On the CUSP: STOP BSI
The Comprehensive Unit-based Safety Program (CUSP):
An Intervention to Learn from Mistakes and
Improve Safety Culture
Immersion Call Overview
Week 1: Project overview
Week 2: Science of Improving Patient Safety
Week 3: Eliminating CLABSI
Week 4: The Comprehensive Unit-Based Safety
Program (CUSP)
Week 5: Building a Team
Week 6: Physician Engagement
© 2009
The CUSP/ CLABSI Intervention
CUSP
CLABSI
1. Educate staff on science of safety
1. Remove Unnecessary Lines
2. Identify defects
2. Wash Hands Prior to Procedure
3. Assign executive to adopt unit
3. Use Maximal Barrier Precautions
4. Learn from one defect per quarter
4. Clean Skin with Chlorhexidine
5. Implement teamwork tools
5. Avoid Femoral Lines
www.safercare.net
© 2009
Learning Objectives
• To explain the philosophy and approach of
CUSP
• To describe the steps in CUSP
• To introduce available teamwork tools on
safercare.net
© 2009
What is CUSP?
• Comprehensive Unit-based Safety Program
• An Intervention to Learn from Mistakes and Improve
Safety Culture
© 2009
On the CUSP: Stop BSI
Intervention
Comprehensive Unitbased Safety Program
(CUSP)
-Improve or reinforce good crossdisciplinary communication and
teamwork
-Enhance coordination of care
-Address overall patient safety
-Work towards healthy unit culture
BSI-Reduction Protocol
-Best-evidence supplies,
organization of supplies
-Ensuring all patients
receive the best practices
--Checklist to ensure
consistent application of
evidence
Safety Score Card
Keystone ICU Safety Dashboard
2004
2006
How often did we harm (BSI) (median)
2.8/1000
0
How often do we do what we should
66%
95%
How often did we learn from mistakes*
100s
100s
Have we created a safe culture
What areas need improvement (%)
Safety climate*
Teamwork climate*
84%
82%
43%
42%
* CUSP is intervention to improve these
© 2009
Pre CUSP Work
• Create a CUSP/CLABSI team
– Nurse, physician administrator, others
– Assign a team leader
• Measure culture in the unit
• Work with hospital quality leader or hospital
management to have a senior executive assigned
to CUSP/CLABSI team
© 2009
Steps of CUSP
1.
Educate staff on Science of Safety
2.
Identify defects
3.
Assign executive to adopt unit
4.
Learn from one defect per quarter
5.
Implement teamwork tools
Pronovost J, Patient Safety, 2005
© 2009
Step 1: Science of Safety
• Understand system determines performance
• Use strategies to improve system performance
– Standardize
– Create independent checks for key process
– Learn from mistakes
• Apply strategies to both technical work and team work
• Recognize teams make wise decisions with diverse and
independent input
• http://www.safercare.net/OTCSBSI/Staff_Training/Entries/2009
/9/6_1._The_Science_of_Improving_Patient_Safety.html
© 2009
Step 2: Identify Defects
• Review error reports, liability claims, sentinel events
or M and M conference
• Ask staff how will the next patient be harmed
© 2009
Prioritize Defects
• List all defects
• Discuss with staff what are the three greatest risks
© 2009
Step 3: Executive Partnership
• Executive should become a member of ICU team
• Executive should meet monthly with ICU team
• Executive should review defects, ensure ICU team has
resources to reduce risks, and hold team accountable
for improving risks and central line associated blood
steam infection
© 2009
Step 4: Learning from Mistakes
• What happened?
• Why did it happen (system lenses) ?
• What could you do to reduce risk ?
• How do you know risk was reduced ?
– Create policy / process / procedure
– Ensure staff know policy
– Evaluate if policy is used correctly
Pronovost 2005 JCJQI
© 2009
Step 4 cont’d: Identify Most
Important Contributing Factors
• Rate each contributing factor
– importance of the problem and contributing factors in
causing the accident
– importance of the problem and contributing factors in
future accidents
© 2009
Step 4 cont’d: Identify Most
Effective Interventions
• Rate Each Intervention
– How well the intervention solves the problem or mitigates
the contributing factors for the accident
– Rates the team belief that the intervention will be
implemented and executed as intended
© 2009
Step 4 cont’d: Evaluate Whether
Risks were Reduced
• Did you create a policy or procedure
• Do staff know about the policy
• Are staff using it as intended
• Do staff believe risks have been reduced
© 2009
Step 5: Teamwork Tools
• Call list
• Daily goals
• AM briefing
• Shadowing
• Culture check up
Pronovost JCC, JCJQI
© 2009
Step 5 cont’d: Call List
• Ensure your ICU has a process to identify what
physician to page or call for each patient
• Make sure call list is easily accessible and updated
© 2009
Step 5 cont’d: AM Briefing
• Have a morning meeting with charge nurse and
unit attending(s) about the unit-level plan for the
day
• Discuss work for the day
– What happened during the evening
– Who is being admitted and discharged today
– What are potential risks during the day, how can we reduce
these risks
© 2009
Step 5 cont’d: Shadowing
• Follow another type of clinician doing his or her job for
between 2 to 4 hours
• Have the shadower discuss with staff what she will do
differently now that she has walked in another person’s
shoes
© 2009
CUSP is a Continuous Effort
• Add Science of Safety education to orientation
• Learn from one defect per quarter, share or post lessons
• Implement teamwork tools that best meet
the unit’s needs
• Details are in the CUSP manual
© 2009
Action Items--CUSP
• Look over the CUSP manual with team members
• Brainstorm potential hazards with team
• Assess team composition with respect to CUSP
elements
• REVIEW PRE-IMPLEMENTATION CHECKLIST—where
are you?
© 2009
References
•
Pronovost P, Weast B, Rosenstein B, et al. Implementing and validating a
comprehensive unit-based safety program. J Pat Safety. 2005; 1(1):33-40.
•
Pronovost P, Berenholtz S, Dorman T, Lipsett PA, Simmonds T, Haraden C.
Improving communication in the ICU using daily goals. J Crit Care. 2003;
18(2):71-75.
•
Pronovost PJ, Weast B, Bishop K, et al. Senior executive adopt-a-work unit: A
model for safety improvement. Jt Comm J Qual Saf. 2004; 30(2):59-68.
•
Thompson DA, Holzmueller CG, Cafeo CL, Sexton JB, Pronovost PJ. A morning
briefing: Setting the stage for a clinically and operationally good day. Jt
Comm J Qual and Saf. 2005; 31(8):476-479.
© 2009