View All Commitments

What does it Mean to Make a Commitment?

We don’t ask for a financial contribution to join our Movement because we are looking for organizations to Take Action! We ask that you recognize the severity of the challenges facing your organization today and make a Commitment to solving the issues at hand by eagerly contributing to enduring solutions.

Rather than directly implementing projects, the Patient Safety Movement facilitates action by helping committed organizations connect, collaborate and make effective and measurable Commitments to Action. A commitment expedites action through accountability and shared learning.

Specifically, we ask you to implement at least one of the Actionable Patient Safety Solutions (APSS), developed collaboratively by the Patient Safety Movement and other healthcare leaders, or develop your own commitment to a different challenge. New commitments are highlighted at our annual Summit and organizations that make a commitment are offered special access and savings at the event.

Proactive healthcare organizations dedicated to improving patient safety at their institutions set the stage for action at our annual Summits by establishing their own Commitments. Below are their actionable commitments to reduce preventable patient harm and death within their own organizations.

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Commitment Updates

UCI Health

Challenge 2A-Hand Hygiene View Commitment

Challenge 2A-Hand Hygiene - Update - 10.04.19 View Update

UCI Health

Challenge 2A-Hand Hygiene – Update – 10.04.19

Contact Info

Name William Wilson, MD

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
• Developed an electronic application in partnership with APIC, GoJo, HQI/HRET to track hand hygiene. This app allows UCI to provide real time feedback and data with unit specific compliance by job role, by the WHO 5 Moments, by discipline. It also enables us to feedback where our misses are with more specificity such as misses before gloving, after gloving, between a task, after contact with environment, poor technique, etc… • Data is collected by name in our Operating Room areas. This is posted in their workrooms to provide full transparency, as well as shared at the physician committees and followed up by their leadership. For areas outside the OR, physician teams and program directors receive unit specific data delineated by Attending, Resident/Fellow, and Medical Students with an expectation for each lead to provide follow up and improvement. • Implemented a more robust observation network that covers the entire span of the hospital and higher risk ambulatory areas, and includes all job roles. The observers cannot be part of this team unless they complete a formal, in person, didactic and training course. They also must commit to at least one year minimally. This provides us with standardized observation definitions and standardized observers. There is a specialized team that has been incorporated into this group that acts as our inter-rater reliability validators. Their data can be separated and used when there are any discrepancies noted. • UCI is in the process of changing out all of our hand gels and soaps to a more superior product line. After a lengthy trial with front line staff, their feedback helped decide on our new products. By installing products that are more skin friendly and staff approved, we hope to increase frequency and compliance through higher staff satisfaction. • In addition to being included in individual unit goals, hand hygiene has been our organization wide goal for 2 consecutive years now which sends a very clear and very strong message across the UCI campus that our senior leadership is in full support as to it’s importance and holds us all accountable for improvement.

Commitment Update:
At UC Irvine Health, the GOJO application was launched in July 2015 and is still actively being used. Compliance reports by location and job disciplines are sent out monthly to unit managers, Medical Directors, and Senior Leadership. Data is also reported to the Epidemiology & Infection Prevention Committee. Data outside of the OR continues to be analyzed to the unit specific level, and furthermore, broken down by type of clinician, Attending, Resident/Fellow, and Medical Student. In the Operating Room, data is reported by name and job discipline and is sent out monthly to the perioperative leaders and Senior Leadership. All hand hygiene data is also reported to the Epidemiology & Infection Prevention Committee. Observers continue to be trained by Infection Prevention to perform hand hygiene observations focusing on the opportunities in the WHO 5 moments for hand hygiene. A separate “inter-rater” reliability team continues to spot check validate. Hand hygiene observations are also performed by trained observers in high risk ambulatory procedural areas. Outside of the high risk ambulatory locations, hand hygiene feedback is provided by the patient after their exam or care using a questionnaire on an electronic tablet. As of January 2019, UC Irvine Health has adopted new hand sanitizer and soap line based on staff feedback. The previous placement of the products were reevaluated and strategic modifications were made to increase accessibility and convenience.

Your commitment aligns with APSS
Challenge 2A - Hand Hygiene

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
UC Irvine Health provides annual training on hand hygiene expectations, and provides constructive feedback to staff on how to improve performance. UC Irvine Health conducted a large trial for selection of new hand hygiene products. The products were trialed by various frontline staff across the organization, and their feedback was evaluated, and highly considered in the product selection. Units were also involved in product placement to ensure accessibility to the products. By installing products that are more skin friendly and staff approved, we hope to increase frequency and compliance through higher staff satisfaction. Leadership supports an ongoing, standardized hand hygiene observer training program. The observers are given dedicated time to perform quality observations. The inter-rater reliability process, with independent validators, ensures that the data collected is accurately representing hand hygiene performance. Ambulatory leadership supports a robust hand hygiene program. Clinics are risk stratified by type of treatment being performed, and an appropriate methodology for collecting the data is applied. For example, a combination of trained observers, patient responses, and patient satisfaction surveys have been implemented across the ambulatory clinics.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Challenge #14: Preventing Falls View Commitment

Challenge #14: Preventing Falls - Update - 10.05.19 View Update

UCI Health

Challenge #14: Preventing Falls – Update – 10.05.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
We have periodical Assessment of our existing fall prevention program, including tools, interventions, and outcomes. We have been modifying our program based on evidence provided by research and trends from analyzing our own data. Employees have Computer based training as well as selected events are shared with and presented at the unit practice council and the division council. We have been debriefing falls for the last 7-8 years, where the team immediately meet after a fall and use a form to guide staff in the debrief process. Falls data are collected and analyzed by the Falls Prevention PI team every month (ACA). Recommendations are made based on the outcomes and findings of the ACA. Fall Prevention PT team is a multidisciplinary lead by a clinical nurse specialist, and nursing director. Members are: nurse managers, staff nurses, nursing AIDs, Physical therapy, MD, and Risk management. Each unit has a fall champion whose goal is to monitor fall trends and provide education as needed. One of our champions conducted a survey where she interviewed all patients at risk for falls to know if they knew why they are at risk for falls and what do they need to do to prevent a fall and injury. Based on that survey we modified our education to teach back method. We based our intervention on our analysis of the trends and any specific findings. A nurse, a manager or a designated person will present the falls of their unit to the PI team and a discussion will take place on what was done and how to improve conditions for patients. One of the mandatory interventions is for staff to be within arm reach of the patient who is deemed at risk during the critical times (toileting, ambulation, and transfer). Video monitoring, bed alarms, gait belts, Posey alarms, non-slip cushions, and more tools are available for staff to utilize to protect patients based on their unique situation and plan of care. Post fall algorithms identify post fall assessment, and monitoring required by staff. Falls data are reported to CALNOC and NDNQI and results are shared with staff and managers.

Commitment Update:
We continue to practice out the above mentioned activities, in addition we have modified our fall prevention tool based on the most current literature, and we also gave nurses the ability to override the tool if and when they feel the patient is at risk and the tool is not capturing the risk. We also updated our policy and spelled out all the expectations in all different setting, like ED, Psych, outpatient and inpatient to make it easier for staff to find their area of practice guideline. Our Fall Prevention PI team is discussing with infection control, environmental and upper management to change the floor material for the showers in the DH to make it more resistant and less slippery. We will continue to monitor and report findings to make sure our patients remain safe.

Your commitment aligns with APSS
Challenge 14 - Falls and Fall Prevention

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
We have learned that it takes a village to prevent a fall and will need all discipline to be involved to assure the safety of our patients. We also learned that patients need to be assessed frequently to remove those who are not at risk any more to focus efforts on those who are at risk. We may not know the number of lives we saved but we know that all the efforts we put in place has kept our patients safe.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -63
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 63	Lives Spared Harm Target for following calendar year
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 63	Projected Target of Lives Saved for following calendar to try to finish commitment
	New Lives Lost (lives lost – actual lives saved) -63

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Challenge #1: Improving Safety Culture View Commitment

Preventing CLABSI View Commitment

Preventing CLABSI - Update - 10.04.19 View Update

UCI Health

Preventing CLABSI – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
- Use a standardized process, including a checklist for central line insertion - Use a standardized kit and process for central line dressing changes - Use chlorhexadine (CHG) for patient bathing - Use a systematic process to daily access the central line insertion site and need for removal - Develop and implement use of materials to promote peer to peer hand hygiene accountability CLABSI core improvement team is in place. CLABSI cases provided to unit manager and Medical Director for review. "1,2,3… Count w/Me" continuing in 2018. OC Shield Project housewide - CDC public healthcare initiative targeting reduction of MDROs across the healthcare continuum through decolonization with CHG bathing and nasal iodophor for all adult ICU and contact isolation patients. Nursing educators providing support with the central line care best practices with roving cart education ongoing. Central line rounds conducted on outlier units focusing on insertion site and dressing appearance. CLISA is being transitioned into Epic.

Commitment Update:
Used a systematic process to evaluate central line insertion site and daily assessment for removal; Documentation embedded in Epic. Implemented institution wide scrub the hub practice with nurse and patient/family participation. Daily chlorhexidine bathing and nasal iodophor decolonization for all adult ICU and contact isolation precaution patients. Central line rounding in outlier units. Targeted PI on units with outlier CLABSI performance. Development of an apparent cause analysis form to review CLABSI cases; in progress. New central line dressing product was implemented throughout organization. Central line education video assigned to nursing staff annually. In late 2017, the medical record program transition to Epic resulting in loss of functionality / processes related to central line documentation and central line assessment communication. CLABSI cases were at an all time low in the last 3 months of 2018, with 1 case housewide. CLABSI Performance Improvement Team is active. CLABSI cases provided to unit manager and Medical Director for review.

Your commitment aligns with APSS
Challenge 2F - Central Line-associated blood stream infections (CLABSI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Supporting compliance with basic best dressing practice has been a key focus in efforts to sustain CLABSI reduction. Staff desire visual demonstrations for appropriate use of products and sequencing of dressing changes, therefore an in-house video was developed. This has helped keep practice consistent and expectations very clear. Dressing change policy has remained at once per week and as needed. This scheduled systematic approach supports accountability and consistency.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Preventing CDI View Commitment

Preventing CDI - Update - 10.04.19 View Update

UCI Health

Preventing CDI – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
PCR vs Toxin EIA testing validation in progress. Swabbing test validation (vs stool specimen); in progress. Clinician notification of inappropriate override C.diff orders in progress. Continued focus on hand hygiene compliance and environmental cleaning. Transitioning best practices into Epic to notify MDs of CDI ordering protocol.

Commitment Update:
Clinical teams and leadership are notified of each C. difficile case as it arises and opportunities for improvement are suggested/reviewed. Apparent Cause Analysis performed on every nosocomial C.difficile case. Analysis includes appropriateness of testing, informational technology gaps in electronic ordering, trends in admission source, and compliance with testing protocol. Ongoing clinician notification of inappropriate overrides for C.difficile orders. Validation of PCR/EIA toxin testing completed. Transitioned to 2-step PCR/EIA Toxin testing. Rectal swab testing completed; now in analysis phase. Best practices transitioned into Epic electronic medical record ordering pathway. This provides ability to monitor appropriateness of testing Initiative for improved EVS processes continue. Development of environmental services competency completed. Infection Prevention Dept and Environmental Services interrater reliability validation of environmental cleaning is in progress. In early phases of developing hand hygiene campaign with Marketing.

Your commitment aligns with APSS
Challenge 2E - Clostridium difficile infection (CDI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Multidisciplinary collaborative approach with interventions and improvement plans. Use your EHR to your advantage; hard stops or best practice alerts in EHR can significantly assist in preventing and monitoring over testing or inappropriate C.difficile orders.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Preventing SSI-Colon Surgery View Commitment

Preventing SSI-Colon Surgery - Update - 10.04.19 View Update

UCI Health

Preventing SSI-Colon Surgery – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Ongoing outcomes review and preventive measures implementation with Colorectal and General Surgery Chiefs. Reporting division and surgeon-specific data. Maintaining high compliance with pre-op CHG bathing. Standardization of alcohol-CHG containing skin prep use for colorectal patients. Issuing standardized patient wound care discharge education and transfer instructions. Implementation of mechanical bowel prep and oral ABs administration for elective colorectal resection cases. Revision of surgical prophylactic protocol in collaboration with the Antibiotic Stewardship Committee. A multidisciplinary Task Force with Colorectal Chief, CMO, Anesthesia, EIP and Quality Improvement. Task Force is looking into pre-op patient preparation (bowel prep with low residue diet and oral antibiotics), intra-op (increasing FiO2 to 80%), discharge measures (ostomy education, surgical site infection patient education).

