This document summarizes programs and strategies to reduce Methicillin-resistant Staphylococcus aureus (MRSA) infections. It discusses the creation of an electronic infection control network across Indianapolis hospitals to track over 17,000 patients with a history of MRSA. Through collaborative initiatives involving multiple hospitals, MRSA rates were reduced by 60-85%. The strategies discussed include fostering organizational change, engaging frontline staff, implementing standardized processes, and using data to document impact and disseminate effective practices nationally. The presentation emphasizes that change initiatives require both top-down support and bottom-up engagement from staff.
Steven Asch Fostering Transformational Change In An Integrated System
Programs to Reduce MRSA Infections at Healthcare Facilities
1. Programs to Reduce MRSA infections Symposium on Healthcare Associated Infections UT Southwestern Medical Center Dallas, Texas Saturday, August 28, 2010 Brad Doebbeling, MD, MSc Professor of Medicine, Epidemiology, & Biomedical Engineering, Indiana University School of Medicine Senior Scientist, IU Center for Health Services Research, Indianapolis VA COE, Regenstrief Institute, Indianapolis Award Number: HHSA290200600013I, Task Order No. 4
11. Panarchy or Ecocycle Model of Change Maturity Renewal Creative Destruction Birth For more information on the ecocyle go to http://www.plexusinstitute.org/edgeware/archive/think/main_aides9.html
12. Institutional level A change in culture A change in laws A change in resource distribution/availability Organizational level A change in strategiesA change in procedures A change in resource distribution/availability Network or group level A change in conversation A change in routine A change in resource commitment or influence Individual level A change of heart A change of habits A change of ambition “Getting To Maybe: How the World is Changed” Frances Westley, Brenda Zimmerman, Michael Patton, 1996, Random House Canada
20. Unique Strategy for Sustained Organizational Change Combining Lean and Positive Deviance Lean from manufacturing Major QI Approach in Healthcare Positive Deviance (PD) Experts within organization Opportunity to learn & innovate- Challenges and synergies
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22. Technique to engage front line staff in owning & improving processes and sustaining change
33. Discovery & Action Dialogues Seven facilitators trained in the first month Jumped in the deep water with 20 minutes of training
34. Transmission Disaster Response Teams Transmission Disaster Response Teams D&ADs dialogues and leader rounds linked with specific transmission cases to build collective mindfulness within and across units.
35. Sharing Results Community briefing Making sense of maps on the units Clinical leaders Admin leaders Where am I? Is our network smarter than MRSA?
36. Social Network Mapping + Culture Survey Dreaming up & researching questions Social networking software Creating a “family of measures”
37. Social Network Analysis Reveals communicative patterns of complex groups and teams Identifies the strength and frequency of connections (e.g., with whom and how often do you communicate about reducing MRSA) Describes current network in general & MRSA Bundle implementation in particular
38. Whom would you like to include or see involved in future MRSA prevention work?
39. Organizational Benefits of Change Staff developed skills and processes Documented, standardized processes Isolation signs and chart stickers Documented protocols for Active Surveillance & Prevention Patient, family and staff education materials and methods
40. Partnering in Data Collection, Analysis, Reporting Document impact in standardized language Characterize efforts and strategies that work and disseminate nationally Engagement of teams & coaches planning and conducting Dissemination strategies- capturing stories, social networks, engagement, outcomes
41. Document ROI Impact Reduction in MRSA isolates in an ICU Literature Cost Savings (per Infection): $ 6,916 - $35,000 Active Surveillance & Precautions Cost: Max $ 610 per infected patient (10%) Methods challenging Working with teams (& CFOs) to capture these data in meaningful way Source: The Impact of Methicillin Resistance in Staphylococcus AureusBacteremia on Patient Outcomes: Mortality, Length of Stay, and Hospital Charges, Cosgrove, et al, February 2003
50. • “Collaboration” – What does it mean? “Alone we can do so little; together we can do so much.” – Helen Keller “Strength is derived from unity. The range of our collective vision is far greater when individual insights become one.” – Andrew Carnegie “Collaboration equals innovation.” - Michael Dell
56. Testing Spread and Implementation of Novel MRSA-Reducing Practices HHSA290200600013 (Current)
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Hinweis der Redaktion
Collaborative unique nationally as an opportunity to learn from electronically and culturally interconnected system of hospitals (INPC) and international consortiumReduced rates of up to 60-85% in Pittsburgh VA, RWJ Sites, and our phase 1 using similar methods
Combining Lean Techniques (Lean) and Positive Deviance (PD) strategiesLean historically used in manufacturing industry, but increasingly used with much success in healthcarePositive Deviance (PD) recognizes that the experts are within an organization Opportunity to learn- challenges and synergies in combining approaches
Reveals communicative patterns of complex groups and teams Identifies the strength and frequency of the connections between members (e.g., with whom and how often do you communicate about reducing MRSA)Describes the current social network for work in general and the MRSA Bundle implementation in particular
Future, All
Reduction in MRSA isolates in an ICU Literature Cost Savings (avoidance) per Infection: $ 6,916.00 - $35,000Active Surveillance Cost & Precautions max 10% of infection cost at $ 610 per patientMethods challengingWe want to work with you (and CFOs) in capturing these data in meaningful way informed by your institutional perspectives
Staff Satisfaction- that they can actively prevent disease, morbidity, and mortalityStaff Satisfaction- that they are national leaders in a clinical activity at the HEART of nursing (Nightingale)