3/16/2021

Workplace Violence: Protecting Health Care WorkersPSAW Virtual Learning Hour

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Continuing Education Credits

This educational activity offers 1.00 contact hours for the following:

Physicians and Nurses

In support of improving patient care, the Institute for Healthcare Improvement is jointly accredited by the Accreditation Council for Continuing Medical Education

(ACCME) and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team. This continuing education activity

carries 1 Contact Hour for nurses and physicians. The Institute for Healthcare Improvements designates this live activity for a maximum of 1 AMA PRA Category

1 Credit™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

Certified Professional in Patient Safety Recertification

A total of 1.00 contact hours is available toward the fulfillment of the requirements of CPPS (Certified Professional in Patient Safety) recertification.

Healthcare Executive

This program has been approved for 1 hour of education credit toward advancement or recertification by the American College of Healthcare Executives.

You will be able to claim credits on the educational platform after the event and must be completed within 30 days. Instructions will be shared via email.

Disclosure

Acknowledgement of Commercial SupportNo commercial support was received for this activity.

Faculty & Staff Disclosure

Mary Beth Kingston, PhD, RN, NEA-BC, FAAN has declared no relevant financial relationships.

Stephen Muething, MD has declared no relevant financial relationships.

Amar Shah, MD has declared no relevant financial relationships.

Jeffrey Brady, MD, MPH has declared no relevant financial relationships.

Patricia McGaffigan, RN, MS, CPPS has declared no relevant financial relationships.

Sara Kramer has declared no relevant financial relationships.

Criteria for Completion

• Register for the event

• Login to the event

• Attend 100% of the event

• Complete the online evaluation survey

Learning Objectives

• Identify risk factors that are associated with workplace violence

• Describe successful practices and interventions for addressing workplace violence

• Consider resources that may be integrated into your organization’s workplace

violence prevention program

Faculty BioPatricia A. McGaffigan, RN, MS, CPPS, Vice President, Safety Programs, Institute for Healthcare Improvement (IHI), previously served as COO and Senior VP of Programs at the National Patient Safety Foundation until 2017, when the Foundation merged with IHI. Her prior experience includes clinical practice, academia, and leadership roles in education and marketing positions for several start-up and established medical device companies focused on improving patient safety. Ms. McGaffigan is a Certified Professional in Patient Safety, a graduate of the AHA-NPSF Patient Safety Leadership Fellowship Program, and a member of the American Society for Professionals in Patient Safety. She was awarded the distinguished Lifetime Member Award from the American Association of Critical Care Nurses. She serves on a wide range of national committees related to safety and is a Board of Director for Medically Induced Trauma Support Services. She received her BS with a major in Nursing from Boston College, and her MS with a major in Nursing from Boston University.

Faculty BioJeffrey Brady, MD, MPH, has served as the Director of AHRQ’s Center for Quality Improvement and Patient Safety since 2014. He is as a member of the AHRQ Senior Leadership Team and manages a part of the Agency that conducts several AHRQ programs. Dr. Brady led the AHRQ Patient Safety Research Program from 2009 to 2014, and in a prior position, he led the team that produces the National Healthcare Quality and Disparities Report, an annual report to Congress on the status of health care quality in the United States. Before moving to AHRQ in 2006, Dr. Brady served as a medical officer for the Food and Drug Administration’s Office of Vaccines. Additionally, he has held positions as a medical epidemiologist for the Department of Defense and primary care physician aboard the U.S.S. Coronado while serving in the U.S. Navy. Rear Admiral Brady retired from active duty in the Commissioned Corps of the U.S. Public Health Service in 2019. He attended the Medical College of Georgia, completed internship training in Internal Medicine at the Naval Medical Center, San Diego, California, and earned a Master’s degree in public health from the Uniformed Services University of the Health Sciences (USUHS) in Bethesda, Maryland. Dr. Brady completed the Navy’s General Preventive Medicine Residency, also at USUHS, and is board-certified in Public Health and General Preventive Medicine.