Commitment Update:
Ongoing multidisciplinary implementation of colorectal perioperative surgical site infection prevention practices. • Overall high compliance with pre-op CHGx3 bathing has been achieved (2018 = 87%). • Carbo loading (Maltodextrin) trial conducted in September 2017 – February 2018 with positive impact on reduction of surgical site infection. • Ongoing mechanical bowel prep and oral antibiotics administration for elective colorectal resection cases (Miralax, Neomycin + Flagylx3). • High adherence to pre-operative surgical prophylactic antibiotics practices: appropriate choice, dose, administration timing. • High compliance with keeping patients warm in OR (2018 sample = 100%). • High compliance with alcohol-containing surgical skin prep (2018 sample = 100%). • Standardized use of abdominal wound closure tray. • Implemented use of PICO negative wound dressing when appropriate (high BMI pts). • Post-op CHG bathing compliance overall is high (2018 sample = 86%). Continued work on technique and application of CHG cloths over the incision line. • Assuring that standardized wound care instructions handout is issued consistently. • Working on assuring high oxygenation intra-op (FiO2). • Trialing intra-op surgical wound 0.05% CHG irrigation/lavage. • Sharing best practices among General Surgery Divisions, ongoing surgical site infection (SSI) cases review with Surgical Quality Committee.

Your commitment aligns with APSS
Challenge 2C - Surgical site infections (SSI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Multidisciplinary approach allowed to garner extensive expertise and secured the commitment for this patient safety/quality improvement effort. Detailed SSI cases review and internal reporting of compliance with the surgical site infection best practices helped to identify targeted interventions. Ongoing outcomes review and action plan updates at the Safety and Quality Crosswalk Task Force meetings assured consistent focus for performance improvement.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Preventing SSI-Abdominal Hysterectomy View Commitment

Preventing SSI-Abdominal Hysterectomy - Update - 10.04.19 View Update

UCI Health

Preventing SSI-Abdominal Hysterectomy – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Ongoing outcomes review and preventive measures implementation with GYN ONC Chief. Reporting surgeon-specific data. Re-enforcement of pre-op, intra-op measures, post-op care and discharge care practices: maintaining high GYN patient pre-op CHG bathing compliance. Standardization of alcohol-CHG containing skin prep use for GYN patients. Implementation of timely re-dosing of intra-op prophylactic surgical antibiotic with Anesthesia and Surgeon, include re-dosing assessment based on estimated case duration into Timeout process, and timing reminders for Anesthesia. Engage OBGYN department into additional measures to reduce the risk of surgical site infection: (1) development/implementation of standardized wound care discharge instructions; transfer instructions for GYN ONC patients; (2) development of criteria for application and use of negative pressure wound therapy (PICO dressing), patient PICO dressing discharge care instructions.

Commitment Update:
Ongoing multidisciplinary implementation of abdominal hysterectomy perioperative surgical site infection prevention practices. • Overall high compliance with pre-op CHGx3 bathing has been achieved (2018 = 84%). • Administration of bowel prep (Miralax) and oral antibiotics for surgical cases when colon resection is expected (abdominal tumor cases). • To align with American College of Obstetricians and Gynecologists (ACOG) and national medical professional organizations recommendations, medical center has implemented use of 4% CHG solution for perineal and vaginal surgical prep (July 2018). • High compliance with alcohol-containing surgical skin prep (2018 sample = 92%). • High adherence to pre-operative surgical prophylactic antibiotics practices: appropriate choice, dose, administration timing. Standardization of antibiotic selection: Ceftriaxone and Flagyl for cases that may involve bowel resection. Updating the Pre-op Order Set that is used to order the antibiotics. • High compliance with keeping patients warm in OR (2018 sample = 100%). • Ongoing efforts on implementation of Enhanced Recovery After Surgery (ERAS) protocol. • Abdominal closure trays for GYN ONC surgery that include new sterile gown, gloves, light handles and instruments have been implemented in February 2019. • Standardized technique for negative pressure wound dressings and negative pressure wound therapy placement (specified indications for use: BMI >35). • Working on increasing compliance with daily post-op CHG treatments while in house post-op. • Collaborative work with Anesthesiology Services to administer high FiO2 (80%) for cases that involve a bowel resection, extension of high FiO2 into recovery period via a facemask. • Assuring that standardized wound care instructions handout is issued consistently.

Your commitment aligns with APSS
Challenge 2C - Surgical site infections (SSI)

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Preventing CAUTI View Commitment

Preventing CAUTI - Update - 10.04.19 View Update

UCI Health

Preventing CAUTI – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
New suction canisters are now in-house to measure strict output for urine. Purewick device launched. Working with nursing students to perform potential observations for compliance with care (CDC CAUTI bundle). EMR work underway re: daily device necessity.

Commitment Update:
From the initial action plan, there have been multiple interventions that have been successfully implemented in an on-going effort to reduce Catheter Associated Urinary Tract Infections (CAUTIs). With consideration of providing the right tools for the job, efforts have been successful with providing both male and female external urinary devices that provide effective alternatives to indwelling catheters. After receiving buy-in and support from frontline staff, extensive education and awareness campaigns were completed to promote the usage of these new devices – which has resulted in an overall reduction in indwelling catheter usage. To assist with developing a collaborative, multi-disciplinary approach to CAUTI reduction, a CAUTI Performance Improvement (PI) team was formed with representatives from multiple specialties. The formation of this team has yielded the identification of a need for, and subsequently the completion of a Urinary Retention Algorithm to assist in guiding and standardizing the management of Acute Urinary Retention. Additionally, the CAUTI PI Team has developed and implemented a CAUTI rounding tool. This rounding tool is effective at removing indwelling catheters in a timely manner when no longer indicated, promoting critical thinking for possible alternatives available, and educating on best practices if an indwelling catheter is still required. Additional interventions that are also being employed include: Apparent Cause Analysis (ACA) when CAUTIs are identified; care review is presented to identify opportunities for improvement and inspire practice change; improved access and utilization of bladder scanners; EMR update to include assessment for device need; and, on-going nursing education on CAUTI prevention. The previously noted efforts, in conjunction with the strong foundational knowledge present at UCI Health, has led to a reduction in CAUTIs below the DHHS benchmark target.

Your commitment aligns with APSS
Challenge 2B - Catheter-associated Urinary Tract Infections (CAUTI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Throughout the on-going effort of CAUTI reduction, there have been a few key takeaways that are important to consider when implementing strategies. This includes involvement and inclusion of key stakeholders that represent multiple specialties, and different professions. The insight, practices, and general knowledge that these stakeholders provide from the different units is invaluable at identifying opportunities for practice improvement. As an example, representatives from the Operating Room and Emergency Department provided significant information that allowed for improvement in insertion technique at UCI Health. Additionally, the development of a standardized process to identify opportunities for timely removal of indwelling urinary catheters, the most effective method of reducing risk of CAUTI, is critical for establishing consistent practice. Some challenges encountered throughout the implementation of new strategies included: effective communication of the changes; and, comprehensive education of those affected stakeholders. Fortunately, having anticipated these challenges, effective mitigation strategies were developed as part of implementation strategies, and assisted in improving overall effectiveness of campaigns.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Improving Medication Harm Errors View Commitment

Improving Medication Harm Errors - Update - 10.04.19 View Update

UCI Health

Improving Medication Harm Errors – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
A Medication Safety Team is in place. All medication errors are reviewed for trends, severity of harm and actions for improvement. Opioid use is under review with the intent to reduce use as appropriate and to prevent ADEs related to opioid use.

Commitment Update:
Medication Safety Team continues to review medication errors reported by staff. ADEs related to opioid use are reviewed for opportunity to improve the system such as revising order sets for clearer Prescribing Instructions, dose limits,... The organization has focus on improving errors related to chemotherapy in the past year and has made significant improvement to the electronic health record as well as communication and workflow.

Your commitment aligns with APSS
Challenge 3A - Medication Errors

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Lessons learned: For chemotherapy: 1. Have as many orders and order sets/treatment plans pre-built and tested in the electronic health record as possible. 2. Have clear medication names and route with appropriate dosing prefilled for each route 3. Utilize hard stops for upper dosing limits when possible for high risk drugs, routes (such as intrathecal,...) Challenges: 1. New electronic health record so many workflows/processes need to be worked on. Staff is not as proficient in using the electronic health record. 2. Low number of reported incidents from staff

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Antimicrobial Stewardship View Commitment

Antimicrobial Stewardship - Update - 10.04.19 View Update

UCI Health

Antimicrobial Stewardship – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
An Antimicrobial Stewardship Program is established at UC Irvine Health. Implementing Vancomycin pharmacokinetic dosing per Pharmacy for patient safety. IV to PO conversions are being monitored on a monthly basis.

Commitment Update:
UC Irvine implemented Vancomycin Dosing Per Pharmacy program in January 2018 with the goal to further ensure the safety of vancomycin use for patients hospitalized at UC Irvine. According to Safety and Quality Information System (SQIS), a program used to track adverse events, there was zero report of vancomycin associated nephrotoxicity for 2018. A quality assurance process was also established and will be used to track nephrotoxicity associated with vancomycin.

Your commitment aligns with APSS
Challenge 3B - Antimicrobial Stewardship

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
When implementing new programs on patient safety, it is important to monitor and track associated outcomes to provide feedback to staff to ensure both compliance and safety, and to promptly identify new opportunities for improvement. The criteria that were built pre-implementation for performing staff to notify program manager(s) were beneficial, promoting effective communications.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Preventing Insulin-Induced Hypoglycemia View Commitment

Preventing Insulin-Induced Hypoglycemia - Update - 10.04.19 View Update

UCI Health

Preventing Insulin-Induced Hypoglycemia – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Multiple multi-disciplinary teams have been established to address this challenge. Events are reviewed and categorized as preventable vs non-preventable. Aim is to reduce preventable hypoglycemia among all patients (not just those associated with insulin). Insulin order sets have been developed to reduce occurrence of insulin-associated hypoglycemia. NPO order sets are in place and periodic re-education/reinforcement of use is ongoing. A hyperkalemia order set is also available for use.

Commitment Update:
The order sets are used widely. In 2019-2020 Glycemic Control Team plans to re-educate staff on appropriate insulin dosing and hypoglycemia prevention strategies. The team is also exploring a different approach: Nursing staff to perform carb count after meals so that nutritional insulin can be administered appropriately afterward.

Your commitment aligns with APSS
Challenge 3C - Severe Hypoglycemia

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
1. Decrease home dose insulin while the patient is admitted due to inactively and change of diet 2. Ensure a dextrose source is ordered for the patient when the NPO order is selected Challenges: 1. Patients may not eat the full meal as anticipated, so administering nutritional insulin dose prior to meal may result in overdosing and cause hypoglycemia. 2. Staff (new and existing) needs to be educated and re-educated on the subject.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Challenge 3D-Preventing Newborn and Pediatric Adverse Drug Events View Commitment

Challenge 3D-Preventing Newborn and Pediatric Adverse Drug Events - Update - 10.04.19 View Update

UCI Health

Challenge 3D-Preventing Newborn and Pediatric Adverse Drug Events – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Newborn and Pediatric adverse drug events and medication errors are reviewed monthly with a multi-disciplinary team. Aim is to decrease preventable errors and ADEs. Actions underway include: -The SQIS Incident Reporting system is utilized to report ADEs for analysis, trending and performance improvement -eMAR and barcoding for medication administration has been implemented -Standardized order sets are established which include pharmaceutical administration -CPOE has long been in place at UC Irvine Health; mechanisms for medication reconciliation, allergy checking, interaction and dose range checking with alerts exist in Epic -Pharmacist rounding, including double-check processes has been implemented for newborn and pediatric patients -Nurses review the MAR during their standardized hand-off process -Smart drug infusion pumps are utilized, with drug libraries appropriate to the population served -The EMR provides support for weight-based prescribing, compounding dispensing and administration, although further refinement would be beneficial in this area -

Commitment Update:
Multidisciplinary team continues to review ADEs reported to identify trends and opportunities for improving the system. All other actions are in place. UCI Health specific dosing reference for the NICU was added to the electronic health record so it is easier for all staff to double-check the appropriateness of each medication order. In 2019 the organization is looking into putting dosing hard stops for high risk drugs such as electrolytes, continuous drips,... in the electronic health record.

