Synesis是一个框架,可在复杂的医疗保健环境中实现安全干预。

IF 1.3 Q4 HEALTH CARE SCIENCES & SERVICES
Aarti Bavare, Tiffany Wrenn, Anne Lam, Jamie Cargill, Lauren Salinas, Itode Idowu, Asma Razavi, Venessa Lynn Pinto, Eric Williams
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引用次数: 0

摘要

背景:尽管在医疗安全事件报告(SER)系统中广泛采用,但缺乏统一的结构来及时分析和采取行动,同时保留报告者的机密性。我们使用综合框架将安全报告的孤立审查转变为对质量、安全性、生产率和可靠性的综合评估,以促进干预措施。方法:在需求评估调查之后,我们启动了一系列计划-执行-研究-行动周期,以(1)增强团队访问SERs的能力,(2)促进对SERs的定期多学科审查,以确定可操作的机会,(3)使用失效模式和效果分析分配行动优先级,以及(4)启动行动并总结数据。团队的团队模型允许授权执行。衡量标准包括审查流程的完成情况、团队参与度、在1个月内提交“开放”(没有行动计划)报告的比例;结果——发起和完成的行动数量、行动的传播和干预后调查结果;平衡资源投入。结果:26名多学科领导在18个月内审查了4个临床单位3406例报告SERs中的3175例。从前6个月(75%)到后12个月(99%),审查的SERs占总SERs的比例显著增加(pSummary:我们成功实施了一个可持续的流程,在我们的大型机构中全面审查、优先考虑SERs并采取行动,并使用综合框架促进安全干预。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Synesis as a framework to enable safety interventions in complex healthcare environments.

Background: Despite wide adoption in the healthcare of safety event report (SER) systems, there is a paucity of unified structures for prompt analysis and action while retaining reporter confidentiality. We used a synesis framework to change siloed reviews of safety reports to a comprehensive appraisal of quality, safety, productivity and reliability to facilitate interventions.

Methods: After a needs assessment survey, we launched serial plan-do-study-act cycles to (1) enhance teams' ability to access SERs, (2) facilitate regular multidisciplinary review of SERs to identify actionable opportunities, (3) allocate action priority using failure mode and effects analysis, and (4) launch actions and summarise data. Team of Teams model allowed for empowered execution. Measures included process-completion of review, team engagement, proportion of 'open' (those without action plan) reports within 1 month of filing; outcome-number of actions launched and completed, dissemination of actions and postintervention survey results; and balancing-resources invested.

Results: 26 multidisciplinary leaders reviewed 3175 of the 3406 total reported SERs across four clinical units over 18 months. The proportion of reviewed to total SERs increased significantly from the first 6 months (75%) to the second 12 months (99%) (p<0.001), and the proportion of 'open' to reviewed SERs decreased significantly from 43% to 5.3% (p<0.001). Many local- and organisational-level actions were launched efficiently by the engaged and aligned team. Action impact was assessed by reviewing trends in SER themes and findings, and actions and impact were disseminated at unit, divisional and organisational levels. Postintervention survey showed improvement in leaders' perceptions about SER reviews.

Summary: We successfully implemented a sustainable process to comprehensively review, prioritise and act on SERs in our large institution and facilitated safety interventions using a synesis framework.

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来源期刊
BMJ Open Quality
BMJ Open Quality Nursing-Leadership and Management
CiteScore
2.20
自引率
0.00%
发文量
226
审稿时长
20 weeks
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