By making a commitment to ZERO, organizations are committed to implementing and sustaining a foundation for safety and reliability that includes three critical components:
Review the map and table for organizations that have made a commitment to ZERO.
| Healthcare Organization | State | Country |
|---|---|---|
| Hospitales Star Médica | Michoacán | Mexico |
| Memorial Health Care System | California | United States |
| Parrish Medical Center | Florida | United States |
Name: Saúl Aparicio Romero
Phone: 5525770567
Email: dgoysp@starmedica.com
Position: Gerente de Control Organizacional
Organization Name: Hospitales Star Médica
Organization Address:
Avenida Tres Marias
, Mexico
Why is your organization committed to ZERO?
Impulsar la creación, desarrollo y mantenimiento de una cultura de seguridad del paciente en los hospitales que integran la constelación Star Médica, reduciendo el daño innecesario o potencial relacionado con la atención de nuestros pacientes.
Do you commit to eliminating harm from medical error by aligning your organization with these three critical components?
Yes
What is your organization doing to establish a person-centered culture of safety?
Desde el 2018 se crea la Dirección de Gestión Organizacional y Seguridad del Paciente (DGOySP), la cual ha diseñado el Modelo de Gestión, Innovación y Excelencia en todos los hospitales que integran la constelación de Star Médica, la cual encamina sus esfuerzos en mejorar la seguridad del paciente y la calidad de la atención. Así mismo, toda la organización ha implementado el Modelo de Seguridad del Pacientes del Sistema Nocional de Certificación de Establecimientos de Atención Médica. Por otro lado impulsa y diseña protocolos y lineamientos basados en las mejores prácticas nacionales e internacionales.
A través de la DGOySP impulsa la creación y mantenimiento de un cultura de seguridad del paciente promoviendo el reconocimiento y notificación de las cuasifallas, eventos adversos y centinela que ocurren en el día a día durante la atención de los pacientes, con un enfoque abierto, de confianza y no punitivo para identificar los riesgos y problemas; para ello se ha diseñado un portal web en el que los colaboradores pueden realizar notificaciones de manera anónima.
Por otro lado, anualmente se
Where on the continuum do you feel your organization stands in establishing a person-centered culture of safety?
Proficient
What is your organization doing to establish a holistic, continuous improvement framework?
El Sistema de Gestión Innovación y Excelencia se desarrolla con la integración de equipos multidisciplinarios que dirigen y/o coordinan la atención y operación de cada uno de los hospitales y conjunto con las Direcciones de Oficinas Centrales diseñando los lienamientos, procesos y protocolos para la atención del paciente y la operación de los hospitales.
Por lo anterior en Hospitales Star Médica cada Sistema Critico del Modelo de Seguridad del Paciente se integra y gestiona través de un Comité Multidisciplinario StarTeam que es liderado por el Gerente de Gestión Organizacional de cada Hospital y sesionan al menos una vez cada tres meses.
Where on the continuum do you feel your organization stands in establishing a holistic continuous improvement framework?
Proficient
What is your organization doing to sustain an organizational development approach?
Desde la Dirección General de Hospitales Star Médica se respaldala la seguridad del paciente al integrarlo como parte del plan estratégico anual, siendo uno de los pilares para mantener el crecimiento sostenido de la organización, generando confianza en la comunidad médica, pacientes y colaboradores.
Se impulsa la creación de una cultura de seguridad del paciente desde el ingreso de los nuevos colaboradores, incluyendo en la inducción a la organización temas relacionados a la seguridad del paciente. Así mismo, en el plan anual de capacitación, donde ademas de incluir temas que por normativa de deben otorgae, desde Oficinas Centrales se establece un programa de capacitaciones relacionadas a la Seguridad del Paciente.
Como parte de los programas de institucionales para impulsar el valor institucional de Excelencia, se encentra el Programa Reconoce, mediante el cual los colaboradores en puestos seleccionados que tienen contacto directo en la atención de los pacientes se les otorga una compensación por el apego a barreras de seguridad. Así mismo, anualmente los mandos medios y Direcciones de los Hospitales que destacan por alcanzar los objetivos institucionales, entre los que se encuentran indicadores relacionados a la seguridad del paciente se les reconoce económicamente y coaching externo y materiales de consulta que los motiven a mantener el compromiso por la seguridad del paciente.
Where on the continuum do you feel your organization stands in sustaining an organizational development approach?
Proficient
Which of the following patient safety challenges is your organization planning to continue working on?
Name: Helen Macfie
Phone: (714) 580-9009
Email: hmacfie@memorialcare.org
Position: Chief Transformation Officer, MemorialCare Health System (So California)
Organization Name: Memorial Health Care System
Organization Address:
17360 Brookhurst Street
Fountain Valley, 92708 United States
Why is your organization committed to ZERO?