Your commitment aligns with APSS
Challenge 3D - Pediatric Adverse Drug Events

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Challenges: 1. Limited resource from IT to add the dosing hard stops into the electronic health record so project may take longer than desired 2. Small pediatric population so very small number of errors reported

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved)

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Preventing Failure to Rescue View Commitment

Improvement of Patient Blood Management View Commitment

APSS #6 Improving Hand Off Communications View Commitment

Improving Neonatal Oxygen Targeting View Commitment

Improving Detection of Critical Congenital Heart Disease View Commitment

Safer Airway Management View Commitment

Challenge 8B: Preventing Unplanned Extubations View Commitment

Challenge 8B: Preventing Unplanned Extubations - Update - 10.05.19 View Update

UCI Health

Challenge 8B: Preventing Unplanned Extubations – Update – 10.05.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Unplanned extubations have been tracked in the Neonatal ICU (NICU) since 2008. This is reported to the unit for tracking and intervention. Interventions have included elimination of inline suctioning, standardized ET tube holder, bedside safety practices such as two providers for high risk procedures such as suctioning, linen change, chest X-ray. A nursing project focused on unplanned extubations in the NICU population--findings indicated standardized roles and communication would be valuable; subsequent implementation of these practices has occurred. Housewide, a standardized ET tube holder has also been implemented, with isolated exceptions. Investigation is underway to determine if an EMR core data set from Epic is available for analysis and performance improvement. Data on unplanned extubations are also entered into our incident reporting system for review by Respiratory Care for trends. A difficult airway algorithm is in development to identify patients with known difficult airways. This year 15 additional ventilators were purchased with wave form capnography.

Commitment Update:
In the Neonatal ICU the unplanned extubation committee continues to meet to review all cases looking for trends and opportunities for performance improvement. To aid in better visibility of the endotracheal tube and ventilator circuit during surgery, the committee is reviewing the NICU's procedure for draping patients before surgery and evaluating different surgical drape products. In addition a bedside tool displaying the depth and size of the endotracheal tube has been implemented to increase awareness of correct positioning. Housewide, changes were made to the EMR for more detailed documentation on unplanned extubations. These modifications facilitate better data entry and ease of chart review, as well as regular reporting. In addition a difficult airway algorithm has been implemented to identify those patients with known difficult airways.

Your commitment aligns with APSS
Challenge 8B - Unplanned Extubation

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
A multidisciplinary approach has been the most valuable lesson learned. While modifications in practice made progress toward the goal, the most significant improvement began when the team had representation from all bedside disciplines including physicians, nurses, respiratory therapists and physical therapists.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target)	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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APSS #9 Preventing Sepsis View Commitment

APSS #9 Preventing Sepsis - Update - 10.04.19 View Update

UCI Health

APSS #9 Preventing Sepsis – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
The focus of our efforts through the Sepsis Committee is to increase compliance with current evidence-based guidelines. A dashboard has been created for tracking of compliance with the sepsis bundle elements. Data and non-complaint cases are disseminated to physician leads and sepsis committee for review and to identify opportunities for improvement. Case information and education is discussed and provided as needed to physicians, nurses and pharmacists. Additionally, information related to processes and protocols, current guidelines, IT system upgrades, chart addenda, coding changes/corrections and corrective improvement actions are discussed at the Sepsis Team meeting as needed. Electronic workflows to facilitate best practice and appropriate, timely treatment have been previously implemented and are being refined due to transition to a new EMR. An order set for sepsis care is also being embedded into the new EMR. A nurse-driven sepsis screening system has been implemented for early identification of potential sepsis cases and use of a care algorithm. Sepsis is monitored by hospital leadership through the organizational crosswalk for progress accountability.

Commitment Update:
To increase compliance with current evidence-based guidelines for sepsis an evaluation of our nurse-driven sepsis screening best practice alert (BPA) was completed. It was determined that the electronic screening tool and alert system in the EMR were not effective, it was not triggering accurately and was also did not align with the current workflow. The screening process required an update. All patients will be screened/assessed/reassessed for sepsis, severe sepsis, &/or septic shock in the ED and upon admission to all inpatient floors and/or units. The sepsis assessment tool will be completed in the electronic medical record (EMR) by the Registered Nurse (RN). To evaluate and/or update the patient’s status, to reflect changes, and/or to address additional treatment needs, ongoing reassessment will occur throughout hospitalization. The next step was to implement a standardized, physician approved, nursing protocol. The physician approved protocol has been implemented hospital wide. The nurse driven order allows the RN to assess and/or screen patients for Sepsis, Severe Sepsis or Septic Shock, and protocol-based nursing interventions will allow the RN to initiate early treatment, by drawing blood cultures and Lactates. Guidance has been provided to the nursing staff on information that should be communicated to the physician when patients screen positive for Sepsis. To address progress and accountability sepsis is monitored by hospital leadership through our sepsis dashboard, the dashboard includes monitoring SEP-1 bundle adherence, sepsis mortality, sepsis readmissions, length of stay, and post-operative sepsis. There is currently an ongoing evaluation for the implementation of a reflux order for “Repeat Sepsis Lactate” this would include a notification by the lab whenever a “Sepsis Lactate” is above 2. A suspected sepsis order set is now embedded into our EMR.

Your commitment aligns with APSS
Challenge 9 - Early Detection and Treatment Of Sepsis

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Reinforcing the importance of adhering to the Surviving Sepsis Campaign guidelines the revision. Implementation of a standardized suspected sepsis order set. Evaluation and monitoring of an electronic best practice alert for early awareness and identification of sepsis. Implementation of a nurse driven order set which allows the nurse to draw blood cultures and lactates. Implementation of sepsis simulation education sessions. Implementation of a UCI Health Sepsis Awareness Day.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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APSS #10 Ensuring Optimal Resuscitation View Commitment

Preventing Postpartum Hemorrhage View Commitment

APSS # 11B Optimizing Management of Pre-eclampsia View Commitment

Challenge 11C: Preventing Unnecessary C-Sections View Commitment

Challenge 11C: Preventing Unnecessary C-Sections - Update - 10.05.19 View Update

UCI Health

Challenge 11C: Preventing Unnecessary C-Sections – Update – 10.05.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
• Looked into every NTSV case 2016-17. Found that most inductions were medically indicated (only 1 or 2 elective inductions), NTSV C/S were primarily for Cat II tracing remote from delivery and Arrest of Descent (2nd stage labor arrest). Every failed induction met the new recommended criteria (i.e. 12-18 hours, ruptured on pitocin) and all labor arrests followed the ACOG recommendations (e.g. 1st stage: 6 hours ruptured on pitocin with inadequate contractions or 4 hours with adequate contractions; 2nd stage: 3-4 hours of pushing depending on epidural and parity). • Actions o FHR tracings:  Perinatal Quality Foundation Exam by all MDs/RNs Standardizing NICHD terminology and strip interpretation  Cat II FHR tracing algorithm implemented o 2nd Stage labor:  2nd stage evidenced-based labor algorithms implemented  Peanut balls to facilitate labor management and vaginal delivery  Labor management classes for RNs  OVD education for MDs • Grand Rounds • Resident lectures o Grand Rounds reviewing all this information last Fall o Individualized score cards o Monthly newsletters with stats - Perinatal in situ simulation - Track, monitor and report metrics monthly at OB Quality and Safety and Grand Rounds, annually at QSOC - Implementation of standard induction scheduling - Offer VBAC as an option with a success rate higher than the UC System and the California Maternal Data Center

Commitment Update:
The following activities were completed to support the initial action plan and sustain the achieved milestones. The two mandatory educational sessions were provided to the perinatal staff with 100% participation. Perinatal annual skills day for the second stage of labor algorithm and the perinatal labor support class that includes non-pharmacological interventions to support laboring mothers. The nurses were educated with the use of the peanut ball. Research have shown that the use of a peanut ball may decrease NTSV C-section birth rates. Currently, nurses and physicians are Perinatal Quality Foundation (PQF) certified. The GE Centricity update includes Web Analytics that support fetal heart interpretations utilizing NICHD guidelines. The perinatal annual skills day included the teaching regarding the second stage labor support algorithm that was developed collaboratively with the physicians, with nursing interventions highlighting the repositioning of the patient's position every 30- 60 minutes during the second stage of labor. 100% of the perinatal staff was trained to go through the perinatal labor support class to reinforce the non-pharmacologic nursing interventions that nurses provide during second stage of labor, the peanut ball was introduced to be utilized during the second stage of labor. Evidence have shown that the utilization of the peanut ball may decrease the risk of having a C-section. A nursing policy was developed for the use and maintenance of the peanut ball. Both nursing and physicians are currently Perinatal Quality Foundation (PQF) certified. All new employees are required to have PQF certification. The nursing leadership has purchased an upgrade for the GE Centricity (Software). This will help both nursing and physicians interpretations of the Fetal heart monitoring. The upgrade has tools to support the definitions of the NICHD guidelines in interpreting fetal heart strips.

Your commitment aligns with APSS
11C: Preventing Unnecessary C-Sections - Update

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Multidisciplinary learning was highlighted as it takes a team to have a good patient outcome.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost:
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Preventing VTE View Commitment

Challenge 12B-Preventing Air Embolism View Commitment

Improve Access to Acute Psychiatric Beds View Commitment

Challenge 13B: Optimizing Collaborative Care Planning in Mental Health View Commitment

Challenge 13B: Optimizing Collaborative Care Planning in Mental Health - Update - 10.04.19 View Update

UCI Health

Challenge 13B: Optimizing Collaborative Care Planning in Mental Health – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
• Provide low barrier ways for staff and patients to collaborate on care planning. o Collaborative care planning begins on admission with nursing  Unit orientation  Community meeting and goal setting each morning  Group therapy schedules  Goals completion / follow up group daily o Collaborative care planning continues on admission day with nursing/ SW/CM and MD in rounds o Improvement opportunity: staff should be in the milieu at all times, only one person at the nurse’s desk.  Improves group attendance, observable patient status and communication on interventions or needs for discharge • Promote patients to take more of an active role in identification and management of symptoms. o In California patients have the right of refusal, which gives choice and active participation it can result in the need for Reise hearings for appropriate treatment o Improvement opportunity: with staff constantly and consistently in the milieu, there is a quicker response to potential escalation where de-escalation can be successful and prn medications given to reduce violent episodes.  Increased awareness and insight on appropriate discharge placement to be communicated to and discussed with interdisciplinary team  Potential decrease LOS  Reduce restraint  Reduce seclusion • Increase patient safety by increasing awareness of and interventions for strong negative emotional states which may precede harm of self or others. o First and foremost the EOC is essential o Ongoing and consistent treatment team meetings and daily team rounds o Initiation of constant observation if warranted or 1:1 if actively suicidal o 15 min safety checks consistently 24/7 with room checks for safety o Thorough room checks when warranted o Improvement opportunity: Staff in the milieu heightens awareness, increases patient interaction, improves overall trust and communication  Potential decreased LOS  Decrease violent episodes  Improve patient satisfaction • Be evaluated with metrics such as Client Satisfaction Surveys, patient lengths of stay, patient readmission rates, Code White frequency, and seclusion room use. o Press Ganey patient satisfaction surveys o HBIPs which include:  SA (Drugs Alcohol Tobacco)  Seclusion and Restraint data

Commitment Update:
Optimization of EMR for; Care planning nursing short and long term goals, HBIPs , suicide screening and assessment.

