Joint Commission Center for Transforming Healthcare (CTH) Cynosure Health Summit 21st May 2012 © Copyright, The Joint Commission Partnering for Success in Reducing Surgical Site Infections 2 © Copyright, The Joint Commission Siew Lee Grand-Clément RN, MSN, CPHQ Center Project Leader: Surgical Site Infections Collaborative Joint Commission Center for Transforming Healthcare (CTH) 1. To explain the collaborative working model of the Joint Commission Center for Transforming Healthcare. 2. To describe the problem solving methodology used in reducing Surgical Site Infections. 3. To identify the key stakeholders involved and describe the process of forming an effective multidisciplinary team. 4. To demonstrate the use of infection control and prevention practices in driving improvements. 5. To illustrate the roles of nursing in process improvement initiative. 3 © Copyright, The Joint Commission Objectives © Copyright, The Joint Commission 4 Introduction to CTH-Vision One Vision 5 © Copyright, The Joint Commission All people always experience the safest, highest quality, best-value health care across all settings. Why the CTH was Created Presents a new approach to address critical safety and quality problems sought by The Joint Commission, health care organizations, patients and their families, physicians and other clinicians, and other public and private stakeholders 6 © Copyright, The Joint Commission Our Mission - Transform health care into a high reliability industry and to ensure patients receive the safest, highest quality care they expect and deserve. What’s Different About the Center? Unique approach to improvement: Center for Transforming Healthcare (CTH) collaborating with HCOs and hospital leaders where lean, six sigma are already working Powerful process improvement tools (RPI) Engaging industry coupled with reach of TJC – Leadership Advisory Council Members & Sponsors – Ability to spread solutions to 19,000+ accredited health care organizations in US 7 © Copyright, The Joint Commission – Underlying causes, targeted solutions – Integrated change management for acceptance and accountability 8 © Copyright, The Joint Commission Introduction to CTH-Targeting Root Causes Project 1 – Hand Hygiene Compliance Project 2 – Wrong Site Surgery Project 3 – Hand Off Communication Project 4 – Surgical Site Infections – With American College of Surgeons Project 5 – Preventing Avoidable Heart Failure Hospitalizations – With American College of Physicians Project 6 – Safety Culture Project 7 – Preventing Falls with Injury Project 8 – Reducing Sepsis Mortality Project 9 – Medication Safety 9 © Copyright, The Joint Commission Introduction to CTH-Projects PROJECT #4: SURGICAL SITE INFECTIONS Seven participating hospitals: 1. Mayo Clinic, MN 2. Cleveland Clinic, OH 3. Stanford Hospital & Clinics, CA 4. OSF Saint Francis, IL 5. Northwestern Memorial Hospital, IL 6. North Shore LIJ, NY 7. Cedars-Sinai Medical Center, CA 10 © Copyright, The Joint Commission Collaborate with American College of Surgeons & NSQIP measurement system leveraged. Systematic Approach to Problem Solving – Surgical Site Infections (1) To help narrow the scope of the project, the following criteria were used to identify a specific procedure that: Is common across different types of hospitals Has significant complications with an adverse clinical impact Hospitals have significant opportunities to improve performance Has high variability in performance across hospitals 11 © Copyright, The Joint Commission The Center worked with the American College of Surgeons to determine the scope of the SSI project, since there is a wide range of surgeries and procedures that can develop SSIs – each with its own unique set of complications and challenges. Systematic Approach to Problem Solving – Surgical Site Infections (2) Scope: Metrics to improve: Defects: Colorectal Surgical Site Infections (SSIs) Goal: Reduce colorectal surgical site infections by 50%. Primary: Observed Rate of Patients with Colorectal SSIs (within 30 days of the procedure) Secondary: Observed over Expected (O/E) Ratio for Colorectal SSIs 12 © Copyright, The Joint Commission All patients undergoing colorectal surgery (emergency and elective) regardless of who (i.e., which clinical discipline) performs the surgery. NSQIP CPT codes for colorectal surgery. All types of Surgical Site Infections (Superficial Incisional, Deep Incisional, and Organ/Space). Exclude: Trauma and Transplant patients. Patients under 18 years of age. Process starts: Pre-admission Process ends: 30 days post surgery Dominique LaRochelle, MHA Project Manager Cleveland Clinic Quality & Patient Safety Institute 13 14 Quality and Patient Safety © Copyright, The Joint Commission Cleveland Clinic Developing Effective Teams… Who is going to solve this important problem? 