It takes a spark to ignite a flame. And it takes leadership to unite people, tap into their passion, and show them the way. That by working together towards a common goal, we can make a huge impact on countless lives. Thanks to the spark of Joe Kiani and the Patient Safety Movement’s leadership, thousands of hospitals, healthcare organizations and patient advocates have united to achieve a vital goal: ZERO preventable deaths. At MemorialCare, and as a prior 5* recipient, we are pleased to publicly reaffirm our commitment to saving lives and eliminating all preventable patient deaths and harm. MemorialCare is a nonprofit health system offering both adult and pediatric hospital care, as well as a growing ambulatory network with primary care, imaging, surgery centers, urgent care, breast health, dialysis and physical therapy, located throughout Orange and Los Angeles counties. Our 10,300 staff and 2,600 physicians serve more than 1.7 million patients annually, with 60,500 admitted to our hospitals last year.
Our mission is to improve the health and well-being of individuals, families and our communities. A critical component is ensuring the safety of everyone we serve. 24 years ago, we established the Physician Society, a multi-disciplinary collaboration of doctors and practitioners with the sole purpose to establish, implement and refine best practice care. Together, in 2005, we initiated our “Bold Goals” for safety. This laser focus has resulted in an 84% reduction in “Harm Across the Board”, 10% lower readmissions, 71% more people surviving sepsis, 50% fewer infections, and all three of our birthing hospitals making the California Honor Roll for reducing NTSV C-Sections.
Every year, Barry Arbuckle, MemorialCare’s CEO, announces our annual “Lives Touched” at our systemwide governance summit. In 2020, that number was 27,620 lives (now totaling 184,851 since 2007). And he reminds us that there is more harm to avoid and much more work to do.
In 2019, we learned about the Actionable Patient Safety Solutions and felt the immediate connection to our Bold Goals and beyond. I went right up to Joe and pledged for MemorialCare to join the Movement. A year later, we are humbled to be the sixth health system to have earned the 5-Star Hospital designation.
The work isn’t finished—when it comes to patient safety, it never will be. By uniting with the Movement and adopting the APSS, we are really pleased to be part of a community that is eager to embrace transparency, share best practices, and implement and evolve solutions that will save lives.
The Movement is the spark. Now MemorialCare—along with all of you—has the important obligation to keep this flame alive as we continue our journey to zero preventable patient deaths and harm. Thank you.
Do you commit to eliminating harm from medical error by aligning your organization with these three critical components?
Yes
What is your organization doing to establish a person-centered culture of safety?
We have been using the Outcome Engenuity framework for over 10 years now, and have built it into our training programs for all managers. Partnering with Quality, Risk and HR, we use the framework to assess any issues or errors and help us assure we take the best most considered path to resolving the issue using their step model. We belief if our staff and doctors can feel safe reporting errors, we then get to learn from all the treasures those reports unearth. We've also revised our reporting system to make it friendly and easier for all to submit a report as one barrier we found was the time it was taking to submit and then assess. And finally we do a survey of all staff to gain their opinions on how we are doing (we use the AHRQ survey), then generating "heat maps" by department and area to help our managers see where they can continue to improve in their leadership of the culture. This is a journey to be sure and takes constant feeding and tending as new managers come in, leadership changes and even the model itself evolves. Happy to speak more on this but these are the top level thoughts.
Where on the continuum do you feel your organization stands in establishing a person-centered culture of safety?
Proficient
What is your organization doing to establish a holistic, continuous improvement framework?
Every year we set our Bold Goals for Quality and Safety across MemorialCare, striving for every higher benchmarks either externally or compared to our own historical best, to get to ZERO harm. These are approved by our Board and then systematically reviewed and actioned by our Quality Committee of the Board (systemwide and at each hospital and the Medical Foundation - clinics) and a system-wide leadership group called our Quality Close with our c-suite and quality leadership. We are supported by a series of clinical Best Practice Teams (15 this year - for example Emergency Medicine, Pulmonary/Critical Care, Women's Health and others - as well as our Executive Quality Leadership Value Added Team which meets monthly to keep all the moving pieces on track. This framework to plan, think and activate "across and down" helps us shepherd the many important safety initiatives forward. And then finally we have a shared dashboard (we call it the PI Radar - keeping our eye on the patterns and trends) across the system as well as for each entity so that we can track our progress and where we need to action further. Again, happy to share more.
Where on the continuum do you feel your organization stands in establishing a holistic continuous improvement framework?
Expert
What is your organization doing to sustain an organizational development approach?
MemorialCare has adopted Lean as our framework for Mindset, Management System and Methods. All managers are training in Lean and Facilitative Leadership - and we are revising our process for training with COVID to be more on-line and interactional, with mentors. We do a lot of "just in time" training for our teams, workshops, and rapid process improvement events, bringing in staff, doctors and patients real-time to help us co-design solutions and implementation plans. We also offer coaching support through our Lean Resource Office so that any manager or leader can get additional help to think through an issue and design the "best" approach to solving.
Where on the continuum do you feel your organization stands in sustaining an organizational development approach?
Expert
Which of the following patient safety challenges is your organization planning to continue working on?
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
Organization Address:
951 N Washington Ave
Titusville, 32796 United States
Why is your organization committed to ZERO?