Your commitment aligns with APSS
Challenge 13B - Collaborative Care Planning in Mental Health

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Improving the EMR, improves communication through ease of use and improving how we relay the patients story through time

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Challenge #15: Optimizing Nasogastric Feeding and Drainage Tube Placement and Verification View Commitment

Challenge 16: Optimizing Person and Family Engagement View Commitment

Challenge 16: Optimizing Person and Family Engagement - Update - 10.04.19 View Update

UCI Health

Challenge 16: Optimizing Person and Family Engagement – Update – 10.04.19

Contact Info

Name WILLIAM WILSON

Phone: 714-456-6844

Email: wcw@uci.edu

Position: Chief Medical Officer

Organization Name: UCI Health

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
A new Experience Director is being recruited to focus organizational efforts for both staff and patient engagement and satisfaction. Simultaneously, efforts are underway through the Quality and Safety Oversight Committee to include community patient member(s) who will serve as a voice for the patient's perspective for this committee.

Commitment Update:
The new UCI Experience Director began his role as of October 2018 and has been in place for 6 months with the focus of both staff and patient engagement. The UCI Experience Director has worked with Director of Quality and Safety to recruit a patient/family member for the Quality and Safety Oversight Committee (QSOC). This individual has been selected and has been participating/providing feedback to leadership of the QSOC since March 2019. UCI Health has also recruited and developed a Patient Family Advisory Council (PFAC). The UCI Health Patient Family Advisory Council (PFAC) provides a formal communication pathway for patients and families to take an active role in improving the patient experience, quality and safety at UCI Health. The PFAC focuses on representing the patient voice in providing direct feedback to departments, service lines, programs, and practices throughout UCI Health, so to enhance the experience, quality of care, and safety of every patient and family member. The vision is to achieve a level of care where patients and family involvement is expected and welcome by all. We will accomplish this through collaborative efforts between patients, families, staff, physicians, and administration of UCI Health. The PFAC will consist of at least 12 - 15 patient/family members ideally representing the diversity of UCI Health community. Up to 8 UCI Health staff members also may serve on the PFAC. The first meeting for the UCI Patient Family Advisory Council will be help on April 24th, 2019.

Your commitment aligns with APSS
Challenge 16 - Person and Family Engagement

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
We have learned that it takes significant amount of time to recruit and develop a Patient Family Advisory Council (PFAC) to ensure diversity and inclusion of all form of payors that are treated at UCI Health. We have been able to establish this diversity in our PFAC and will better assist with improve the quality, safety and patient experience for all members of the UCI Health patients and surrounding communities. It is extremely important to be highly selective of the candidates for these committees, so that these individuals are dedicated to ensuring that our patients and families have a successful, compassionate, safe, and supported healthcare experience.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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CHOC Children's Hospital

8B - Unplanned Extubations in Children View Commitment

8A - Safer Airway Management View Commitment

"We aspire to partner with children and families to deliver what matters to them" View Commitment

Providing Triage and Intervention to Primary Psychiatric Patients Presenting to the Emergency Department View Commitment

Averting Severe Pediatric Adverse Drug Events Through Increased Utilization of Smart Pump Drug Libraries for Intravenous Medications View Commitment

Improving Hand Hygiene rate in the NICU by 20% View Commitment

Preventing Patient Deterioration View Commitment

Preventing Patient Deterioration - Update - 10.15.18 View Update

CHOC Children's Hospital

Preventing Patient Deterioration – Update – 10.15.18

Contact Info

Name James Cappon

Phone: (714) 509-8590

Email: jcappon@choc.org

Position: Chief Quality Officer

Organization Name: CHOC Children's Hospital

Commitment Details

Commitment Start Date: 01/01/2013

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Active interventions included: 1) the development of a Rapid Response Team, to bring critical care assistance to the bedside of a worsening non-ICU patient, which included the ability of patient families to call for such help; 2) proactive identification and night time rounding on patients felt to be most at risk; and 3) the implementation of a Pediatric Early Warning System (PEWS), in which all non-ICU patients are monitored for standardized physiological status and that status is continuously displayed on unit electronic whiteboards and in the EHR for local and/or remote viewing.

Commitment Update:
The CHOC Children's program to reduce non-ICU resuscitations quickly expanded backward in time to identify children in earlier and earlier stages of clinical deterioration. This primarily occurred via the serial implementation in Years 1 and 2 of a Rapid Response Team (RRT) and Pediatric Early Warning System (PEWS), respectively. Subsequently, family members were brought into the fold and educated at patient admission that they could initiate RRTs of their own accord. The most important change, however, was that of culture, where hospital staff of all levels came to find non-detected and/or non-escalated patient deterioration as fundamentally unacceptable, which further advanced the pace, breadth and intensity of all efforts. The gratifying overall result is that the CHOC Non-ICU Code Rate dropped approximately 85% in the first two years of the program and has remained at that low level for the past 10 years. This means that hundreds of children have avoided preventable respiratory, cardiac and neurologic arrests. Moreover, millions of dollars of unnecessary healthcare costs have been avoided.

Your commitment aligns with APSS
1 (Culture of Safety), 4 (Failure to Rescue), 9 (Early Detection of Sepsis)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Changing culture to a state in which early detection of and response to deterioration are the only acceptable workflows is the key to success. So built-in is this mentality that even a small blip in our Non-ICU Code Rate leads to considerable investigation and process improvement. The past year, for example, led to the development of and initiation of a "Watcher Program," where patients who have subtle changes, perhaps even prior to their PEWS score changing and/or well-before meeting RRT criteria, are identified as "Watchers," or children bearing watching. A bedside multidisciplinary huddle (including family) is initiated, a mitigation plan created, and a follow up done at 2 hours to see if the desired outcomes have been achieved. Early results show an increase in RRTs, a decrease in RRTs requiring ICU transfer, and a reduction in Non-ICU Code Rate.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -45
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 51	Lives Spared Harm Target for following calendar year 48
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 45	Projected Target of Lives Saved for following calendar to try to finish commitment
	New Lives Lost (lives lost – actual lives saved) 0

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Challenge 2B - CAUTI Prevention View Commitment

Challenge #2A: Hand Hygiene View Commitment

APSS #9: Early Detection and Treatment of Sepsis View Commitment

APSS #10: Reducing Non-ICU Codes View Commitment

APSS #12A: Venous Thromboembolism (VTE) View Commitment

APSS #13: Mental Health View Commitment

APSS #14: Falls & Fall Prevention View Commitment

APSS #4: Monitoring for Opioid Induced Respiratory Depression View Commitment

APSS #5: Anemia and Transfusions View Commitment

APSS #2F: CLABSI View Commitment

APSS #6: Hand-off Communications View Commitment

APSS #7A: Optimal Neonatal Oxygen Targeting View Commitment

APSS #15: NG Tube Placement and Verification View Commitment

APSS #1: Creating a Culture of Safety View Commitment

Parrish Medical Center

Sustaining a Culture of Safety View Commitment

Sustaining a Culture of Safety - Update - 12.06.18 View Update

Parrish Medical Center

Sustaining a Culture of Safety – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 05/21/2002

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
The Mission, Vision and Values of PMC drive our Culture of Safety. Safety for patients, care partners (employees, providers, volunteers) and community. Mission- "Healing Experiences for Everyone all the Time". Vision- "Healing Families, Healing Communities". Values - Safety, Loyalty, Integrity, Compassion, Excellence, Stewardship. Our safety culture began and continues with these drivers along with our commitment to our Strategic Plan- The Game Plan, that includes over 75 unique measures of process or outcomes. By using Lean/Sigma our journey of High Reliability continues. Every care partner is empowered to be transparent and to hold each other accountable for safety. This is evidenced by our commitment to evidence based practices and commitment to zero.

Commitment Update:
Parrish Healthcare has completed board governance culture of safety survey. Action plan has been developed and initiated. Two tactics that have been deployed have been a signature to our commitment to safety by all care partners including governance and organizational wide education and commitment to the WHO Hand Hygiene program.

Your commitment aligns with APSS
Challenge 1 - Culture of Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Use of defined performance improvement strategies in concert with evidence based practices create optimal results.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 00	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 00	Actual Lives Spared Harm in last 12 months 38	Lives Spared Harm Target for following calendar year 38
Lives Saved Target 00	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Transitions in Caring View Commitment

Transitions in Caring - Update - 12.06.18 View Update

Parrish Medical Center

Transitions in Caring – Update – 12.06.18

Contact Info

Name Edwin Loftin

Phone: 3212686120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 08/03/2010

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Establish an HOC core team; review current and PSMF HOC checklists; conduct PI analysis using LSS/DMAIC process; provide education for all involved in HOC; measure and analyze the effectiveness of current HOC processes; evaluate technology plan for support utilization. Utilize the recently accepted (1/18/18) "ED to Med/Surg Safe Hand-off Checklist" during this subset group currently in the measure phase. Nursing continue to use SBAR form when receiving handover report; document within the EMR "Transfer: Handoff Report" and participate in the Safe Discharge meeting using the Safe Discharge sheet (Code Salmon sheet).

Commitment Update:
Will facilitate change using the change management model by the Joint Commission of: plan the project; Inspire people; Launch the initiative; and Support the change. The HOC core team will be multidisciplinary and utilize the Lean Six Sigma DMAIC methodology for opportunities for defining HOC; strengthening the sender/receiver message; and implementing the checklist solution.

Your commitment aligns with APSS
Challenge 6 - Hand-off Communications

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 6000	Actual Lives Spared Harm in last 12 months 48	Lives Spared Harm Target for following calendar year 48
Lives Saved Target	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Nasogastric Feeding and Drainage Tube Placement and Verification View Commitment

Nasogastric Feeding and Drainage Tube Placement and Verification - Update - 07.02.19 View Update

FAILURE TO RESCUE: MONITORING FOR OPIOID INDUCED RESPIRATORY DEPRESSION View Commitment

FAILURE TO RESCUE: MONITORING FOR OPIOID INDUCED RESPIRATORY DEPRESSION - Update - 12.06.18 View Update

Parrish Medical Center

FAILURE TO RESCUE: MONITORING FOR OPIOID INDUCED RESPIRATORY DEPRESSION – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 10/01/2012

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Repeat FMEA to assess for additional opportunities and/or Perform performance improvement plan using the DMAIC process.

Commitment Update:
Continue to monitor and evolve an effective program to reduce opioid-induced respiratory depression leading to zero harm to our patients Continue to have multidisciplinary team to evaluate and implement EBP, educate family, and educate care partners.

Your commitment aligns with APSS
Challenge 4 - Monitoring for Opioid-induced Respiratory Depression

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Airway Safety View Commitment

Airway Safety - Update - 12.06.18 View Update

Parrish Medical Center

Airway Safety – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 10/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Continue to modify and develop Failed Airway protocol, standardized airway cart/box and equipment, hardwire and maintain EBP critical practices, and continue to educate team with competencies for protocol, equipment and critical practices.

Commitment Update:
Developed a mandatory query in EMR to track unplanned extubation for patients undergoing mechanical ventilation via endotracheal tube to help maintain zero harm.

Your commitment aligns with APSS
Challenge 8 - Airway Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Sepsis View Commitment

Sepsis - Update - 12.06.18 View Update

Parrish Medical Center

Sepsis – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 08/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
PMC's Sepsis Committee is a multi-disciplinary institutional group currently in place primarily responsible for sepsis protocols and processes, with a focus on reducing preventable deaths and ensuring an institutional culture of safety pertaining to sepsis. Responsibilities include reviewing, revising, or creating protocols following evidence based practice, technology, and performance data, and ensuring training and education to specific provider types and clinical units.

Commitment Update:
According to the Surviving Sepsis Campaign International Guidelines (2012), patients diagnosed with sepsis have a mortality rate of 16 to 49 percent. Despite advances in health care, sepsis continues to plague the industry by being a leading cause of death, readmissions, and health care expenditures. They also identified sepsis as a key opportunity for improving patient safety, reducing preventable deaths, and decreasing healthcare expenditure. Our commitment is through the use of technology, evidence based practice and collaboration, to create a coordinated effort to improve clinical outcomes. PMC's Code Sepsis Committee is a multi-disciplinary institutional group currently in place primarily responsible for sepsis programs, with a focus on reducing preventable deaths and ensuring an institutional culture of safety pertaining to optimal resuscitation. Responsibilities include reviewing, revising, or creating protocols following evidence based practice, technology, and performance data, and ensuring training and education to specific provider types and clinical units. PMC will use its existing Sepsis Committee as the steering committee for assessing opportunities, identifying and implementing solutions, and gathering/reporting of data pertaining to this APSS. Code Sepsis cases and any calls will be monitored weekly and any variance will be entered into RL Solutions for resolution and tracking purposes.