Faculty BioAmar Shah, MD is Consultant forensic psychiatrist & Chief Quality Officer at East London NHS Foundation Trust (ELFT). He leads at executive and Board level at ELFT on quality, performance, strategy, planning and business intelligence. He is the national improvement lead for mental health at the Royal College of Psychiatrists, leading a number of large-scale improvement collaboratives on the topics of suicide prevention, restrictive practice and sexual safety. Amar is also chair of the quality improvement faculty at the Royal College of Psychiatrists. Amar is an improvement advisor and faculty member for the Institute for Healthcare Improvement, teaching and guiding improvers and healthcare systems across the world. He is honorary visiting professor at the University of Leicester. Amar has completed an executive MBA in healthcare management, a masters in mental health law and a postgraduate certificate in medical education. Amar is a regular national and international keynote speaker at healthcare improvement conferences and has published over 40 peer-review articles in the field of quality management.

Faculty BioStephen E. Muething, MD is the Chief Quality Officer and the Co-Director of the James M. Anderson Center for Health Systems Excellence at Cincinnati Children’s Hospital Medical Center and Professor of Pediatrics at The University of Cincinnati College of Medicine. Dr. Muething was awarded the Michael and Suzette Fisher Family Chair for Safety at Cincinnati Children’s Hospital Medical Center. He focuses on the strategic goals of Cincinnati Children’s to improve all aspects of care including safety, outcomes, experience, affordability, and population health. Dr Muething serves as a lead faculty and mentor in the quality improvement development program at the Anderson Center. His research and national impact focuses on high reliability, large scale healthcare safety, lean culture transformation and development of learning networks nationally. He has taught all over the United States and more than a dozen countries. He has led or served on multiple national initiatives including the National Steering Committee for Healthcare Safety. Dr Muething was one of the founders of the Children’s Hospital Solution for Patient Safety (SPS) and now serves as the Strategic Advisor. This network of more than 140 children’s hospitals across the United States and Canada is collaborating to eliminate all harm for both patients and staff.

Faculty BioMary Beth Kingston, PhD, RN, NEA-BC, FAAN has been in the role of Chief Nursing Officer for Advocate Aurora Health since April, 2018 following the merger of Advocate Health and Aurora Health Care where she serves as a member of the executive leadership team and is responsible for nursing practice and standards, as well as patient experience. She joined Aurora Health Care in 2012. An area of focus in her work is on creating healthy and safe work environments. Mary Beth co-led the workforce safety sub-committee of the IHI National Steering Committee on Patient Safety. Mary Beth is currently serving on the board of the Milwaukee Urban League in Milwaukee and was recently elected to the American Hospital Association board of trustees (2021-2023). She served on the board of the American Organization of Nurse Executives from 2014-2016 and was President in 2019. She is a 2020 recipient of the American Assembly for Men in Nursing’s Inclusion and Diversity Award (IDEA), a Robert Wood Johnson Executive Nurse Fellow from 2009-2012 and a 2007 recipient of the Pennsylvania Nightingale Award for Nursing Administration. Mary Beth was inducted as a fellow in the American Academy of Nursing in 2020.

Welcome…

@TheIHI; #PSAW21

Workplace Violence12

• Incidents where workers are abused, threatened, or assaulted in circumstances related to their work, involving an explicit or implicit challenge to their safety, well-being, or health.1

• An action (verbal, written, or physical) intended to cause or causing death or serious bodily injury to oneself or others, or damage to property. Includes abusive behavior toward authority, intimidating or harassing behavior, and threats.2

1. who.int/violence_injury_prevention/violence/activities/workplace/en/.