15 Quality and Patient Safety Institute 8 April 2015 15 Complex Environment Nurses Physicians How to Align? Unit Secretaries Coders Case Managers Patient Access Patient Administration Operations 16 Quality and Patient Safety Institute 8 April 2015 16 Identifying a Project Team - RACI R A C I Quality Improvement Quality Management Colorectal Services Perioperative Services Inpatient Colorectal Services Pharmacy Infection Control / Infectious Disease Environmental Services Safety / Clinical Risk / Accreditation Sterile Processing Data 17 Quality and Patient Safety Institute 8 April 2015 17 Project Team Who is going to solve this important problem? Sponsor Chief Quality Officer Champion Surgeon Leader Process Owner Colorectal Surgery Black Belt Director of Quality Improvement Core Team Quality Improvement Project Manager Quality Management Peri-operative Services Nurse Managers (Admission & PACU) Nurse Manager Colorectal Services OR Nurse Manager Colorectal Services Wound Care specialist Infection Prevention 18 Quality and Patient Safety Institute 8 April 2015 18 Project Team Subject Matter Experts: Stakeholder Represented Area Quality and Patient Safety Institute Quality Improvement Quality Management Safety Accreditation Colorectal Services Digestive Disease Institute – Administration & Physician Leadership Quality Review Officers Pre-op: Nursing, Education, Staff, Management, Anesthesia, Dietary Post-op: Nursing, Education, Staff, Management, Wound Care, Dietary Surgical Operations Administration / Physician Leadership PACE, PACU, IMPACT clinics Nursing, Staff, Anesthesia Pharmacy Pharmacists Environmental Services OR & Inpatient management Sterile Processing Surgical Tech Management / Education Equipment Vendors Data NSQIP ARKS Nursing Informatics Clinical Risk Management Infection Control / Infectious Disease Data Resource Management Medical Records Data / Health Data Services Business Intelligence (EBI) 19 Quality and Patient Safety Institute 8 April 2015 19 Analysis Strategy Cause/Effect Analysis Multi-Vari Analysis Improvements Validation Benchmarking & SMEs Impact/Effort Analysis 20 Quality and Patient Safety Institute 8 April 2015 20 SIPOC Analysis Met with 3 teams of core team members to map perioperative process: Pre-, Intra-, Post- Op Expanded upon SIPOC to explore cause & effect relationships Fishbone Diagram Cause & Effect scale: Numerical score, 1-5, based on process variable and its relationship to our output; SSI – Subjective findings using area experts – Narrowed the scope to help us focus on a few key processes – Key processes can then be further explored using objective data 21 Quality and Patient Safety Institute 8 April 2015 21 SIPOC 22 Cause & Effect Analysis Technique Materials / Equipment Patient hand-off Communication Antiseptic Shower/Bath OR Cleaning Solutions Patient Health OR dress code compliance Wound Care Materials / Equipment Post-op Education Hair Removal Surgeon Scrub Technique (HH) Wound Care Technique (HH) Bed Linen Type Aseptic Practice / Sterile Technique Equip. Sterilization Bed Type Platelet Count Inpt. Rm Cleaning Warming Device Wound Dressing Material Isolation Patient Anemia D/C Instructions Procedure Type – Minor v. Major Surgical Equipment Diet/Nutrition Freq. Bed Linen Change Intra / Post-op Pt Temp. Inpt Rm Cleaning Solutions BMI Glucose levels Pre-op Pt Edu Wound Dressing Technique Diagnosis / Disease OR Cleaning Process Age 1 Surgeon: Multiple OR’s Comorbidities Combo Surgical Case Ethnicity/Culture SSI Geographic Location (Pt.) Private v. Semi-Private Recovery Rm Socio-economic Status Pre-op Medications Inpt Room Traffic OR traffic Post-op Abx Post-op Recovery Location Discharge Location Pre-Op Pain Mgmt Post-op Glucose PACU Traffic Surgery Location (OR) Central Line Staff Change(s) OR Humidity Post-op Pain Mgmt Pre-op Abx OR Temperature Surgical Fellowship Turnover Dressing Change Inpt Unit Surgical Team Consistency OR Cleaning Crew Post-op Pt