Parrish Healthcare is the culmination of our vision that collaborative partnerships are the way to improve access, quality, safety, and service. Parrish Healthcare’s collaborative network of hospitals, providers, insurers, and other allied health, social, and community-based service partners are effectively removing duplication of services and applying shared evidence-based best practices to achieve real integrated healing care for patients, families and communities.
Do you commit to eliminating harm from medical error by aligning your organization with these three critical components?
Yes
What is your organization doing to establish a person-centered culture of safety?
Healing environments reflect the values, beliefs and philosophies of the people and the community they serve. The physical building, the caregivers within that building, and the services provided must all be consistent with its regional and organizational culture. The element of culture is where we are focusing all our attention as it relates to the healing environment and giving healing experiences to everyone all the time.
Culture of Choice® - Our Culture of Choice® journey began shortly after moving into the new medical center in 2002. This journey is not about “changing” our culture, but about how can we make our culture healthier. Our Culture of Choice journey includes four major crossroads: Desire, Leadership, Culture and Process Improvement.
DESIRE - Our desire is to create a uniquely PMC experience for patients, families, visitors and caregivers to effectively compete in today’s consumer-driven, highly competitive marketplace.
LEADERSHIP - We developed a multitiered leadership assessment tool to identify the leaders who would help to move the medical center forward. The assessment tool includes self-assessments, 360-degree assessments, and personal styles assessments, giving more weight to those intrinsic characteristics, such as integrity, honesty, courage, and humility, rather than to technical skills that can be more easily taught and learned.
CULTURE - Our culture is defined by our mission, vision and values—principles that we live by each day.
MISSION: Healing Experiences For Everyone All The Time®
VISION: Healing Families—Healing Communities®
VALUES:
- Safety: We are responsible for the safety of everyone—employees, patients and visitors. All accidents and incidents are promptly and completely reported. We know the policies and procedures relating to safety issues in our organization and department. We strive to prevent slips, trips and falls by keeping traffic routes free of clutter and obstacles and by wiping up spills.
- Loyalty: We demonstrate caring, concern and commitment for everyone. We put the organization’s need before our own. We demonstrate “What can I give?” behavior vs. “What can I get?” behavior for the organization.
- Integrity: We comply with our Confidentiality Policy and Code of Conduct. We operate within PMC’s policies and procedures; display proper identification; and know and conform to all applicable laws, regulations and professional standards. We strive to do the right thing, keep promises, clarify and fulfill expectations. We are respectful of those who are not present, and avoid communication that is negative. We are honest in all interactions with others.
- Compassion: We anticipate and identify the needs of our internal and external customers. We respond promptly, and display a courteous, caring, respectful and sensitive attitude to everyone.
- Excellence: Excellence is an enduring personal and team commitment to provide the best possible service. We demonstrate initiative; learn from best practices and experiences; generate fresh approaches; acquire skills; and seek feedback to assess and improve performance. We will achieve excellence by consistently exceeding expectations. Excellence is proactively and passionately helping others achieve healing of mind, body and spirit.
- Stewardship: We will act as an “owner” of the organization, and hold ourselves and others accountable for the services we provide, including addressing problems to the appropriate supervisor. We take initiative to serve on committees and projects, both within the unit and hospital wide. We follow through on assignments in a reliable and timely manner. We use PMC’s resources wisely, and look for ways to improve processes, while maintaining our quality services.
Where on the continuum do you feel your organization stands in establishing a person-centered culture of safety?
Proficient
What is your organization doing to establish a holistic, continuous improvement framework?
Research indicates that environment plays an integral role in the healing of the mind, body and spirit. The concept of a healing environment was adopted by Parrish during the planning phases of our replacement medical center in 1996. Since then we have dedicated ourselves to providing the community we serve with more than just exceptional healthcare centers; we provide healing healthcare environments.
Healing environments:
1. Inspire hope and optimism.
2. Restore inner harmony and balance with color and light.
3. Encourage people and respect nature.
4. Provide clear direction and offers a calming experience to visitors.
5. Provide safe harbor.
6. Reflect the values, beliefs and philosophies of the people and the community they serve
Where on the continuum do you feel your organization stands in establishing a holistic continuous improvement framework?
Proficient
What is your organization doing to sustain an organizational development approach?
PROCESS IMPROVEMENT - This is where our journey comes full circle. In order to be successful, we continuously look at our existing processes and use our values and mission as our guides to identify better, more efficient ways of doing things. Process Improvement following Lean and Six Sigma principles. We apply this to our Game Plan. The Game Plan is our road map to fulfilling our shared mission, vision and values on behalf of the people we have the honor to serve. It defines for us What we need to do; How to achieve results; and Why it is important. You never have to wonder about our strategic direction. It’s all there, on The Game Plan. The Game Plan was introduced in 2000 and is the organization’s strategic plan. It is the framework we use for the consistent, standardized communication of the organization’s strategic direction, goals and expectations. The Game Plan is supported and directed by our Board of Directors. Every department and individual care partner has responsibility and accountability to The Game Plan and our success. Why? Because our work is purposeful work—our work is healing work.
Where on the continuum do you feel your organization stands in sustaining an organizational development approach?
Proficient
Which of the following patient safety challenges is your organization planning to continue working on?
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