2. https://www.dol.gov/agencies/oasam/centers-offices/human-resources-center/policies/workplace-violence-program/appendices

Safer Together: A National Action Plan to Advance Patient Safety

• Illuminates the collective insights of 27 organizations that

make up the National Steering Committee for Patient

Safety, who are united in their efforts to achieve truly safer

care and reduce harm to patients and those who care for

them

• Provides clear direction for making significant advances

toward safer care and reduced harm across the continuum

of care across four foundational areas:• Culture, Leadership, Governance• Patient and Family Engagement• Learning Systems• Workforce Safety 14www.ihi.org/SafetyActionPlan

Reducing physical violence at East London NHS Foundation Trust

Dr Amar ShahChief Quality Officer

@DrAmarShah

Mental health servicesNewham, Tower Hamlets, City & Hackney, Luton & Bedfordshire

Forensic servicesAll above & Waltham Forest, Redbridge, Barking, Dagenham, Havering

Child & Adolescent services, including tier 4 inpatient service

Regional Mother & Baby unit

Community health services Newham, Tower Hamlets &

Bedfordshire

IAPTNewham, Tower Hamlets,

Richmond and Bedfordshire

Primary Care

16

0

10000

20000

30000

40000

50000

60000

70000

80000

2004-2005 2005-2006 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

Num

ber o

f inc

iden

ts

Number of patient on staff Violent Incidents reported in the NHS

Three times as many violent incidents occur in mental health services than other NHS services

Violence levels over the last few years…

17

Local Context

18

Service users feeling threatened

and fearful

Physical injury

Psychological: Stress, Fear, Trauma

Staff sickness

Ward team depleted

Staff leave

Morale drops

Negative feelings amongst team Changes service users

behaviour (e.g. staying in rooms

Impact…

Dread of work

Experience often resonates with

histories of abuse

Impedes recovery

Bank staff won’t take shifts on ward… Service users spend longer on ward

Staff desensitized

19

To reduce physical

violence by 30% by

Dec 2013

Literature search presented to team as part of developing theory of change

One of our first ever QI projects at East London NHS FT, starting in 2012…

With no real support structure, and before we knew what we were doing!

4.00

0.50

0

1

2

3

4

5

6

7

8

Jan-

12Fe

b-12

Mar

-12

Apr-1

2M

ay-1

2Ju

n-12

Jul-1

2Au

g-12

Sep-

12Oc

t-12

Nov-1

2De

c-12

Jan-

13Fe

b-13

Mar

-13

Apr-1

3M

ay-1

3Ju

n-13

Jul-1

3Au

g-13

Sep-

13Oc

t-13

Nov-1

3De

c-13

Jan-

14Fe

b-14

Mar

-14

Apr-1

4M

ay-1

4Ju

n-14

Jul-1

4Au

g-14

Sep-

14Oc

t-14

Nov-1

4De

c-14

Jan-

15Fe

b-15

Mar

-15

Apr-1

5M

ay-1

5Ju

n-15

Jul-1

5Au

g-15

Sep-

15Oc

t-15

Nov-1

5De

c-15

Jan-

16Fe

b-16

Mar

-16

Apr-1

6M

ay-1

6Ju

n-16

No. o

f Inc

iden

ts

Incidents resulting in physical violence (Globe ward) - Run Chart

41

1317

6 4

0

5

10

15

20

25

30

35

40

45

2012 2013 2014 2015 2016 (so far)

No.

