Optimizing Patient Safety Assistant Utilization for Improved Healthcare Efficiency
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Optimizing Patient Safety
Assistant Utilization
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To decrease the overutilization of patient sitters 100% by
introducing a standardized protocol and implementing
alternative patient safety plans on the 9
th
floor
Medicine unit at University Hospital by
August 31, 2011.
The goal was to accomplish this without compromising
patient safety as measured by the rate of falls, falls
with injury, and elopement.
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Patient sitters for all indications were physician driven
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No consideration was given to sitter alternatives
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Adverse events occurred even with sitters @ bedside
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Inadequate Nursing leadership oversight of sitter utilization
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Literature review – no improvement in pt outcomes
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Networked with other Magnet Hospitals – similar challenges
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Process Analysis – Fishbone and As-Is Flowchart
H
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p
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t
a
l
S
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/
B
a
c
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Patient Sitter Costs Over-Budget
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Hospital-wide negative
financial trend for patient
sitters
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Budgeted $1.5 M/FY 2011
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Projected $2.3 M/2011
based on YTD trend
(-$800,000)
9 Medicine Unit Background
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The 9
th
floor Medicine unit was the largest consumer of patient
safety sitter hours
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58 bed unit - patient sitters used for small group had negative impact
on nursing skill mix for all other patients on unit
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Average Patient Sitter cost:
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Base pay @ approximately $11/hr
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Average cost of filling patient sitter shift increased to $16/hr
- High volume of requests/unmet demands
- Shifts often filled with med/surg techs (higher pay rate) working
overtime
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Use of sitters became an expectation of physicians, nurses and
families
H
o
w
W
o
u
l
d
W
e
K
n
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T
h
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t
a
C
h
a
n
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w
a
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I
m
p
r
o
v
e
m
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n
t
?
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Decrease in total number of PSA’s used per day
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Decrease in total hours of PSA’s used per
month
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Decrease in overtime hours
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Indications for PSA’s deemed appropriate by
team
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No increase from baseline in the volume of falls,
falls with injury, and elopements
P
L
A
N
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Change “sitters” to “patient safety assistants (PSA)”
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Update PSA job description
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Implement decision-making algorithm for front-line teams
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Institute PSA bedside observation documentation log
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Establish nurse leader/MDs rounds on close observation
patients @ least daily to address patient safety plan
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Provide access to patient safety equipment/supplies 24/7
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Low boy beds, bed enclosures, appropriate nurse call
notification/alarms
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Patient immobilization devices (elbow immobilizers/mittens)
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Institute lightening rounds (q 15min) when needed
S
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c
t
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D
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c
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We piloted a decision-making algorithm
and a paper observation documentation
log with clinical teams to identify
alternatives to Patient Safety Assistants
for patient safety related issues on the 9
th
floor Medicine Unit during July 2011.
I
m
p
l
e
m
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n
t
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d
t
h
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C
h
a
n
g
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Daily rounding
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Put algorithm into practice
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Reviewed observation logs
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Brainstormed/coached teams
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Discussed alternatives to PSA’s
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Cohorting/proximity to nurses’ station
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Special equipment
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Frequent checks by clinical staff (e.g. lightening rounds)
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Real-time feedback was given to staff on
outcomes
C
H
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C
K
P
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t
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9
M
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Pilot Start Date July 5th
9 Medicine Fall Volume &
Falls with Injury Trend 2011
2011 Elopements 9 Medicine
P
r
o
j
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c
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R
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I
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s
t
m
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(
R
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)
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Annual Project Costs
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Projected labor cost: $49,002
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Sustainment cost: $97,000
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Annual Projected Savings
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Hard Savings: $576,000
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Projected Annual Net Savings
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$479,000
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ROI 295%
E
x
p
a
n
s
i
o
n
o
f
O
u
r
I
m
p
l
e
m
e
n
t
a
t
i
o
n
A
c
t
•
Adopted a Nursing PSA Utilization Policy
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Revised Patient Safety Assistant Job Description
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Standardized skill level to Med/Surgical technician
•
Enhancing Training to include Cognitive Coaching and Therapeutic
Interactions
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Held Patient Safety Equipment Fair and training
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Continuing efforts to improve inter-professional communication
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Modified electronic MD orders – to reflect updated safety
precautions
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Rolled program to all other inpatient areas of hospital
C
o
n
c
l
u
s
i
o
n
/
W
h
a
t
’
s
N
e
x
t
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Intra-disciplinary communication and problem-solving
are key to improving patient safety and appropriate
utilization of resources
•
Day to day front-line nursing leadership is critical to
appropriate resource utilization
•
Current efforts and future plans
•
Pilot/Implement Falls Risk Assessment/Risk of Injury tool
•
Develop and Implement Elopement Prevention Guideline
•
Med/Surg Tech (PSA) Cognitive Coaching/Therapeutic
Communication Training
•
Improve the plan of care for acute brain injured patients in the
intermediate care setting
Thank you!
Introduction of standardized protocols and alternative safety plans helped reduce overutilization of patient sitters by 100% at University Hospital's 9th-floor Medicine unit, addressing cost concerns and enhancing patient safety. The initiative aimed to decrease overreliance on patient sitters without compromising patient safety indicators. Challenges such as physician-driven sitter practices and inadequate nursing oversight were identified and addressed to achieve successful outcomes.
