to interact with Ipads and other tablets well across multiple OS
• It is extremely intuitive, very easy to use and to update – point and click
• It can be configured to allow multiple users across an organization to
collaborate on the same map or they could have their own that they create
each month
39
• You have the option of using icons, or just going with color-coded pins for
certain events as opposed to utilizing 'money signs, gold stars etc.'
Third, Demonstrate Your Value
Cost per person (if
contracted to
outside agency)
Number of Persons trained in
2010
Total
PPCT (Pressure Points Control /
Baton/Defensive tactics)
$200
195
$39,000
CPI (Crisis Intervention Training)
$200
195
$39,000
Taser Training
$175
195
$34,125
Taser Instructor Training
$325
4
$1300
Basic Life Support
$50
195
$9,750
$100
28
$2800
$100
1000
$100,000
Total Savings for
Training:
$225,975
Type of Training
Off Duty Law Enforcement Training
Workplace violence/RAD/CPI to employees
outside of department
40
Demonstrate Your Value
• By providing in-house money pick-ups at 10 separate departments within the
facility, Security provided a cost avoidance of approximately $3,000 (based upon an
annual charge of $25 per month per department from an armored car service)
• Security personnel completed auto assistance calls for 150 visitors and staff last year
at a cost avoidance of $9,000 (based upon a $60 / per service call rate)
• Alarm monitoring for burglar/panic/fire/POM alarms by our dispatch operations
center provided a cost avoidance of $45,000 (based upon a $30 per account per
month rate for premium alarm monitoring by a third party for 125 accounts).
• Security provided 1,396 mental health transports between acute care facilities and
local behavioral health facility. Reducing the wait times for local Law Enforcement
by approximately 4 hours per patient with and ED room worth approximately $400
per hour in billable services, this resulted in a cost avoidance of $2,233,600
Total of Security cost avoidance/savings: $2,290,600
41
Demonstrate Your Value
Item #1
PROJECT / ACTIVITY
DESCRIPTION:
Date(s)
Department / Facility
Service
(drop down box)
Provided
Descriptor
(drop down box)
Specific Task(s)
(A)
(B)
Time Spent on
Financial
Amount Billed (A) - (B)
Task
Business Cycle Method Used to Determine
Benefit
to Dept. /
Net
(1/2 hr
(drop down box)
Financial Benefit
Realized by
Facility for Benefit
increments)
Dept. /
this Service
Facility
‘Market quote', 'estimate
$
based on industry knowledge
-
Item #2
PROJECT / ACTIVITY
DESCRIPTION:
Department / Facility
(drop down box)
Date(s)
Service
Provided
Descriptor
(drop down box)
Specific Task(s)
(A)
(B)
Time Spent on
Financial
Amount Billed (A) - (B)
Task
Business Cycle Method Used to Determine
Benefit
to Dept. /
Net
(1/2 hr
(drop down box)
Financial Benefit
Realized by
Facility for Benefit
increments)
Dept. /
this Service
Facility
Actual incurred cost
$
-
Item #3
PROJECT / ACTIVITY
DESCRIPTION:
Department / Facility
(drop down box)
Date(s)
Service
Provided
Descriptor
(drop down box)
Specific Task(s)
(A)
(B)
Time Spent on
Financial
Amount Billed (A) - (B)
Task
Business Cycle Method Used to Determine
Benefit
to Dept. /
Net
(1/2 hr
(drop down box)
Financial Benefit
Realized by
Facility for Benefit
increments)
Dept. /
this Service
Facility
Hourly rate of personnel
$
-
Item #4
PROJECT / ACTIVITY
DESCRIPTION:
Date(s)
Department / Facility
Service
(drop down box)
Provided
42
Descriptor
(drop down box)
Specific Task(s)
(A)
(B)
Time Spent on
Financial
Amount Billed (A) - (B)
Task
Business Cycle Method Used to Determine
Benefit
to Dept. /
Net
(1/2 hr
(drop down box)
Financial Benefit
Realized by
Facility for Benefit
increments)
Dept. /
this Service
Facility
Demonstrate Your Value – Case Study
Staffing Increase Proposal for Security Communications
Plan a change or improvement
The Problem
Study
the results and examine data
Graphs and Data
2011 showed an ever increasing number of calls for service through our existing
Security Communications Center (SeCom) for both radio traffic as well as
telephone calls for service, while staffing levels remained stagnant.