of I

ncid

ents

Incidents resulting in physical violence in Globe ward

12 Jul 1618 days since last incident

5.26 12.33

47.73

0

20

40

60

80

100

120

140

04-Ja

n-12

20-F

eb-1

2

07-M

ar-1

2

29-M

ar-1

2

31-M

ar-1

2

19-A

pr-1

2

09-M

ay-1

2

07-Ju

n-12

22-Ju

n-12

29-Ju

l-12

28-A

ug-1

2

14-S

ep-1

2

21-S

ep-1

2

25-O

ct-1

2

09-Ja

n-13

05-M

ay-1

3

02-Ju

l-13

10-O

ct-1

3

10-Ja

n-14

11-Ja

n-14

26-F

eb-1

4

02-Ju

n-14

26-Ju

n-14

22-D

ec-1

4

20-M

ar-1

5

26-A

ug-1

5

02-M

ar-1

6

12-Ju

l-16

Tim

e be

twee

n ev

ents

/ da

ys

Days between incidents of physical violence (Globe ward) - T Chart

22

Tower Hamlets

Brick Lane Ward

Mill harbour

Rosebank

Lea Ward

Globe Ward

Roman Ward

City & Hackney

Ruth Seifert Ward

Brett Ward

Joshua Ward

Gardner Ward

Bevan PICU

Mother and Baby

Unit

ConollyWard

Newham

Topaz Ward

Opal Ward

Emerald Ward

Sapphire Ward

Jade Ward

Ruby Triage

Crystal PICU

Forensics

Bow Ward

Broadgate Ward

ClerkenwellWard

ClissoldWard

East India Ward

Ludgate Ward

Shoreditch Ward

WestferryWard

Luton & Bedford-

shire

Ash Ward

Willow Ward

Townsend Court

Onyx Ward

Coral Ward

Crystal Ward

Jade Ward

Violence reduction on acute wards and Psychiatric Intensive Care Units (PICUs)

Brick Lane Ward

Mill harbour

Rosebank

Lea Ward

Globe Ward

Roman Ward

Tower Hamlets

Globe Ward

5.782.47

UCL

0

2

4

6

8

10

12

14

16

No.

of I

ncid

ents

per

100

0 O

BD

Incidents resulting in physical violence (Acute wards only)per 1000 occupied bed days (OBD) - U Chart

34.98

17.05

UCL

0

10

20

30

40

50

60

70

80

90

06-Ja

n-14

03-F

eb-1

403

-Mar

-14

31-M

ar-1

428

-Apr

-14

26-M

ay-1

423

-Jun-

1421

-Jul-1

418

-Aug

-14

15-S

ep-1

413

-Oct

-14

10-N

ov-1

408

-Dec

-14

05-Ja

n-15

02-F

eb-1

502

-Mar

-15

30-M

ar-1

527

-Apr

-15

25-M

ay-1

522

-Jun-

1520

-Jul-1

517

-Aug

-15

14-S

ep-1

512

-Oct

-15

09-N

ov-1

507

-Dec

-15

04-Ja

n-16

01-F

eb-1

629

-Feb

-16

28-M

ar-1

625

-Apr

-16

23-M

ay-1

620

-Jun-

16

No.

of I

ncid

ents

per

100

0 O

BD

Incidents resulting in physical violence (PICU wards only)per 1000 occupied bed days (OBD) - U Chart

25

Violence reduction on acute wards and Psychiatric Intensive Care Units (PICUs)

Tower Hamlets

Brick Lane Ward

Mill harbour

Rosebank

Lea Ward

Globe Ward

Roman Ward

City & Hackney

Ruth Seifert Ward

Brett Ward

Joshua Ward

Gardner Ward

Bevan PICU

Mother and Baby

Unit

ConollyWard

Newham

Topaz Ward

Opal Ward

Emerald Ward

Sapphire Ward

Jade Ward

Ruby Triage

Crystal PICU

Globe Ward

88% 57%26

Newham Violence Reduction Collaborative

City and Hackney Violence Reduction Collaborative

28% reduction

40% reduction

28

150

250

350

450

550

650

750

850

2013 2014 2015 2016 2017

No.

of I

ncid

ents

per

100

,000

OBD

Physical violence to patients (per 100,000 occupied bed days)

150

250

350

450

550

650

750

850

2013 2014 2015 2016 2017

No.

of I

ncid

ents

per

100

,000

OBD

Physical violence to staff (per 100,000 occupied bed days)

