3. Ja
10
12
0
2
4
6
8
n-
08
Ap
r- 0
8
Ju
l-0
8
O
ct
-0
8
Ja
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09
Ap
r- 0
9
Ju
l-0
9
O
ct
-0
9
Ja
n-
10
Ap
r- 1
0
Ju
l-1
0
O
ct
-1
92% reduction
0
Ja
n-
11
Ap
r- 1
1
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1
4. Delivering Quality in Primary Care
“Design and implement a Patient Safety
Programme in Primary Care”
• Why ?
• Who?
• What ?
• How?
5.
6.
7.
8.
9.
10.
11. PATIENT SAFETY IN PRIMARY CARE - WHY
BOTHER?
• High Volume
• Increasingly complex
• Real harm – adverse events in primary care cause:
– 12% of Admissions to hospital Quality and Safety in Healthcare April
2007
– 5.5% of Deaths in hospital To Err is Human, 1999
• 76% of incidents in primary care are preventable Med Journal
Australia ; 169 ; 73-6)
12. How Safe are we?
• Consultations 98% safe
• Adverse Event rate1- 2% Consultations
• More with frail elderly
• 300 million consultations in UK pa
“Absolute number of those harmed may be just as
large or greater than secondary care” Health
Foundation 2011
13. Statistics- Commission
• 11% prescriptions contain errors
• In a care home - 50% chance of ADE
• High risk prescribing
14.
15. Omission
Lack of reliable care
• Methotrexate – 12% not monitored
• Mix of strengths 30%
• Prescribed daily
16. Causes of harm
• Drug adverse events
• Medication errors
• Delayed diagnosis
• Clinical error
• Administration errors – Results – Med rec
• Communication
17.
18. 6048 prescriptions
• 95% Prescriptions are safe
• 1 in 20 have an error
• 1 in 550 serious error
• 9 out of 11 from Warfarin
• Processing errors not knowledge
• Human factors
19. Why?- Human Factors
• Time pressures
• Frequent distractions and interruptions
• Blood monitoring errors
• Little training
• Team communication
• IT Issues
• Interface communication
22. Aims
• To enable 50 Primary Care teams to:
1. Identify and reduce harm to patients
2. Improve reliability of care for patients
On High Risk Medications
With Heart Failure
3.Develop safety Culture
4.Involve Patients in QI
26. Reliable Care - Care Bundles
4 or 5 elements of care
Evidence based
Across Patients Journey
Creates teamwork
Done reliably
All or nothing
Small frequent samples
27. DMARDS
Full blood count in the past 6 weeks?
Abnormal results acted on?
Review of blood tests prior to issue of last
prescription?
Had pneumococcal vaccine?
Asked re side effects last time blood was
taken?
30. Warfarin - Bundle
Warfarin dosing followed current local guidance?
Patient informed of the warfarin dose and date of next
test
Patient been taking the advised dose since last blood
test?
INR is taken within 7 days of planned repeat INR?
Face to face education recorded every 12 months?
5 patients per fortnight
All or nothing measure
31. Warfarin Bundle Compliance
Overall Warfarin Bundle Compliance (Wave 1)
100%
80%
60%
40%
20%
0%
28th 14th 28th 11th 25th 9th 23rd 6th 20th 4th 18th 1st 15th 29th 12th 26th 10th 24th 7th 21st 5th 19th 2nd
Feb Mar Mar Apr April May May June June July July Aug Aug Aug Sept Sept Oct Oct Nov Nov Dec Dec Jan
33. “The care bundle was useful
because it identified gaps”
“You can see week by
week, month by
month, whether or not you are
showing any improvement, we
seem to be improving and
that’s good”
34. Improvements
• Optimised care
• Guidance/ Templates
• Blood monitoring /Recalls
• Reduced variation
• Patient Education and Self management
• More efficient
• Less Stress!