Your commitment aligns with APSS
Challenge 9 - Early Detection and Treatment Of Sepsis

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment
	New Lives Lost (lives lost – actual lives saved) 0

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SSI - Surgical Site Infection for COLO and HYST procedures View Commitment

SSI – Surgical Site Infection for COLO and HYST procedures - Update - 12.06.18 View Update

Parrish Medical Center

SSI – Surgical Site Infection for COLO and HYST procedures – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Maintain EBP bundles, perform active surveillance to monitor for: ED visit, readmission within 30 days of procedure, radiologic exam positive for infection/abscess, and/or positive wound cultures at the surgical site, verify use of ASHP guidelines for pre-operative antibiotics, and perform assessments of OR pressures and OR traffic. Several formal Performance Improvement plans have been implemented throughout PMC focused on following EBP to achieve our goal.

Commitment Update:
A small PI focused multidisciplinary team was developed to evaluate and implement EBP to achieve zero occurrence in this population. We also leverage the hospital wide Infection Control Committee for further review, reporting, and support.

Your commitment aligns with APSS
Challenge 2C - Surgical site infections (SSI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -3
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 3	Projected Target of Lives Saved for following calendar to try to finish commitment 3
	New Lives Lost (lives lost – actual lives saved) -3

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VAE/IVAC - Ventilator Associated Event w/infection View Commitment

VAE/IVAC – Ventilator Associated Event w/infection - Update - 12.06.18 View Update

Parrish Medical Center

VAE/IVAC – Ventilator Associated Event w/infection – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Continue monitoring PEEP/FiO2 for events, maintain EBP bundles, perform daily needs assessment for devices

Commitment Update:
Multidisciplinary team to continue to evaluate and implement EBP to maintain zero occurrence.

Your commitment aligns with APSS
Challenge 2D - Ventilator-associated pneumonia (pedVAP/PVAP)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Distribution of "Baby Boxes" to decrease the incidence of co-bedding and SIDs deaths View Commitment

Distribution of “Baby Boxes” to decrease the incidence of co-bedding and SIDs deaths - Update - 12.06.18 View Update

Parrish Medical Center

Distribution of “Baby Boxes” to decrease the incidence of co-bedding and SIDs deaths – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 05/23/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
1. 800 new Baby Boxes have been donated by the Jess Parrish Foundation for distribution in 2017 & 2018 2. Baby Boxes continue to be distributed to every family since it’s initiation on May 23, 2016. 3. We will continue to investigate additional funding sources for future purchases of the Baby Boxes and supplies. 4. County wide stats continue to be monitored for effect on SIDS deaths. 5. Distribution of "Baby Boxes" to decrease the incidence of co-bedding and SIDs deaths poster presentation at the annual FPQC conference in April 2018 6. Explore funding options – Approval to receive co-grant from The Parrish Foundation and the Parrish Physicians Group for 2019

Commitment Update:
All families of Newborns delivered at Parrish Medical Center will be given a no-cost, Baby Box with education on its use, and reinforcement of the evidence which recommends babies sleep on a firm surface, without pillows, blankets and toys or in an adult's bed - that can smother them.

Your commitment aligns with APSS
Other

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -4
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 4	Lives Spared Harm Target for following calendar year 4
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 4	Projected Target of Lives Saved for following calendar to try to finish commitment 4
	New Lives Lost (lives lost – actual lives saved) -4

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Critical Congenital Heart Disease Screening in Newborns View Commitment

Critical Congenital Heart Disease Screening in Newborns - Update - 12.06.18 View Update

Parrish Medical Center

Critical Congenital Heart Disease Screening in Newborns – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 09/01/2012

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Pre and Post-ductal pulse oximetry readings are collected and analyzed according to the American Academy of Pediatrics algorithm. Results are entered into the EMR and reported to the responsible physician for follow-up.

Commitment Update:
Pulse oximetry screenings will be performed and evaluated on all newborns according to the American of Pediatrics standards.

Your commitment aligns with APSS
Challenge 7 - Neonatal Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Pediatric Adverse Drug Events View Commitment

Pediatric Adverse Drug Events - Update - 12.06.18 View Update

Parrish Medical Center

Pediatric Adverse Drug Events – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: SVP Integrated and Acute Care Services / CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Increase our standing order sets and protocols for each admitting diagnosis; continue to monitor and report CPOE/DSS; Pharmacists will continue to participate in daily Multidisciplinary rounds, use of BCMP and double checks prior to dispensing; enhance and improve compliance with handover communication process for all levels of transition; continued maintenance of smart drug infusion pumps/libraries that include peds drug concentrations related to all weight ranges; maintain individual pharmacist practice for ensuring correct concentration/infusion rate and pump capabilities are assessed. Will continue to use a collaborative approach for educating and training on the prescription, preparation, dispensing and administration of medications to children.

Commitment Update:
Multidisciplinary team to evaluate safe practices based on EBP that are not currently in place to further strengthen our processes in achieving zero harm to our pediatric population.

Your commitment aligns with APSS
Challenge 3D - Pediatric Adverse Drug Events

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 1	Lives Lost 1	Lives Lost: 1
Lives Spared Harm Target 1	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 1	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 1

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Hand Hygiene View Commitment

Hand Hygiene - Update - 12.06.18 View Update

Parrish Medical Center

Hand Hygiene – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: SVP Integrated and Acute Care Services / CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Perform assessment of location of alcohol based hand rub, develop and implement hand wash signs for patients with known or suspected C. difficile diarrhea, and develop continuing education of hand hygiene through our trained observers.

Commitment Update:
Develop multidisciplinary team to provide continuing education on EBP to maintain 100% compliance.

Your commitment aligns with APSS
Challenge 2A - Hand Hygiene

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 1	Lives Lost 1	Lives Lost: 1
Lives Spared Harm Target 1	Actual Lives Spared Harm in last 12 months 7	Lives Spared Harm Target for following calendar year 7
Lives Saved Target 1	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 1

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Maintain Zero Hospital-Acquired Stage III and IV Pressure Ulcers View Commitment

Maintain Zero Hospital-Acquired Stage III and IV Pressure Ulcers - Update - 12.06.18 View Update

Parrish Medical Center

Maintain Zero Hospital-Acquired Stage III and IV Pressure Ulcers – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 08/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
The Leadership of PMC is committed to supporting the Pressure Ulcer Prevention effort, our care partners and Medical Staff as we strive to maintain our culture of patient safety. PMC maintains a supply of pressure reduction mattress replacements on site. This a nurse driven initiative which allows the staff to quickly provide intervention for patients with PU or who are at a high risk for development of PU. Quarterly prevalence surveys are completed and the data reported to NDNQI in addition to random surveillance of documentation for accuracy and compliance. Weekly check-in meetings with senior staff are used to review risk and identify deficiencies for early intervention. Evaluation of new hospital beds and support surfaces is complete. Additions to the PUP team are planned with the enhanced education to identify patients at risk and mitigate patient injury from pressure related occurrences. Improvements to the EMR are monitored to enhance nurse compliance and ease of charting

Commitment Update:
Maintenance will be dependent on continued attention and a diligent focus from all levels to rapidly identify patients admitted with a PU. Specially educated nurses provide a resource on the hospital floors to consult with regarding HAPU prevention and treatment. They participate in data collection for NDNQI monitoring for compliance with hospital policy and procedures. The solutions Algorithms for Skin and Wound Care is a guideline detailing plan of care and treatment options for wounds and is provided to each unit for easy reference and access to the staff. New products such as skin barriers, support surfaces and pressure relieving devices are undergoing review for efficacy. In-services and reviews on product used are provided to staff to maintain competencies as needed. These efforts are coordinated and monitored by the CWON Coordinator

Your commitment aligns with APSS
Other

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Zero Falls with injury for our patients View Commitment

Zero Falls with injury for our patients - Update - 12.06.18 View Update

Parrish Medical Center

Zero Falls with injury for our patients – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 08/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
The process for patient fall risk was revised and interventions reviewed. The development of an all or nothing approach for patients at risk was established and a fall bundle was created. Each patient at risk would be visually identified using yellow non skid socks, door magnets, and wristbands in addition to bed alarms and chair alarms when out of bed. Additional strategies' included frequent observation and hourly rounding. A new computer based learning module was created for both clinical and non-clinical staff with an accountability statement. This created a base line for expectations from both the clinical and non-clinical care partner. Review of clinical equipment for function and efficacy as well as development of a new process for patient safety when out of bed for all at risk patients. Ancillary staff such as EVS and dietary were also enlisted for alarms awareness and response to alarms. This involved a "hands on or within interventional range" for out of bed activity. Support for additional initiatives such as care team rounds, early ambulation and hourly rounds which can have a direct impact on patient safety and the Zero Falls with injury safety initiative.

Commitment Update:
The patient safety improvement strategic plan for Zero Falls with injury was developed using the DMAIC process of lean Six Sigma. Data collection and voice of the customer identified 3 crucial elements: 1) Failure to follow established processes for patients at risk for falls. 2)Gaps in education regarding fall prevention for patients, family and staff. 3) Gaps in communication with patient, family, staff and ancillary support departments. A multidisciplinary Process Improvement Team was organized to identify these specific problems and utilize the expertise of other disciplines to cohesively develop a plan, monitor outcomes and modify the process to make patient safety a priority

Your commitment aligns with APSS
Other

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 0
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Medication Errors View Commitment

Medication Errors - Update - 12.06.18 View Update

Parrish Medical Center

Medication Errors – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: SVP Integrated and Acute Care Services / CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Review results prioritize actionable recommendations Implement recommendations Monitor for effectiveness

Commitment Update:
Implement recommendations from the ISMP medication safety self assessment survey

Your commitment aligns with APSS
Challenge 3A - Medication Errors

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 1	Lives Lost 1	Lives Lost: 1
Lives Spared Harm Target 1	Actual Lives Spared Harm in last 12 months 1	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 1	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 1

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CAUTI-Indwelling Catheter Associated Urinary Tract Infection View Commitment

CAUTI-Indwelling Catheter Associated Urinary Tract Infection - Update - 12.06.18 View Update

Parrish Medical Center

CAUTI-Indwelling Catheter Associated Urinary Tract Infection – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Continue monitoring urine cultures for events, maintain EBP bundles, perform daily needs assessment for devices, implement nurse driven protocol, assessment/education on alternatives to indwelling urinary catheters.

Commitment Update:
Implement policy and procedure following EBP for indwelling foley catheter insertion and maintenance to reduce foley utilization and to maintain zero occurrence.

Your commitment aligns with APSS
Challenge 2B - Catheter-associated Urinary Tract Infections (CAUTI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Please see original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 1	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 1	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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CLABSI-Central Line Associated Bloodstream Infection View Commitment

CLABSI-Central Line Associated Bloodstream Infection - Update - 12.06.18 View Update

Parrish Medical Center

CLABSI-Central Line Associated Bloodstream Infection – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Continue monitoring blood cultures for events, maintain EBP bundles, perfom daily needs assessment for devices, eliminate unnecessary blood draws from lines, perform RCA's on all CLABSI's, document tubing changes

Commitment Update:
Developed multidisciplinary team to evaluate and implement EBP to maintain zero occurrence.

Your commitment aligns with APSS
Challenge 2F - Central Line-associated blood stream infections (CLABSI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -3
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 3	Lives Spared Harm Target for following calendar year 3
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 3	Projected Target of Lives Saved for following calendar to try to finish commitment 3
	New Lives Lost (lives lost – actual lives saved) -3

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LAB ID event for hospital onset MRSA bloodstream infection and Clostridium difficile infection View Commitment

LAB ID event for hospital onset MRSA bloodstream infection and Clostridium difficile infection - Update - 12.06.18 View Update

Parrish Medical Center

LAB ID event for hospital onset MRSA bloodstream infection and Clostridium difficile infection – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 01/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Continue monitoring lab ID events, maintain EBP bundles, educate family members on infections, continue to educate on appropriate testing (diagnostic stewardship), evaluate decolonization protocol for MRSA.