9.778

5.8326.730

UCL

LCL

3

5

7

9

11

13

Jan-

13Fe

b-13

Mar

-13

Apr-1

3M

ay-1

3Ju

n-13

Jul-1

3Au

g-13

Sep-

13O

ct-1

3N

ov-1

3De

c-13

Jan-

14Fe

b-14

Mar

-14

Apr-1

4M

ay-1

4Ju

n-14

Jul-1

4Au

g-14

Sep-

14O

ct-1

4N

ov-1

4De

c-14

Jan-

15Fe

b-15

Mar

-15

Apr-1

5M

ay-1

5Ju

n-15

Jul-1

5Au

g-15

Sep-

15O

ct-1

5N

ov-1

5De

c-15

Jan-

16Fe

b-16

Mar

-16

Apr-1

6M

ay-1

6Ju

n-16

Jul-1

6Au

g-16

Sep-

16O

ct-1

6N

ov-1

6De

c-16

Jan-

17Fe

b-17

Mar

-17

Apr-1

7M

ay-1

7Ju

n-17

Jul-1

7Au

g-17

Sep-

17O

ct-1

7N

ov-1

7De

c-17

Jan-

18Fe

b-18

Mar

-18

Apr-1

8M

ay-1

8Ju

n-18

Jul-1

8Au

g-18

No.

of I

ncid

ents

per

1,0

00 O

BD

Incidents resulting in physical violence (Trustwide) - U Chart

29

Learning #1:Bring people together to share their experiences and start the conversation

Learning #2:

Involve the whole community.

Use creative techniques to enable people to express their feelings and hopes.

Learning #3:Find ways to keep it local and FUN!

Co-design the strategy…

Engagement of the system = joy in work!33

A structure for oversight and learning…

34

OU

TCO

ME M

EASU

RES

Trust-wide dataTower Hamlets data

Combined wards dataIndividual ward data

Key

0

50

100

150

05-J

an-1

4

13-J

an-1

4

29-J

an-1

4

29-J

an-1

4

12-F

eb-1

4

07-M

ar-1

4

30-M

ar-1

4

05-A

pr-1

4

19-A

pr-1

4

19-A

pr-1

4

22-A

pr-1

4

30-A

pr-1

4

01-M

ay-1

4

02-J

un-1

4

20-J

un-1

4

21-J

un-1

4

26-J

un-1

4

02-J

ul-1

4

09-A

ug-1

4

21-N

ov-1

4

08-M

ar-1

5

20-A

pr-1

5

06-M

ay-1

5

16-M

ay-1

5

Tim

e be

twee

n ev

ents

/ da

ys

Days between incidents resulting in staff injury (Acute wards only) - T Chart

UCL

LCL0

5

10

15

20

25

30

06-J

an-1

420

-Jan

-14

03-F

eb-1

417

-Feb

-14

03-M

ar-1

417

-Mar

-14

31-M

ar-1

414

-Apr

-14

28-A

pr-1

412

-May

-14

26-M

ay-1

409

-Jun

-14

23-J

un-1

407

-Jul

-14

21-J

ul-1

404

-Aug

-14

18-A

ug-1

401

-Sep

-14

15-S

ep-1

429

-Sep

-14

13-O

ct-1

427

-Oct

-14

10-N

ov-1

424

-Nov

-14

08-D

ec-1

422

-Dec

-14

05-J

an-1

519

-Jan

-15

02-F

eb-1

516

-Feb

-15

02-M

ar-1

516

-Mar

-15

30-M

ar-1

513

-Apr

-15

27-A

pr-1

511

-May

-15

25-M

ay-1

508

-Jun

-15

22-J

un-1

506

-Jul

-15

20-J

ul-1

5

No.

of I

ncid

ents

per

100

0 O

BD

Incidents resulting in Physical Violenceper 1000 occupied bed days (OBD) - U Chart

UCL

LCL0

5

10

15

20

06-J

an-1

420

-Jan

-14

03-F

eb-1

417

-Feb

-14

03-M

ar-1

417

-Mar

-14

31-M

ar-1

414

-Apr

-14

28-A

pr-1

412

-May

-14

26-M

ay-1

409

-Jun

-14

23-J

un-1

407

-Jul

-14

21-J

ul-1

404

-Aug

-14

18-A

ug-1

401

-Sep

-14

15-S

ep-1

429

-Sep

-14

13-O

ct-1

427

-Oct

-14

10-N

ov-1

424

-Nov

-14

08-D

ec-1

422

-Dec

-14

05-J

an-1

519

-Jan

-15

02-F

eb-1

516

-Feb

-15

02-M

ar-1

516

-Mar

-15

30-M

ar-1

513

-Apr

-15

27-A

pr-1

511

-May

-15

25-M

ay-1

508

-Jun

-15

22-J

un-1

506

-Jul

-15

20-J

ul-1

5

No.