35. Greater efficiency & confidence in
practice procedures
“shortly after starting there seemed to be these
patients in my messaging system all the time
and that now seems much more manageable”
36. Less Stress for some staff in their job
• “Staff member X who manages the
register and the recall for these patients,
it caused her an enormous amount of
stress prior to the programme”
“ Now that the programme is much more
streamlined and she feels more
confident and has taken much more
clinical responsibility”
37. Staff time-saving - patients being more
proactive
“staff member X doesn’t have to continually
phone people up every month, that is
quite a time saver for her, patients are
now more coming in cause they
understand the consequences potentially
of the side effects of the potential toxic
drugs”.
38. Reduction in tests per patient
Tests per Patient
2.5
2
1.5
1
0.5
0
May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11
39.
40. The Trigger Tool and GP
Detecting Harm in Primary Care
Where is all this harm?
What are we going to do about it?
Dr Gordon Cameron
GP / Patient Safety Advisor
41. Not In My Back Yard?
11% of maintenance logs show significant
errors which could jeopardize safety
Around 2% of worker shifts end with the
potential for a significant adverse event
In the satellite workshop setting there is a
50% chance of a safety log containing a
significant deviation from protocol
More than 60,000 visitors a year spend time
in the “high risk zone” of this facility
42. But This IS Our Back Yard …
5% of UK GP prescriptions contain the
potential to harm the patient
Around 2% of consultations end with the
potential for a significant adverse event
In the care home setting there is a 50%
chance of a Kardex containing a significant
drug interaction
More than 60,000 patients in Scotland each
year receive a “high risk prescription” –
methotrexate, warfarin etc
43.
44. Prescribing
targets
Interruptio
Email ns
Emergencies
Meetings
Personal
Stress
Phone
calls
Personal
Health
Fatigue
45. If pilots had the same working day as GP’s …
…….. Would you get on a plane ?
55. Experience so far…
Generally received positively
• “It has been overall very positive, it
has been a fantastic tool”
56. “Seemed a bit intimidating when we first had it
presented to a large group … much easier to use in
practice … it’s a remarkably effective tool for
reflective analysis on patient safety and other clinical
issues …has created a lot of interest from other
doctors in the practice as a tool for professional
development and for appraisals”
57. Experience
• Quick – about 90mins to review 20 sets of notes
• Finding harm not previously indentified – and that
would not have been otherwise identified
• Focus for Improvement
• Cultural change
• Need training and support
• Not for measurement
58. Frequent Themes
• Missing Read codes
• Huge variation in what doctors thought the
“allergy” or “adverse reaction” codes were
for
• Often the most valuable safety lessons
were in patients who had no triggers found
in their notes
• It’s led to big changes in my practice
59. Trigger Tool or SEA
• SEA • Trigger tool
– Can only be used in – Can pick up near miss
cases where harm has cases where no harm
already occurred actually occurred
– Needs a lot of writing – No formal writing up
up needed
– Very reliant on the – Less threatening
clinician feeling able – A more powerful tool
to share for changing individual
– Can be threatening ways of working
60. That’s the good news
• We know harm exists
• We know what it looks like
• We know how to find it
• We’ve got a strategy to deal with it
67. Workload
Average this year 4.5 Last year 5.0
Other practices average = 4.7
Leadership
Average this year 5.8 Last year 5.8
Other practices average = 5.8
Teamwork
Average this year 5.5 Last year 5.6
Other practices average = 5.4
Safety Systems and Learning
Average this year 5.2 Last year 5.5
Other practices average = 5.6
68. Communication Category:
Our average 2010 = 4.4 out of a possible
7.0
Our average 2011 = 4.2 out of a possible
7.0
Average for all other practices 2011 = 4.8
69. Doctors and managers
Scored the communication category questions
at
5.7
70. Doctors and managers
Scored the communication category questions
at
5.7
Non managers
Scored the communication category questions
at
3.5
71. Team members feel free to question the decisions of those with
more authority
Our score 0.6 less than the average
Team members are comfortable expressing concerns to
leadership about how things
are done
Our score 0.7 less than the average
There is open communication between team members across all
areas in the practice
Our score 0.5 less than the average
Team members are kept up to date about practice developments
Our score 0.4 less than the average
The practice leadership communicates its vision for practice
development
Our score 0.2 less than the average
77. Team Resource Training
Team members feel free to question the decisions of those with more authority
Assertiveness
Team members are comfortable expressing concerns to leadership about how things
are done
Assertiveness
There is open communication between team members across all areas in the practice
Communication
Team members are kept up to date about practice developments
Awareness
The practice leadership communicates its vision for practice development
Leadership
81. Overall Challenges
• Understanding
• Time Pressures
• Competing priorities
• Staff and IT changes
• Team Involvement
• Resources and remuneration
• Practice environment - culture
82. Overall Successes
• Increased Knowledge and skills
• Improved Patient Care
• Safer Systems
• Improved Team-working
• Real Patient Involvement
• Less stress
• Greater Efficiency and confidence
83. Overall
• 82% say the programme has benefited
their practice
• 75% say the Programme has improved the
safety culture of their practice
• 81% say they plan to continue using SIPC
tools/procedures
85. “Look at areas of major clinical risk to patients as they
move across the health system.”