Commitment Update:
Develop multidisciplinary team to evaluate and implement EBP to achieve zero occurrence

Your commitment aligns with APSS
Challenge 2E - Clostridium difficile infection (CDI)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -19
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 19	Projected Target of Lives Saved for following calendar to try to finish commitment 19
	New Lives Lost (lives lost – actual lives saved) -19

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Antimicrobial Stewardship View Commitment

Antimicrobial Stewardship - Update - 12.06.18 View Update

Parrish Medical Center

Antimicrobial Stewardship – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 07/19/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
The Antimicrobial Stewardship Program utilizes the following interventions and strategies: Formulary Restrictions and Preauthorization Requirements Educate and promote ASP strategies and prescribing criteria. Antimicrobial Order Forms or Order Sets Dose Optimization IV to PO Conversion 48 hour antibiotic timeout

Commitment Update:
Coordinated interventions designed to improve and measure the appropriate use of antimicrobial agents by promoting the selection of the optimal antimicrobial regimen including dosing, duration of therapy, and route of administration.

Your commitment aligns with APSS
Challenge 3B - Antimicrobial Stewardship

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 19	Lives Spared Harm Target for following calendar year 19
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Optimizing Obstetrical Safety Specifically In The Area Of Hypertensive Disorders of Pregnancy View Commitment

Optimizing Obstetrical Safety Specifically In The Area Of Hypertensive Disorders of Pregnancy - Update - 12.06.18 View Update

Parrish Medical Center

Optimizing Obstetrical Safety Specifically In The Area Of Hypertensive Disorders of Pregnancy – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 07/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
• Completed review of literature which included AWHONN and AGOG standards, FPQC, and CMQCC - completed 3/15/2018 • Continuing to review and update current policies and procedures for management of Preeclampsia and Magnesium Sulfate administration, as well as pharmaceutical management of hypertension in pregnancy - in progress • Continue data collection and chart reviews for all Hypertensive disorders in pregnancy - ongoing • Collaborate with Physicians to provide a standardized treatment plan for patients presenting with risk factors or indications suggesting hypertensive disorders in pregnancy - Met with Dr. Weinman 4/5/18 • Educate staff to recognize risk factors and indications suggesting hypertensive disorders in pregnancy - April 2018 unit meeting

Commitment Update:
We have a multidisciplinary team of nurses, Obstetricians, and Pharmacists that will be reviewing the most current guidelines and current stands of care for managing patients with Hypertensive disorders in pregnancy. A review of all Labor & Delivery policies and procedures including risk assessment, protocols, medication management and documentation will be completed this quarter

Your commitment aligns with APSS
Challenge 11 - Optimizing Obstetric Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Neonatal Oxygen Targeting View Commitment

Neonatal Oxygen Targeting - Update - 12.06.18 View Update

Parrish Medical Center

Neonatal Oxygen Targeting – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 10/01/2011

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Oxygen administration will be determined by the targeting parameters using the SPO2

Commitment Update:
1. New education with the updated NRP guidelines has already started and will continue being reinforced with NRP classes. 2. Procedures and protocols for optimal oxygenation including targets and alarm settings for both term and preterm newborns were updated. 3. Budget for new and improved pulse oximeters and heated & humidified oxygen for every Birthing room as needed, we currently have portable oxygen set ups with heated and humidified oxygen available on the unit. 4. Continue data collection and monitoring of all resuscitations and oxygen administration.

Your commitment aligns with APSS
Challenge 7 - Neonatal Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 Commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Anemia and Blood Transfusions View Commitment

Anemia and Blood Transfusions - Update - 12.06.18 View Update

Parrish Medical Center

Anemia and Blood Transfusions – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 05/26/2011

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
• The patient blood management committee reviews blood utilization, provides transfusion criteria and education to reduce unnecessary transfusions and providing emergent blood needs when necessary. The blood management committee action items include : • Transfusion not meeting criteria review • Single unit transfusions • Implement blood conservation modalities • Reduction and frequency of blood draws including discard or hold volumes • Preoperative management of platelet inhibitors and other anticoagulants • Red cell recovery in the operating room •Ways to prevent hospital induced anemia via un-necessary blood draws/venipunctures.

Commitment Update:
• The patient blood management committee reviews blood utilization, provides transfusion criteria and education to reduce unnecessary transfusions and providing emergent blood needs when necessary. Inpatient blood transfusions per discharge data are monitored. The goal is less than or equal to 10%.

Your commitment aligns with APSS
Challenge 5 - Patient Blood Management

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) 0

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Venous Thromboembolism (VTE) View Commitment

Venous Thromboembolism (VTE) - Update - 12.06.18 View Update

Parrish Medical Center

Venous Thromboembolism (VTE) – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 03/01/2015

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
VTE risk assessment completed upon admission and daily in electronic health record (EHR). Use the VTE risk assessment to triage patients into low, moderate, or high risk categories. EHR prompt for providers to order VTE prophylaxis when completing admission orders - monitor for compliance. VTE risk assessment into admission order sets under topic "Nursing assessment and intervention--promote highest level of patient mobility and advance as tolerated." Assess for symptoms/presence of acute DVT and provide intervention. Implement an Early Ambulation Program. Monitor appropriate use of prophylaxis for VTE in patients at high risk.

Commitment Update:
Reinstate a core Multidisciplinary team with in-depth knowledge base of disease process and prevention of VTE; evaluate current practice for chart review and trends--both concurrent and retrospective; Conduct RCA for outliers identified; Identify gaps in care that promote VTE development; evaluate use and type of compression devices as an adjunct to pharmacological solutions; continual EHR evaluation for workflow and feasibility as it pertains to user compliance, ease of use, and change requests based on fall outs.

Your commitment aligns with APSS
Challenge 12 - Embolic Events

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost -1	Lives Lost: -2
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 1	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) -2

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Access To Acute Psychiatric Beds View Commitment

Access To Acute Psychiatric Beds - Update - 12.06.18 View Update

Parrish Medical Center

Access To Acute Psychiatric Beds – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 03/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
Initiate a core team of multidisciplinary key stakeholders within the community to survey interest, evaluate need, and gain support of a psychiatric bed registry. Evaluate current and future options for a real-time electronic bed tracking systems.

Commitment Update:
Evaluate current technology solutions to include web-based and mobile application psychiatric bed registry that serves as a platform for inpatient hospital bed openings. Collaborate with key stake-holders in the community/county for interest, feasibility, implementation and support of a shared registry tool.

Your commitment aligns with APSS
Challenge 13 - Mental Health

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -1
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 1	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 1	Projected Target of Lives Saved for following calendar to try to finish commitment 1
	New Lives Lost (lives lost – actual lives saved) -1

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Resuscitation Optimization View Commitment

Resuscitation Optimization - Update - 12.06.18 View Update

Parrish Medical Center

Resuscitation Optimization – Update – 12.06.18

Contact Info

Name edwin loftin

Phone: 321-268-6120

Email: edwin.loftin@parrishmed.com

Position: VP Acute Care/ CNO

Organization Name: Parrish Medical Center

Commitment Details

Commitment Start Date: 10/01/2010

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
PMC's Code Blue Committee is a multi-disciplinary institutional group currently in place primarily responsible for resuscitation programs, with a focus on reducing preventable deaths and ensuring and institutional culture of safety pertaining to optimal resuscitation. Responsibilities include reviewing, revising, or creating protocols following evidence based practice, technology, and performance data, and ensuring training and education to specific provider types and clinical units. Rapid Response Team was also implemented in 2005 to help prevent avoidable deaths in the inpatient setting.

Commitment Update:
The IOM 2001 report on quality in healthcare identified failure to rescue as a key opportunity for improving patient safety, reducing preventable deaths, and decreasing healthcare expenditure. Our commitment is through the use of technology, evidence based practice and collaboration, create a coordinated effort to improve clinical outcomes. PMC's Code Blue Committee is a multi-disciplinary institutional group currently in place primarily responsible for resuscitation programs, with a focus on reducing preventable deaths and ensuring and institutional culture of safety pertaining to optimal resuscitation. Responsibilities include reviewing, revising, or creating protocols following evidence based practice, technology, and performance data, and ensuring training and education to specific provider types and clinical units. PMC will use its existing "Code Blue" Committee as the steering committee for assessing opportunities, identifying and implementing solutions, and gathering/reporting of data pertaining to this APSS (similar to the APSS version of the Resuscitation Outcomes Steering Committee (ROSC)). Code Blue cases and Rapid Response calls will be monitored weekly and any variance will be entered into RL Solutions.

Your commitment aligns with APSS
Challenge 10 - Systematic Prevention and Resuscitation of In-hospital Cardiac Arrest

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
See original 2018 commitment

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 0	Lives Spared Harm Target for following calendar year 1
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Hospital Español

Mexico City

Hand Hygiene Improvement View Commitment

Development of a incident reporting system for notification and analysis of adverse events associated with medical care. View Commitment

Development of a incident reporting system for notification and analysis of adverse events associated with medical care. – Update – 12.13.18 View Update

Hospital Español

Development of a incident reporting system for notification and analysis of adverse events associated with medical care. – Update – 12.13.18

Contact Info

Name Raquel Martinez Meza

Phone: 0445527555012

Email: raquel.martinez@hespanol.com

Position: Chief Quality Officer

Organization Name: Hospital Español

Commitment Details

Commitment Start Date: 01/01/1970

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
1.- Implement a mechanism for electronic notification of adverse events to facilitate access and timeliness in notification for staff. 2.- Develop a methodology for the analysis and management of adverse events, including the analysis of patterns and trends as well as root cause analysis for sentinel events. 3.-Establish feedback mechanisms to staff about the results of the program. 4.-Develop a working group for the analysis of serious events composed of quality leaders, nurses, doctors, representatives of the ethics committee, among others. 5.-Establish a communication mechanism with senior management and hospital leaders for the analysis and management of the results of the program in their area of influence. 6.- Include in the strategic objectives of the Organization the development and implementation of a "Just Culture". 7.- Align to the operative objectives of the organization, the importance of the notification of the adverse events.

Commitment Update:
1. Definition of behaviors of action before an adverse event in the fair culture program 2. Implementation of safety alert bulletins about events that cause severe damage to the patient as an information and learning method for health personnel. 3. Update operational definitions of adverse events in hospital areas 4. "Second victim" program for psychological first aid attention to personnel involved in events that caused harm to the patient. 5. Workshop of notification of adverse events for health personnel about the importance of notification.

Your commitment aligns with APSS
Challenge 1 - Culture of Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
1. Importance of a non-punitive approach. 2. Use of different platforms for the notification of events.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 2	Lives Lost 2	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 2	Lives Spared Harm Target for following calendar year 3
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 2	Projected Target of Lives Saved for following calendar to try to finish commitment 3
	New Lives Lost (lives lost – actual lives saved) 0

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Prevention of Venous Thromboembolism in Hospitalized Patients View Commitment

Prevention of Venous Thromboembolism in Hospitalized Patients - Update - 12.20.18 View Update

Hospital Español

Prevention of Venous Thromboembolism in Hospitalized Patients – Update – 12.20.18

Contact Info

Name Raquel Martinez Meza

Phone: 0445527555012

Email: raquel.martinez@hespanol.com

Position: Chief Quality Officer

Organization Name: Hospital Español

Commitment Details

Commitment Start Date: 07/01/2016

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
1. Define institutional guide that includes risk assessment mechanism for all hospitalized patients and the evaluation of the implemented measures thromboprophylaxis according to the best evidence and the mechanism of communication with the physician responsible for the patient. 1.1 All Spanish Hospital hospitalized adult patients will be evaluated to identify the risk of thrombosis during hospitalization and within 72 hours of hospitalization. 1.2 When detecting a patient at high risk of venous thromboembolic disease that does not have the necessary prophylactic measures, communication with the treating physician will be set to notify the risk and inform the relevant recommendations.

