critical event review (root cause analysis) hutchinson area health care december 2008
TRANSCRIPT
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Critical Event Review(Root Cause Analysis)
Hutchinson Area
Health Care
December 2008
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What are we going to cover?
• What is Critical Event Review (CER)? – Brief Overview
• Reasons for conducting a Critical Event Review
• Hutchinson Area Health Care’s use inLong Term Care - Process
• Story
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What is a Critical Event Review?
• A process that uses a systems approach for identifying the basic causes for an undesirable event or problem
• Focus on the process and systems, not individuals
• Uses the technique of asking the “why” question multiple times
• A confidential process
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Reasons to do a Critical Event Review
• It is a review process used to uncover the facts and the underlying story that led up to the event– Identification of contributing factors– More in-depth understanding of the sequence of events
• Assists in improving facility systems/processes
• Promotes proactive Action Plan development to assist in preventing recurrence
• Resident Safety– Reduce the harm to residents by increasing the
resilience of our responses when the event repeats
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Events where use of CER could be considered…
• Events with serious outcome for the resident
• Repeating incidents
• Near Misses/Good Catches
• Examples: – Falls
– Medication Errors
– Plan of Care not followed
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CER Selection Criteria
• Initially Joint Commission driven – Sentinel event standard requiring RCA’s to be done
• Was applied to CMS sentinel event criteria• Based on event data analysis
– Highest event (falls)
– Severity
• Resident safety focus – reduction of harm • Future – working to be proactive – near miss
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Immediate Actions• Ensure resident and staff are safe
• Notification of Administration
• Assess need for additional resources
• Secure equipment, tubing, medications, involved in event
• Communication to resident and family
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Immediate Actions (continued)
• Complete documentation by the care provider– Medical Record: Facts- Objective data/description of
event– Event/Incident Report
• Institute an immediate corrective action if possible
• Staff Notes (not part of the medical record)– Coach staff: record when resident last seen, what they heard, room
arrangement, location of equipment, your response – Who, What, When, Where, Why– Staff notes need to turned into
Quality Department or Quality Manager
• Drawings/Pictures
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CER Meeting Steps
• Set up initial meeting 48 to 72 hours post event (if not sooner)– Who sets up the meeting
• Identify and invite key players• Won’t compromise resident safety
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Key Players• Staff from departments/units directly and
indirectly involved in the event
• Nursing Administration
• Medical Director– Physician/Provider as needed
• Quality Representative
• Administrator
• Facilitator
• Others as identified
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CER Meeting Steps (continued)
• Coaching Staff – May be initiated prior to meeting being set up
if member has not participated before• Participation in the CER is an opportunity to learn
• Chance for staff to tell their story
• Emphasis is on improving the system
• Just in Time Training
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Meeting Preparation
• Room with comfortable atmosphere
• Flip Chart and Markers
• Kleenex
• Coffee/Water/Treats
• Medical Record/Reports
• Any of the pre-work documentation– Staff Notes– Chart Review
• Lead nursing completes
– Time line of the event
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Facilitator • Team training/group skills
– Clinical background can be helpful, but not required– Listening skills – use facilitation to uncover the story
behind the event– Analytical skills – conversational/timeline versus
investigation data gathering
• Positive – sense of humor – sensitive – deal with emotions – awareness
• Strong boundaries– Brings people back to focus– Ability to manage emotion at the table – fear/anger– Is able to identify and draw out people– Engages the entire team to give their perspective
• Need to support everyone’s style
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Recorder
• Recorder – listen to how they are saying, as well as what they are saying– Facilitator may be the recorder as well– Would recommend a recorder be available
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Meeting Format
• Introductions and Ground Rules – Confidentiality– Titles left at the door - all members need to be
active participants– There are no bad questions– Systems and process focus
• Not blaming/finger pointing
– Want to foster creativity • “You” have the solutions
• Brief orientation to CER
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CER Meeting in Progress• Tell the story• Brief overview of resident• Start with the person who found resident
• Try to obtain details of what happened
• What did you see?
• Encourage people to share • Facilitator stands in front and captures data on white flip chart
– “BIN” list – gives credence, but allows facilitator to move back to subject
• Try to identify opportunities /gaps as the story is presented
• Why, Why, Why?– How were they laying? Where was the wheel chair?
– What is the purpose having the wheel chair across the room?
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Use of Triage Questions
• Helps team understand event• Assures thoroughness of investigation –
“buckets”– Human factors
• Staffing– Communication/Information– Equipment/Environment– Uncontrollable external factors– Training– Rules/Policies/Procedures– Barriers
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Forms
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CER Meeting cont.
• Identification of factors that may have influenced the circumstances that led to the event– Identification of system/process gaps– Opportunities identified for improvement
• Feedback from participants on how systems can be improved is critical– Is there anything that we could have been done differently?
• Development of an action plan – based on findings – with target dates and responsible party listed– Monitoring/measurement plan as indicated– (Critical Event Review Corrective Action Plan -to be covered more in depth in later
presentation)
• Follow-up
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Spread the Success/knowledge
• Share with staff and Administration– Need to go beyond interdisciplinary care team
• Potential: – Share learnings and collaborate with other
facilities
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Critical Event Review Summary
• To be thorough, a RCA must include:
– Determination of human and other factors– Determine related processes and systems– Analysis of underlying causes and effects –
series of why’s– Identification of risks and their potential
contributions
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Questions?
Thank you!