Diet/Hydration EVS Shift Changes During Surgery Repeat Abx Abx Selection Post D/C Follow-up OR Air Filter Maintenance Environment Wound Care Specialist Post-op Medications RN Hours/Patient Day Post-op LOS Clinical Decision Making 23 Quality and Patient Safety Institute 8 April 2015 23 Cause & Effect Analysis Met with SIPOC teams (area experts) to review recorded processes and narrow our focus using a rating scale 1-5 (Subjective findings) 24 Cause & Effect Analysis Priority processes were identified to help focus the team’s interventions Processes Identified as Having the Greatest Impact on Risk of SSI Pre- Op Diagnosis / Disease Focus on chronic inflammation Isolation Patient, Pre-op infectious agent Glucose Levels Diet / Nutrition Antiseptic Shower or Bath Patient Demographics BMI specifically Intra- Op Surgeon Scrub Technique (HH) Aseptic Practice / Sterile technique Equipment Sterilization Technique Air Filter Maintenance Post- Op RN Hours per Patient Day Wound Care Technique and Materials (Including HH) OR PACU/ICU, Patient Hand-off Communication Post-op Glucose Levels Patient Diet / Nutrition Post- Op Medications Wound Care Specialist, CWOCN 25 Quality and Patient Safety Institute 8 April 2015 25 Analysis Strategy Cause/Effect Analysis Multi-Vari Analysis Improvements Validation Benchmarking & SMEs Impact/Effort Analysis 26 Quality and Patient Safety Institute 8 April 2015 26 Validating Progress: OR Audits Detail observations (April – May 2011) Multidisciplinary team Broad scope, low n Circulating nurse checklist (May – October 2011) Led by circulating nurse Narrow scope – bundle focus High n – intent to capture all eligible cases 27 Quality and Patient Safety Institute 8 April 2015 27 Challenges Encountered Impacting how surgeons practice Data are imperfect – Sampling Incomplete process data are available Resources are limited Data needed to support improvements Improvements need to be made 28 Quality and Patient Safety Institute 8 April 2015 28 Sasha Madison, MPH, CIC. Manager Infection Prevention and Control Department 29 30 Infection Prevention & Control Role in this Project: −Subject Matter Expert (SME) −Core team member −Prior to this project the role of the Infection Preventionist was focused on surveillance. Defining cases, abstracting data, calculating rates Interventions to decrease SSIs were often individual – not system based 31 Confidential- Protected by California Evidence Code Section 1157 Infection Prevention & Control Role in this Project: (during project) − Core team member: “ team participant” Involved in project in all phases: from Define to Control − Subject Matter Expert (SME) Defining different data sources with team and reviewing them, along with the definitions, with the team NSQIP vs NHSN − Interventions to decrease SSIs were system based Confidential- Protected by California Evidence Code Section 1157 32 SHC SSI Project Phases & Elements DMAIC Milestone Key Elements Define Incidence of Surgical Site Infections in colorectal surgery is high, variable, and represents opportunity for improvement. Measure Reduce colorectal surgical site infections by 50% (Observed and Observed/Expected) Analyze (Based on statistical analysis of SHC data) Statistically Significant Variables (Potential Risk Factors for SSI) Wound Disruption (0.003) OR Duration (0.066) ASA Class > 2 (0.015) Open/Laparoscopic Procedure (0.054) Total Hospital LOS (0.036) Note: Above variables found to be statistically significant, however not entirely modifiable. - No Interventions Made Potential Identified Variables /Opportunities Lowest Patient Intra-Operative Temperature Post-Operative Wound Care Hand Hygiene Dressing Removal at 48hrs Post-Operative Bathing Surgical Closure Glove Change Prior to Closing Fascia Separate Colorectal Closure Tray Tissue Irrigation - Irrigation Solution Type Note: Actual Interventions in blue & Monitoring in green Improve Focus on identified causes, target solutions, patient outcomes Control Correlate interventions with SSI outcomes and create sustainability plans for any intervention that successfully decreased SSIs 33 NHSN Publicly Reported Cases- MIDAS Focus Study MIDAS Focus Objectives: • Detailed abstraction of elements with identified areas of opportunity • Data will be analyzed for any potential trends and to serve as a guide for further interventions • Surgeon specific SSI rates • Surgical Quality