Commitment Update:
1. The thromboprophylaxis committee has been the same during the year in which the evaluation and management processes of patients with risk of thrombosis are reviewed and the characteristics of internal medicine, critical medicine, vascular surgery, general surgery and orthopedics are integrated. 2. Involvement of specialty physicians: internal medicine, orthopedics and vascular surgery to strengthen the communication process with treating physicians to make decisions about the management and follow-up of patients. 3. Reinforcement in the process of revaluation of hospitalized patients by undergraduate internal doctors 4. Use of the electronic clinical file for the control and monitoring of hospitalized patients. 5. Improvement of education strategies focused on the patient and family on venous thromboembolic disease

Your commitment aligns with APSS
Challenge 12A - Venous Thromboembolism (VTE)

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Evaluation of risk of venous thromboembolic disease to all hospitalized patients Incorporate the thromboprophylaxis section during shift change to improve the communication of patients at risk among health personnel

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 6	Lives Lost	Lives Lost: 0
Lives Spared Harm Target	Actual Lives Spared Harm in last 12 months 42	Lives Spared Harm Target for following calendar year 11
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target)	Projected Target of Lives Saved for following calendar to try to finish commitment 2
	New Lives Lost (lives lost – actual lives saved) 0

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Improving the Safety of Airway Management View Commitment

Fall Risk Prevention in Hospitalized Patients View Commitment

Fall Risk Prevention in Hospitalized Patients - Update - 12.14.18 View Update

Hospital Español

Fall Risk Prevention in Hospitalized Patients – Update – 12.14.18

Contact Info

Name Raquel Martinez Meza

Phone: 0445527555012

Email: raquel.martinez@hespanol.com

Position: Chief Quality Officer

Organization Name: Hospital Español

Commitment Details

Commitment Start Date: 07/02/2018

How many hospitals are represented in this commitment?

Last Report
1

Current
1

Action Plan:
1. Establish an assessment tool that allows identifying patients with a high risk of falling and adding an injury classification depending of the consequence of the fall. 2. Define a prevention program for the hospital-level categories that includes the initial evaluation, the periodic evaluations, as well as the necessary prevention measures according to the identified risk. 3. Implement the program in the organization through training strategies, dissemination, awareness, etc. 4. Involvement of nursing coordinators using Kaizen methodology to identify areas of opportunity in the process. 5. Follow up the program through a composite indicator.

Commitment Update:
1. Use of medication list that serves as support for a better understanding in health personnel of the effects that could condition an increased risk of falls for the patient. 2. Integrate list of high-risk patients for reception staff that allows greater communication and control of patients with the nursing staff. 3. Standardization of the risk assessment tool for falls in the area of adult and pediatric hospitalization. 4. Improve the education program directed to patient-family using electronic platforms. 5. Implementation of visual alerts such as blackboard in rooms where the risk of falls is recorded and updated, use of specific identifiers for high-risk patients at the door of the rooms.

Your commitment aligns with APSS
Challenge 14 - Falls and Fall Prevention

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
The importance of analyze all the falls to identify areas of opportunity in the organization.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: 0
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 9	Lives Spared Harm Target for following calendar year 7
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 0	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) 0

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Person and Family Engagement View Commitment

Preventing Central Line Associated Bloodstream Infection (CLABSI) View Commitment

Optimize Oxygen Supply for Neonates View Commitment

Detection of Critical Congenital Heart Disease (CCHD) in Newborns View Commitment

Reducing Pediatric Adverse Drug Events View Commitment

Reduction of Unplanned Extubations View Commitment

Quality and Patient Safety Program for academic / assistance staff View Commitment

Improving Hand-off Communications View Commitment

Prevention of Ventilator Associated Pneumonia View Commitment

Improving the safeguarding and use of medications View Commitment

Reducing the Risk of Medication Errors View Commitment

Prevention and Resuscitation of In-hospital Cardiac Arrest View Commitment

Dignity Health

Antimicrobial Stewardship View Commitment

Improving the Prevention of Severe Hypoglycemia View Commitment

Elimination of CLABSI View Commitment

Eliminating C-diff Infections View Commitment

100% System-wide Adoption of Person and Family Engagement View Commitment

Fall Prevention Program View Commitment

Dignity Health Commits to Reducing Low Risk Cesarean Birth Rates View Commitment

Reducing Morbidity and Mortality in OB Patients with Severe Hypertension View Commitment

Reducing Morbidity and Mortality in Patients with Obstetrical Hemorrhage View Commitment

Monitoring for Opioid-Induced Respiratory Depression View Commitment

System wide adoption of CANDOR - Communication and Early Resolution View Commitment

Standardizing and safeguarding the medication use process View Commitment

Improving Hand Hygiene View Commitment

Elimination of CAUTI View Commitment

Sepsis Bundle Compliance View Commitment

MedStar Health

Maryland

Reducing ICU CAUTI to ZERO View Commitment

Surgical Site Infections View Commitment

Ventilator-associated Pneumonia View Commitment

CDI Reduction View Commitment

Reducing ICU CLABSI to ZERO View Commitment

Antimicrobial Stewardship View Commitment

Severe Hypoglycemia View Commitment

Pediatric Adverse Drug Events View Commitment

Culture of Safety View Commitment

Drug Shortages View Commitment

Standardize and Safeguard Medicine Administration View Commitment

Patient Blood Management View Commitment

Detection of CCHD In Newborns View Commitment

Serious Safety Events View Commitment

Serious Safety Events – Update – 08.22.18 View Update

MedStar Health

Serious Safety Events – Update – 08.22.18

Contact Info

Name David Mayer

Phone: 410-772-6547

Email: david.b.mayer@medstar.net

Position: VP Quality and Safety

Organization Name: MedStar Health

Commitment Details

Commitment Start Date: 07/01/2015

How many hospitals are represented in this commitment?

Last Report
0

Current
10

Action Plan:
See above

Commitment Update:
By implementing the CANDOR program and the 7 pillars of open and honest communication Beta Healthcare gives Medstar a 5% reduction on their medical malpractice claims. Medstar has seen their medical malpractice claims go from 82.8 million to 48.8 million while increase the # of lives in their system. When Medstar first started their “JUST” culture they had 110 reportable events. The real number was probably around 200 because many events went unreported due to lack of a safe reporting process. Once the “Just” culture was implemented the system saw their reportable even go down to 40 and a solid feeling this represents a true number.

Your commitment aligns with APSS
Challenge 1 - Culture of Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
Dilaudid Free program EHR hard stops and alerts System wide telemetry project (initiation and discontinuation) The Candor approach to serious safety events was adopted as a best practice. The goal is to notify the patient/family immediately following an unanticipated event, meet their immediate needs, support the providers, and begin an event review. This is the best way to ensure transparency and also provides an opportunity to learn and discover where the systems and or processes may have gaps. As time passes we lose those opportunities. We are now capturing the time from when the incident occurred to the time it was reported and working to drive those numbers down.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -4
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 10	Lives Spared Harm Target for following calendar year
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 4	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) -4

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Sepsis View Commitment

Sepsis – Update – 08.01.18 View Update

MedStar Health

Sepsis – Update – 08.01.18

Contact Info

Name David Mayer

Phone: 410-772-6547

Email: david.b.mayer@medstar.net

Position: VP Quality and Safety

Organization Name: MedStar Health

Commitment Details

Commitment Start Date: 07/31/2015

How many hospitals are represented in this commitment?

Last Report
0

Current
10

Action Plan:
1. Standard work across system 2. Adopt newer best practices (e.g. nurse activated protocol) 3. Full implementation of EHR sepsis tools acorss sytem

Commitment Update:
Medstar has implemented the “Score at the Door” toolkit to identify sepsis early. They have also included a person and family engagement questionnaire to rule out sepsis as soon as possible. Medstar has seen a 10% reduction in all-cause mortality.

Your commitment aligns with APSS
Challenge 9 - Early Detection and Treatment Of Sepsis

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
3 and 6 hour bundles Sepsis EHR alerts Nurse activated protocols

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 0	Lives Lost: -85
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 100	Lives Spared Harm Target for following calendar year
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 85	Projected Target of Lives Saved for following calendar to try to finish commitment 0
	New Lives Lost (lives lost – actual lives saved) -85

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Secretaría de Salud

CIUDAD DE MÉXICO

Hospital-acquired Pneumonia Prevention Initiative (HAPPI): Prevention of non-ventilator Pneumonia View Commitment

El Médico en tu Casa: Home health care in vulnerable population View Commitment

Uso racional del oxígeno en el Recién Nacido Prematuro para la Prevención de Retinopatía del Prematuro y la Broncodisplasia Pulmonar en la Unidad de Cuidados Intensivos Neonatales.1 View Commitment

El liderazgo como herramienta para fomentar la cultura por la seguridad del paciente, mediante conductas proactivas y manejar los eventos adversos, en el H.G. Valle de Bravo View Commitment

Prevención de la mortalidad infantil, mediante la detección precoz de cardiopatías congénitas cianógenos críticos, conducto dependiente en los recién nacidos View Commitment

Planificación de atención colaborativa View Commitment

The enhancement of adverse events report in the Automated Health Incident Registry System (SIRAIS) platform. View Commitment

The enhancement of adverse events report in the Automated Health Incident Registry System (SIRAIS) platform. - Update - 12.13.18 View Update

Secretaría de Salud

The enhancement of adverse events report in the Automated Health Incident Registry System (SIRAIS) platform. – Update – 12.13.18

Contact Info

Name José María Busto Villarreal

Phone: +5217717121422

Email: jose.busto@ssh.gob.mx

Position: Head of the Second Level of Healthcare Attention

Organization Name: Secretaría de Salud

Commitment Details

Commitment Start Date: 01/10/2018

How many hospitals are represented in this commitment?

Last Report
16

Current
16

Action Plan:
Patient safety is defined as the reduction of the unnecessary risk of harm related to health care to an acceptable minimum, which refers to the collective notions of current knowledge, the resources available and the context in which the attention was provided. The Mexican Federal Government, supporting patient safety initiatives promoted by the World Health Organization since 2007, has recognized patient safety as a fundamental component of the improvement of quality in health services, established in the National Development Plan 2013-2018 and in the Sectoral Health Program of the same period. For this reason, in the different hospitals of the state, considering the different levels of complexity of each one, several elements oriented to patient safety are put into practice, in such a way that the users of the health system are increasing their knowledge about this topic and ask for better conditions to improve quality in the processes implemented from the perspective of patient safety. The Knowledge Management Process (GC) covers the entire way of generating, storing, distributing and using knowledge. This process involves the treatment of large volumes of data generated in the various health information systems, making it necessary to use information technologies to achieve efficiency in their analysis and application. With the aim of promoting growth, development, communication and the preservation of knowledge within hospitals as organizations, the GC enables health professionals to achieve quick and assertive responses related to the decisions they need to make in the field of healthcare, based on the leadership that is generated in the Patient Quality and Safety Committee (COCASEP). The aim is to disseminate and share the tacit and explicit knowledge with the members of the hospital teams and with other health professionals. In this way, each hospital has greater capacity to decide on the actions that should be generated from their own data, focusing on the need to understand each other as organizations that work with knowledge to develop new products, new processes and new ways or more flexible organizational arrangements for greater safety and quality of care. As part of the strengthening of technological tools to impact on better patient safety conditions, the Automated Health Incident Registry System (SIRAIS) is created, whose objective is to contribute to the progress of the patient safety culture, privileging the report of clinical processes and procedures, medication and falls, establishing improvement measures, strengthening skills in worker’s performance and promoting the culture of registration. The main objective of this commitment is not only the implementation and consolidation of the reporting culture using the SIRAIS platform as a tool, but also the use of technology as a way of continuous improvements. STEPS TO FOLLOW a) Promote: Train the management staff of each Hospital about the SIRAIS Platform (website navigation, benefits and use). Train the personnel that will carry out the capture in the electronic platform (password and user) for each hospital unit. Train the multidisciplinary team that has direct and indirect contact with the user (patient) who participates in the care processes. Carry out a diffusion campaign of simultaneous way on "Culture of Safety" in the different hospitals. b) Explore in the SIRAIS platform the adverse events reported for the intelligent recovery of relevant data in patient safety. There are no institutional policies to organize and manage the created knowledge. So then, the analysis is not conducted and put into bibliographic or databases; so, the first thing is to identify this information. i. Identify the causes associated with adverse events reported in the SIRAIS platform. c) Define priority lines in patient safety (According to SIRAIS platform classification). i. Medication ii. Documents of the medical records iii. Infection associated with medical care iv. Blood products v. Medical devices and equipment vi. Surgical or medical procedures vii. Falls viii. Pathologies / Clinical laboratory / Imaging ix. Others d) Define key performance indicators in patient safety and measure them. As part of this prioritization process we must explore the intervention alternatives, since it does not make sense to address a problem if no solution is available. Therefore, in addition to the importance of the problem, we must consider the effectiveness of the intervention (demonstrated ability to produce the desired effect) and the feasibility of the intervention (legal, ethical, political, economic, sociocultural and organizational), considering the population to which it is addressed and the level of prevention it affects. i. Essential Actions for patient safety ii. Clinical Practice Guidelines and Algorithms iii. Guidelines and Nursing Care Plans. iv. Methodology of the use of the SIRAIS platform for the control of risk. v. Identification of threats and the vulnerability of risks and their prioritization. vi. Implementation of systems for the prevention, reduction and control of adverse events related to medical care. e) Develop a control panel to follow up on reported adverse events: There are no permanent programs related to the development of scientific information search and retrieval skills; critical analysis of the bibliography and better management of the scientific evidence. Perform analysis of the events reported by any hospital unit and follow up on clinical sessions where the event was presented (unified format). i. Information management ii. Information life cycle iii. Information systems, management and consultation iv. Search protocol v. Analysis and critical reading of literature vi. Safeguarding information vii. Document management f) Review, redesign and organize documents, manuals, protocols and routines related to activities associated with patient safety (related to adverse events) through a multidisciplinary committee on patient safety and root cause analysis. Semi-annual evaluation of the predominant adverse events (in all the state). g) Development of Knowledge Management (GC) systems in healthcare equally focused on promoting honesty and cooperation in the reporting and mitigation of adverse events in patients; also promote that personnel recognize risk in conditions and practices. i. Evaluate the Knowledge Management (GC) system from the comparison with other organizations. h) Share knowledge, through practice communities and manuals and use them into practice through practice based on evidence. i) Follow up the SIRAIS platform and use it as a tool to generate statistics for carrying out improvement projects in the different processes of each hospital unit.