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Presentation Transcript
Optimizing Patient Safety Assistant Utilization
Members Christine Andre, MD, Assistant Professor, Division of Hospital Medicine Michelle Ryerson, DNP, RN, NEA-BC, VP of Clinical Operations, University Health System David Paul, MBA, Director Fiscal Management, University Health System Our Sponsors Division of Hospital Medicine, Department of Medicine, UTHSCSA - Dr. Luci Leykum University Health System Christann Vasquez, Chief Operating Officer, University Health System Tim Brierty, Chief Executive Officer, University Hospital Nancy Ray, Chief Nursing Officer, University Health System
AIM STATEMENT To decrease the overutilization of patient sitters 100% by introducing a standardized protocol and implementing alternative patient safety plans on the 9th floor Medicine unit at University Hospital by August 31, 2011. The goal was to accomplish this without compromising patient safety as measured by the rate of falls, falls with injury, and elopement. 3
Hospital Situation/Background Patient sitters for all indications were physician driven No consideration was given to sitter alternatives Adverse events occurred even with sitters @ bedside Inadequate Nursing leadership oversight of sitter utilization Literature review no improvement in pt outcomes Networked with other Magnet Hospitals similar challenges Process Analysis Fishbone and As-Is Flowchart
Patient Sitter Costs Over-Budget Hospital-wide negative financial trend for patient sitters Budgeted $1.5 M/FY 2011 Projected $2.3 M/2011 based on YTD trend (-$800,000) 14000 12000 10000 Home Unit Hours 8000 STARS Other Units 6000 Total 4000 Linear (Total) 2000 0 Jan Feb Mar Apr MayJune Month
9 Medicine Unit Background The 9th floor Medicine unit was the largest consumer of patient safety sitter hours 58 bed unit - patient sitters used for small group had negative impact on nursing skill mix for all other patients on unit Average Patient Sitter cost: Base pay @ approximately $11/hr Average cost of filling patient sitter shift increased to $16/hr - High volume of requests/unmet demands - Shifts often filled with med/surg techs (higher pay rate) working overtime Use of sitters became an expectation of physicians, nurses and families
How Would We Know That a Change was an Improvement? Decrease in total number of PSA s used per day Decrease in total hours of PSA s used per month Decrease in overtime hours Indications for PSA s deemed appropriate by team No increase from baseline in the volume of falls, falls with injury, and elopements
PLAN Change sitters to patient safety assistants (PSA) Update PSA job description Implement decision-making algorithm for front-line teams Institute PSA bedside observation documentation log Establish nurse leader/MDs rounds on close observation patients @ least daily to address patient safety plan Provide access to patient safety equipment/supplies 24/7 Low boy beds, bed enclosures, appropriate nurse call notification/alarms Patient immobilization devices (elbow immobilizers/mittens) Institute lightening rounds (q 15min) when needed
Selected Decision Making Tools PATIENT SAFETY ASSISTANT LOG (Close Observation for Patient Safety Issues) Behav iors/A ctivity Vital Signs: Temp, HR, RR, BP, O2 Sat, Accu- Check, I&O Time Interventions/Response Initials 0700 0800 0900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 2400 0100 0200 0300 0400 0500 0600 Hours of uninterrupted night sleep:__________________________ Early awakening Awakens feeling rested Difficulty falling asleep Interrupted sleep Restlessness Sedation Other ____________________________ Patient Safety Plan Days (0700-1900) Nights (1900-0700) Signature Signature Initials Initials
DO - Intervention We piloted a decision-making algorithm and a paper observation documentation log with clinical teams to identify alternatives to Patient Safety Assistants for patient safety related issues on the 9th floor Medicine Unit during July 2011.
Implemented the Change Daily rounding Put algorithm into practice Reviewed observation logs Brainstormed/coached teams Discussed alternatives to PSA s Cohorting/proximity to nurses station Special equipment Frequent checks by clinical staff (e.g. lightening rounds) Real-time feedback was given to staff on outcomes
CHECK Patient Safety Assistant Utilization 9 Medicine 4485.3 3985.3 UCL 3695.6 3485.3 2985.3 CL 2901.4 Total Hrs 2485.3 LCL 2107.3 1985.3 1485.3 985.3 485.3 -14.8 Jan Feb Mar Apr May Jun Jul Aug Sept Month 2011 Pilot Start Date July 5th
9 Medicine Fall Volume & Falls with Injury Trend 2011 14 12 Falls 10 Major Injury 8 Mod Injury Totals Minor Injury 6 Linear (Falls ) 4 2 0 Jan Feb Mar Apr May Jun Jul Aug Sept 2011 Month
2011 Elopements 9 Medicine 3.5 3.0 2.5 Total Number 2.0 1.5 1.0 0.5 0.0 Jan Feb Mar Apr May Jun Jul Aug Sep Month 2011
Project Return on Investment (ROI) Annual Project Costs Projected labor cost: $49,002 Sustainment cost: $97,000 Annual Projected Savings Hard Savings: $576,000 Projected Annual Net Savings $479,000 ROI 295%
Expansion of Our Implementation Act Act Adopted a Nursing PSA Utilization Policy Revised Patient Safety Assistant Job Description Standardized skill level to Med/Surgical technician Enhancing Training to include Cognitive Coaching and Therapeutic Interactions Held Patient Safety Equipment Fair and training Continuing efforts to improve inter-professional communication Modified electronic MD orders to reflect updated safety precautions Rolled program to all other inpatient areas of hospital
Conclusion/Whats Next Intra-disciplinary communication and problem-solving are key to improving patient safety and appropriate utilization of resources Day to day front-line nursing leadership is critical to appropriate resource utilization Current efforts and future plans Pilot/Implement Falls Risk Assessment/Risk of Injury tool Develop and Implement Elopement Prevention Guideline Med/Surg Tech (PSA) Cognitive Coaching/Therapeutic Communication Training Improve the plan of care for acute brain injured patients in the intermediate care setting