of I

ncid

ents

per

100

0 OB

D

Incidents of Physical Violence (Acute wards only) per 1000 occupied bed days (OBD) - U Chart

UCL

LCL0

20

40

60

80

100

06-J

an-1

420

-Jan

-14

03-F

eb-1

417

-Feb

-14

03-M

ar-1

417

-Mar

-14

31-M

ar-1

414

-Apr

-14

28-A

pr-1

412

-May

-14

26-M

ay-1

409

-Jun

-14

23-J

un-1

407

-Jul

-14

21-J

ul-1

404

-Aug

-14

18-A

ug-1

401

-Sep

-14

15-S

ep-1

429

-Sep

-14

13-O

ct-1

427

-Oct

-14

10-N

ov-1

424

-Nov

-14

08-D

ec-1

422

-Dec

-14

05-J

an-1

519

-Jan

-15

02-F

eb-1

516

-Feb

-15

02-M

ar-1

516

-Mar

-15

30-M

ar-1

513

-Apr

-15

27-A

pr-1

511

-May

-15

25-M

ay-1

508

-Jun

-15

22-J

un-1

506

-Jul

-15

20-J

ul-1

5

No.

of I

ncid

ents

per

100

0 OB

D Incidents of Physical Violence (PICU's only)per 1000 occupied bed days (OBD) - U Chart

UCL

LCL0

1

2

3

4

5

6

7

06-J

an-1

420

-Jan

-14

03-F

eb-1

417

-Feb

-14

03-M

ar-1

417

-Mar

-14

31-M

ar-1

414

-Apr

-14

28-A

pr-1

412

-May

-14

26-M

ay-1

409

-Jun

-14

23-J

un-1

407

-Jul

-14

21-J

ul-1

404

-Aug

-14

18-A

ug-1

401

-Sep

-14

15-S

ep-1

429

-Sep

-14

13-O

ct-1

427

-Oct

-14

10-N

ov-1

424

-Nov

-14

08-D

ec-1

422

-Dec

-14

05-J

an-1

519

-Jan

-15

02-F

eb-1

516

-Feb

-15

02-M

ar-1

516

-Mar

-15

30-M

ar-1

513

-Apr

-15

27-A

pr-1

511

-May

-15

25-M

ay-1

508

-Jun

-15

22-J

un-1

506

-Jul

-15

20-J

ul-1

5

No.

of I

ncid

ents

per

100

0 O

BD

Incidents resulting in staff injuryper 1000 occupied bed days (OBD) - U Chart

0

20

40

60

10-J

an-1

421

-Mar

-14

27-M

ar-1

422

-Apr

-14

26-J

un-1

420

-Jul

-14

06-A

ug-1

425

-Aug

-14

29-S

ep-1

430

-Oct

-14

12-N

ov-1

420

-Nov

-14

29-N

ov-1

420

-Dec

-14

21-D

ec-1

407

-Jan

-15

11-J

an-1

513

-Jan

-15

03-F

eb-1

514

-Feb

-15

23-F

eb-1

521

-Mar

-15

23-M

ar-1

527

-Mar

-15

17-J

un-1

529

-Jul

-15

Tim

e be

twee

n ev

ents

/ da

ys

Days between incidents resulting in staff injury (PICU's only) - T Chart

A measurement system for learning…

35

Build local control systems to sustain the gains…

Task Daily Weekly MonthlyAs required Tools required

Put dots on the safety cross as an incident happen on the ward x Red/Orange/Green/Purple dots or pensDefinition of incident types (colour dots)

Change the safety cross (frequency depends on type of safety cross used by the ward) x x Printed copies for daily or monthly safety crosses

Call/Participate/record safety huddle at least twice a day xSafety Huddle book

Follow up on safety huddle plans/actions x

Active/Lead/Guide/participate in safety discussion in community meetings x Bring safety cross to meeting