• Medication Reconciliation
• Results handling
• Communication after outpatients
86. Experience so far…
• Literature review
• Process mapping
• Areas of risk
• (un)Reliable processes
• Measures
• Improvement in practices and interface
91. “Design and implement a Patient
Safety Programme in Primary
Care”
Start with GP Practices, Community Nurses
and Pharmacy
92. Patient Safety in Primary Care
Programme - 3 Workstreams
• Safer Medicines
• Safe and reliable patient care across the interface and at
home
• Safety Culture and Leadership
93. Safer medicines
• Safe and reliable prescribing, monitoring and
administration of high alert medications
e.g.DMARDs Warfarin Insulin Lithium
• Reducing high risk prescribing – data/alerts
• Reliable Medication Reconciliation
94. Safe and Reliable Patient Care across the
Interface and at home
Reliable:
• Medication Reconciliation
• Management of test results
• Communication at point of referral
• Handling written communication
95. Identify risk and reduce harm for vulnerable frail
adults in the home care setting
Reducing harm from:
• Falls
• Pressure ulcers
• Catheter associated UTIs
96. 3. Safety Culture and leadership
Ensuring:
A culture of safety and learning
e.g. Trigger tools, climate surveys safety walk rounds
Organisational learning from SEAs
Capacity and capability to support the programme
Patients become partners in making care safer
97. Patient Safety in Primary Care
Programme - 3 Workstreams
• Not all at once
• Menu
• Build over time
• Boards and practices prioritise
98. Implementation Plan
• Communication
• Engagement
• Capacity Building
• Measurement
• Method ??
• Central support
• Linkage – Prescribing - RTC
• System changes – IT – Pharmacy
• Reporting and Evaluation
99. Successful implementation needs..
• To Build on the professionalism of front line staff
• Prioritised within existing and adapted GMS contract
• Alignment with GP Appraisal and Revalidation
• Commitment of boards
100. Boards need…
• Executive buy in and championing
• To Prioritise this programme
• Dedicated clinical leadership, QI and pharmacy support
• Build knowledge and skills
• PLT
101. In Return …
• Fewer adverse events
• Fewer Admissions
• Fewer Falls/ UTIs/Pressure ulcers
• Improved Interface working – SPSP
• Engage with Primary care
102. How can we make sure the Boards are
facing the right way …?
103. How might the current GP Contract support
patient safety?
Patient safety is a core responsibility of all staff
BUT
Ensure key high risk processes are done safe and reliably
Highlight these within the GMS contract.
104. GP Appraisal and Revalidation
• The Trigger Tool (structured case review)
• Safety Climate Survey
• Care bundles
• Reliability Data - test results and medication
reconciliation
• High risk prescribing
105. Why Bother?
• “Houston we have a problem”
• By Improving safety we will have :
• Safer care
• Confidence in systems – less waste
• Fewer things going wrong
• Less stress
• Improved interface working
• Greater Capacity