Call Volumes
Aim/Goal
The goals of this project was to:
1.
Demonstrate the increasing trend of calls for service in SeCom
2.
Benchmark against local 911 call centers to determine appropriate staffing levels
3.
Justify additional FTEs in 20112 using objective methods including APCO tools
Team / Resources
Security Manager
SeCom Supervisor
Local 911 Call Centers
APCO Online Tool
Success Measures
•
•
•
•
Do
the improvement, make the change
The Interventions
What changes did you make or plan to make?
1.
Split responsibilities into specific console positions
2.
Worked with IT and Telecom to create automated directions line
3.
Added new CAD system with simplified point and click dispatching process
4.
Added one PRN position per shift to handle non-urgent duties to allow full time
dispatchers to focus on primary responsibilities.
44
Increased customer satisfaction by not asking callers to wait while more urgent calls were
being answered
Allowed for adequate staffing levels during calls outs, vacations, etc. increasing employee
satisfaction and reducing overtime costs and turnover rates
Allowed for all routine non-urgent shift work to be completed in a timely manner and
higher accuracy rates for reports being entered into CAD system
Increased officer safety by having critical calls for service answered quickly and accurately
Act
to sustain performance and spread change
Next Steps
Determine if additional 4.2 FTEs will be enough to meet ever increasing calls for service by:
1. Continue monitoring trends and benchmark against other calls centers and APCO tool
2. Provide quality checks and employee satisfaction surveys to determine impact of FTEs
3. Research potential creation of secondary SeCom to handle specific geographic region of
ever growing system while providing continuity of operations in event of an emergency
Call Volumes
Document How Much You Do
45
Document How Much You Do
46
Workplace Violence Injury Reduction Plan
Plan a change or improvement
The Problem
2010 showed an increased number of Workplace Violence
incidents as related to patients restraints creating safety and
security concerns for both patients and clinical staff.
Study the results and examine data
Graphs and Data
Team
Name 1
Name 2
Name 3
Name 4
Name 5
Do the improvement, make the change
The Interventions
What changes did you make or plan to make?
1.
Implemented monthly trending of WPV incidents
2.
Implemented quarterly education on WPV Prevention
3.
Modified patrol zones to more effectively utilize staff
4.
Areas experiencing upward trends in measured incidents
received enhanced security patrol coverage and training in
WPV prevention
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Favorable
Aim/Goal
The goals of this project are:
1.
Reduce the number of WPV incidents related to patient
restraints in 2011
2.
Increase WPV Prevention education for all staff in 2011
Lessons Learned
• Additional education of staff in high risk areas reduced injury
rates and helped staff be more engaged in the security process for
their individual work environments.
• Thanks to multidisciplinary process, clinical polices and practices
have been updated to provide additional levels of safety for staff
working with potentially physically violent patients (behavioral
health subjects, forensic patients, etc.)
Act to sustain performance and spread change
Next Steps
Determine if need to expand to other areas or rework the cycle
1. Continue providing CPI and WPV programs to clinical staff and
nursing students as part of clinical education, OSHA and TJC
recommendations
2. Will continue to monitor for trends and modify strategy
accordingly
Workplace Violence Injury Reduction Plan
100% Saturation
In Closing
Determining appropriate resources for security in a
healthcare environment is a very difficult endeavor.
Since security does not typically generate revenue and
the preventative value of security has few industry
standards by which to measure, each facility and / or
security practitioner must do his or her best to take
existing data and translate it into a language that
Administration will understand and value.
Science of data (metrics) +
the art of experience (best practices) =
The Craft of Effective Security
Discussion