Participate in patient led safety huddles x

Have access to LifeQI for violence reduction data x LifeQi log insInduct new starters x Welcome packs

Everyone's Responsibilities

Modern Matrons/Ward Managers

Allocate who will input LifeQi data x

Present and interpret data to MDT/community meetings xLifeQi log ins

Allocate time in away days to discuss performance (review), compare to standards (reflect), and any actions required (react) to prevent detorioration

xData

Service Users

Participate in Service User led safety huddle x

Induct new service users to the ward x Welcome pack

Visual management boards

Ward, unit and Trustwidehuddles to review, reflect &

react36

Thank you!

@DrAmarShah

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Cincinnati Children’s and the Children’s Hospital Learning Network: Sharing Our ExperienceStephen Muething, MDChief Quality OfficerCo-Director, James M. Anderson Center for Health Systems ExcellenceProfessor of Pediatrics

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Cincinnati Children’s Snapshot Over 15,000 employees and 678 Beds More than 20 sites of care, >120 mental health

beds >1.2 million patient encounters Patients from 50 states and nearly 70

countries, employees from >90 countries >2600 students; >380 residents; >640 fellows >1200 new employees every year >100 continuous clinical trials

Vision:To be the leader in improving child health

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I know when to speak up.

SaferTogether

Safer Together: Safety Culture Awareness

Training curriculum

focuses on the

importance of

speaking up and

listening up.

• Head – I know when to speak up

• Heart – I feel safe to speak up

• Hands – I have the skills to

effectively speak up and listen up

4141

Failure Mode Effects Analysis

• Situation awareness – prediction and preparation

• Care model design

• Catalyzing enhanced partnership with the community

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Solutions for Patient Safety

44

>140Children’sHospitals

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Working together to eliminate serious

harm across all children’s hospitals

OUR MISSION:

Solutions for Patient Safety

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All Teach, All Learn45

Senior Leadership Best Practices

• Making patient and workforce safety foundational

• Safety as an investment rather than a cost

• Transparent learning system

46

Thank you

47

Through the CNO LensMary Beth Kingston, PhD, RN, FAAN

Few Stats

• One in four nurses report being assaulted

• Up to 80% of workplace violence incidents affecting nurses go unreported

• 13% of missed workdays can be attributed to workplace violence

(ANA End Nurse Abuse, 2018)

BUHD Behaviors

BullyingUnreasonable behaviour that creates risk to the physical or mental health or safety of an

individual

Undermining Behaviour that has undermined

professional confidence and/or self-esteem

HarassmentUnwanted conduct related to a relevant protected characteristic, which has the

purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading,

humiliating or offensive environment for that individualDiscrimination

Unjust or prejudicial treatment of an individual with a particular

attribute or personal characteristic which can be legally protected

Impact is Well Documented

• Dependent on type of injury - may be minor, long-term, death• Lost individual productivity• Decreased wages• Career impact • Stress and psychological effects further impacting health – fear and anxiety in

workplace• Increased organizational costs: turnover/worker’s comp

Systems Approach – Linked with Patient Safety

Requires organization commitment and infrastructure

• Only 50% of hospital and health system board respondents had knowledge of

risks to workforce safety and awareness of dashboards that measure harm to

team members

• Press Ganey Survey of CEOs and senior leaders, none listed workforce

safety in their proposed metrics to support safe, high quality care.1 - NPSF Survey

2- Press Ganey Survey

Implementation Guide - NAP

Every health care organization has a detailed violence prevention program:

• Assessment

• Risk mitigation/prevention (including training and proactive planning)

• Defining behaviors and reporting

• Monitoring, trending, action

• Support

Advocate Aurora Health Journey

• Organizing structure

• Link with patient safety

• Lessons learned

• Progress to date

Questions?

Please use chat to

“Everyone” for

discussion questions Raise your hand

Select chat recipient

Enter text

IHI Patient Safety CongressMay 11–13, 2021

#IHICongress

ihi.org/Congress

Thank you!