Council Dashboard will include SSI outcomes Confidential- Protected by California Evidence Code Section 1157 34 Next Steps & Opportunities MIDAS Focus Study on Publicly Reported Cases − Infection Control SSI surveillance in July/Aug 2011 identified an opportunity in colorectal surgery − Data collection focused on elements which are not captured elsewhere − Need for individual physician communication of infections identified Antibiotic Stewardship − Instituted February 2012 − Review of current prophylaxis guidelines and empiric therapy Based on best practice learning through collaborative, continue glove changes & separate/clean closing instruments Confidential- Protected by California Evidence Code Section 1157 35 Elisa Nguyen, RN, MS, CMSRN. Patient Care Manager 36 Role of Nursing Wound Management Postoperative Phase 37 Confidential- Protected by California Evidence Code Section 1157 Role of Nursing Key stakeholder − In all processes that involves caring for patients Nursing involvement from different levels collaborating with the Core Team − staff nurses − Unit Educators − managers Process improvement − We own majority of the process − What are gaps in the process that could be improved Education and training − Lead the education and training the frontline nurses Confidential- Protected by California Evidence Code Section 1157 38 MD/RN Collaboration Existing Policy and Procedure (P&P) − No existing one for post-op wound care management − Utilized another service’s P&P as a model to create one for colorectal Shared governance approval − Drafted P&P went to one of the physician lead for review − Hospital nursing council for final review and approval 39 Confidential- Protected by California Evidence Code Section 1157 Post-Operative Wound Management & DMAIC Surgical Brochure Utilizing Surgical Brochure to Reinforce critical need of Post Operative Wound Management Protocol Confidential- Protected by California Evidence Code Section 1157 40 Tracking the Process Nursing Action Focus: Conducted to better understand hand hygiene at each phase of post-op care and to assure that we keep the incisional wound and drain insertion sites free from contamination in the early post-operative period Unit level staff identified process of implementation − Unit Clerk – added the audit tool to admission packet, color coded the patient’s name of locator board − Primary Nurse – completed the audit − Resource Nurse – double checked that audit was completed Data collector − Quality manager in charge of data processing Confidential- Protected by California Evidence Code Section 1157 41 41 What is next? 42 © Copyright, The Joint Commission How can you participate in this effort? CTH Operating Model Determine Topic Create Solutions, Pilot Test, Build Spread Solve with Participating Organizations Pilot Test Integrate Solutions w/ TST Launch TST 18 to 24 months 43 © Copyright, The Joint Commission Project Selection Introduction to CTH-Spread – Web-based tool free to Joint Commission accredited organizations – No knowledge of RPI methodology needed – Data analysis conducted by the tool, not the user – Tool walks user through process of: – Measuring current state – Determining root causes – Selecting targeted solutions – Control of process after implementation 44 © Copyright, The Joint Commission Improvement spread through Targeted Solutions Tool™ Assisting the Center in its aim to transform health care into a highreliability industry by solving health care’s most critical safety and quality problems Access to the Center solutions prior to national release Access to the tools developed and used by the participating hospitals in the Surgical Site Infections Project 45 © Copyright, The Joint Commission Benefits of becoming a pilot site Pilot participant expectations RealTime Analysis Measure performance Implement targeted solutions Webex conference calls occur approximately every 2 weeks throughout pilot 46 © Copyright, The Joint Commission Create team Validate improve ments Feel Free to Contact Us 47 © Copyright, The Joint Commission Any information related to the Joint Commission Center for Transforming Healthcare, the SSI Collaborative Project and Pilot Participation, – Please contact Siew Lee Grand-Clément at SGrand-Clement@jointcommission.org – Website: www.centerfortransforminghealthcare.org 48 © Copyright, The Joint Commission QUESTIONS OR COMMENTS?