Commitment Update:
During 2018, we sought to comply with the initial strategy proposed, which was divided into: stage of promotion, data recovery, definition of priority action lines in patient safety and training in the analysis of adverse events and control panels. We changed the technological platform of reporting from SIRAIS Platform to “SISTEMA NACIONAL DE REPORTE DE EVENTOS ADVERSOS” (NATIONAL SYSTEM OF ADVERSE EVENTS REPORTING), because of the update from the federal health level. First of all, we discovered that there was a general lack of knowledge at the administrative, nursing, medical and operational support areas staff; that is why for us, the first year of participation in the Patient Safety Movement was called: CONSCIOUSNESS AND TRAINING IN PATIENT SAFETY. A first and second phase of training was carried out (first and second semester of 2018); assuming the diversity of locations of the hospitals, it was decided to regionalize the educational exercise to cover the whole, in the first semester the emphasis was: the responsibility of each stakeholder involved in health care, the importance of reliable and safe care, legal concepts of patient safety, topics that were strengthened with the implementation of a distance educational platform on the online moodle domain, in the second semester it was covered information about how to report adverse events and how to implement control panels. According with the importance of the topic, the information was made known in associated events, both in person and through distance platforms (tele-education), bringing as a result a total of 4800 trained people. By having trained staff it was possible to: a) tropicalize the patient safety information in each hospital in order to cover their recognized needs in patient safety in the observable scenario, b) disseminate information with the rest of the staff and, c) the implementation of mailboxes for the reporting of adverse events was achieved d) to reach innovation from units according to the needs, such as the implementation of identification tables used in each hospital bed. The main impact of the first stage of the project is the change in patient safety culture when reporting 231 adverse events. After this change in the culture of patient safety, in 2019, the program will extend its efforts to quality systems in patient safety that focus on the analysis of the advers events, which will be unified for all hospitals, through state knowledge sharing forums that will generate a state strategy; it will also have as a mission, the expansion of information through publications in magazines and newsletters.

Your commitment aligns with APSS
Challenge 1 - Culture of Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
TO SHARE KNOWLEDGE: For the State of Hidalgo, and all its Hospitals, it was indispensable to permeate with information to all the people involved in health care, knowledge allows to generate awareness thus, implementation of actions in order to correct errors; most of the year was dedicated to the learning curve, not only of the service leaders, but also to people who directly or indirectly impact on patient safety; knowing the basic principles of patient safety, their Implications and awareness of empathy towards patients and their families was an important area of opportunity. SELF KNOWLEDGE. Through valuable information from regional trainings, each hospital unit reviewed their opportunity areas taking actions to improve and reduce errors, aligned with patient safety according to their statistical information, the task was not easy, due to that there was no record of adverse events about which actions should be taken accordingly. PARTICULAR STRATEGIES. The culture of patient safety has different branches, based on a general strategy, each hospital raised its particular needs and trained its staff according to the topics with the greatest impact, for example: hand washing, adverse event system, essential actions for patient safety, infections associated with health care, clinical record, use of medications, critical patient care, Biohazardous and Infectious Waste, red car, accreditation card, risks of falls, among others. USE OF TECHNOLOGY. Distance education corresponds to an important milestone of opportunity, due to the remoteness of some hospitals or health care units, the implementation of adequate use of technology, was essential to reduce the inequality gap, as a result: expand opportunities of valuable knowledge for medical, administrative and operational support staff. The use of technology platforms for the reporting of adverse events served as a key to promote further analysis at a hospital and state level.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 0	Lives Lost 5	Lives Lost: -225
Lives Spared Harm Target 0	Actual Lives Spared Harm in last 12 months 277139	Lives Spared Harm Target for following calendar year 318368
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 230	Projected Target of Lives Saved for following calendar to try to finish commitment 276
	New Lives Lost (lives lost – actual lives saved) -225

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Avoiding maternal morbi-mortality. View Commitment

Avoiding maternal morbi-mortality. - Update - 12.13.18 View Update

Secretaría de Salud

Avoiding maternal morbi-mortality. – Update – 12.13.18

Contact Info

Name José María Busto Villarreal

Phone: +5217717121422

Email: jose.busto@ssh.gob.mx

Position: Head of Second Level of Healthcare Attention

Organization Name: Secretaría de Salud

Commitment Details

Commitment Start Date: 01/10/2018

How many hospitals are represented in this commitment?

Last Report
15

Current
15

Action Plan:
Maternal mortality is one of the most sensitive indicators for a nation's development, it shows inequity, lack of access and poor quality of obstetric care. In Mexico, this problem persists and constitutes a challenge for the Public Health System. The general trend of the country is towards the reduction of maternal mortality, in 1990 there was a death rate (deaths per 100,000 inhabitants) of 89, for 2014 there was a ratio of 38.0, it is required to reach a maternal death ratio lower than 30.0 by 2018, in compliance with the Sustainable Development Goals (ODS). The main objective is to avoid the severe maternal morbility. Objectives to follow to reach the goal: 1. Promotion of the Pre-Gestational Consultation. 2. Efficient pregnancy, delivery and puerperium care, with a risk approach. 3. Systematization of triage, mater code and immediate obstetric reaction equipment. 4. To make efficient the promotion of family planning methods in women of childbearing age with risk factors and to make efficient Post-Event Contraception. 5. Efficient Reference System - Counter-reference. 6. Continuous medical update based on clinical practice guidelines. Strategies: 1. Implement Preconceptional and multidisciplinary Consultation. 2. Supervise prenatal care compliance to pregnant women with an opportunity for prenatal observation in the first, second and third trimesters. 3. Supervise the attention of Triage, Mater Code and Immediate Obstetric Reaction, evaluation according to the stablished indicators. 4. Notify to the first level of care (health centers) of patients who are not attending their prenatal checkup. 5. Supervise the implementation of the use of reactive strip (labstix) to all patients in consultation. 6. Send evidence of obstetric emergency drills in different shifts (at least 2 per month). (Video-tapes, analysis and feedback) to the Second Level of care. 7. Supervise the active management of the third period of labor. 8. Supervise the immediate puerperium surveillance according to the Official Mexican Standard NOM-SSA2-007-2016. 9. Train on the different methods of quantification of bleeding due to hemorrhage; recognition and treatment of shock grades. 10. Supervise the obstetric boxes pink (hemorrhage) and red (hypertensive diseases). 11. Identify the available human resources for each shift: Gynecologist or Surgeon with experience in staggered desarterialization, hypogastric ligation and compression techniques. 12. Supervise the delivery of obstetric patients into the Toco-surgical unit, recovery and intensive adult care, especially those with severe morbidity. 13. Hold meetings for the local Maternal Death Committee to discuss real cases of emergency and obstetric death. 14. Apply the available supervision cards which are according to Clinical Practice Guidelines. 15. Send documentary evidence of continuous training to the pregnant women to reinforce the safety plan. 16. Evaluate the user satisfaction through Health Quality Indicators (INDICAS). Evaluation and control method • Analysis of applied supervision card which focuses on the quality of obstetric care according to the Clinical Practice Guideline (GPC) "Prenatal care with patient-centered care", "Prevention, diagnosis and treatment of preeclampsia in the second and third levels of care", "Diagnosis and treatment of obstetric hemorrhage in the second half of pregnancy and immediate puerperium" • Creation and implementation of the check in Card for the abatement of C- sections • Minutes of the Hospital Committee for the Prevention, Study and Monitoring of Morbidity and Maternal and Perinatal Mortality, with analysis of severe morbidity. • Documents to support obstetric emergency drills. • Census (name, age, address, telephone, diagnosis, and important background) of high-risk pregnant women based on the risk assessment table of prenatal care that had been identified in emergencies and consultation areas. This census will be daily reported inside the hospital areas through a technology tool which allow the areas connectivity. • Analysis of triage, Mater Code and immediate obstetric reaction. • Evaluation of clinical competences and techniques of health personnel during mater codes. • Application of satisfaction surveys to patients and relatives. • Implementation of satisfaction surveys of the work environment on the staff.

Commitment Update:
The commitment of the health services in Hidalgo is to reduce and / or prevent maternal deaths, the objective was to strength the actions and strategies to avoid severe maternal morbidity. The actions implemented during this year to achieve this objective were to strength the opportunity areas identified to improve. It was implemented and started the promotion of pre-pregnancy care, aiming to integrate some other specialties such as internal medicine and surgery in the identification of patients of childbearing age with risk factors, prenatal control with a risk approach was improved and training was strengthened in the attention of obstetric emergencies. It was also developed the systematization of obstetric triage, the activation of the mater code has been strengthened as well as the training and qualification of the teams of immediate obstetric response with the execution of simulations. It was also Followed-up actions focused on improving the reference system.

Your commitment aligns with APSS
Challenge 11 - Optimizing Obstetric Safety

Please describe any best practices your organization has learned through your commitment and share valuable lessons or challenges that were overcome
A good practice with excellent results is the execution of mater code simulations in all the hospital shifts of the hospitals, which allows to identify needs of training in the attention of the obstetric emergency as well as to evaluate response capacity in human resources and training field; this exercise identifies team integration time and training, during this year there had been developed 130 simulations. This also supports the reporting of cases of severe maternal morbidity immediately not only to managers but also to the first level of care, which allows to monitor the evolution of the patient in different levels. There is an important progress in post-obstetric event contraception with high priority in patients with risk; a successful strategy is the employment of exclusive human resources for the post-obstetric event contraception program. Hidalgo obtained the first place in post-obstetric event contraception in 2017. This year, based on the statistics, the percentage of patients accepting contraceptive methods was increased.

Impact Details

Initial Commitment	Commitment Update	Project Next Year
Lives Lost 19	Lives Lost 9	Lives Lost: -866
Lives Spared Harm Target 2072	Actual Lives Spared Harm in last 12 months 14696	Lives Spared Harm Target for following calendar year 13696
Lives Saved Target 0	Actual Lives Saved in last 12 months (might differ from initial target) 875	Projected Target of Lives Saved for following calendar to try to finish commitment 875
	New Lives Lost (lives lost – actual lives saved) -866

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CIRUGIA SEGURA View Commitment