focused review of a sentinel event root cause analysis
TRANSCRIPT
DeterminationDetermination the Need for the Need for Focused Focused ReviewReview
• When something goes wrong, the appropriate clinical experts are in consultation– Administration– Physician leadership– Nursing leadership– Risk Management– Quality Management
DeterminationDetermination of Need for of Need for Focused Focused ReviewReview continued continued
• It is determined that the event meets the definition for sentinel events– NQF 27 Adverse Event Criteria– JCAHO Minimum Criteria
• The event is a near miss (good catch)– the event has resulted or could have resulted in
patient harm • Problems keep repeating
• Surgical Events• Product or Device
Events• Patient Protection
Events• Care Management
Events• Environmental Events• Criminal Events
NQF Adverse NQF Adverse EventsEvents
• Events resulting in an unanticipated death or major permanent loss of function, not related to the natural course of the patient’s illness or underlying condition
JCAHO JCAHO Minimum Minimum EventsEvents
• Event is one of the following (even if the outcome was not death or major permanent loss of function unrelated to the natural course of the patient’s illness or underlying condition)– Suicide of any individual receiving care, treatment or services in a
staffed around-the-clock care setting or within 72 hours of discharge– Unanticipated death of a full-term infant– Abduction of any individual receiving care, treatment or services– Discharge of an infant to the wrong family– Rape– Hemolytic transfusion reaction involving administration of blood or
blood products having major blood group incompatibilities– Surgery on the wrong individual or wrong body part– Unintended retention of a foreign object in an individual after surgery
or other procedure
JCAHO JCAHO Minimum Minimum EventsEvents
• Unanticipated death or major permanent loss of function associated with a health care-acquired infection
• Severe neonatal hyperbilirubinemia (bilirubin >30 milligrams/deciliter)
• Prolonged fluoroscopy with cumulative dose >1500 rads to a single field, or any delivery of radiotherapy to the wrong body region or >25% above the planned radiotherapy dose
JCAHO JCAHO Minimum Minimum EventsEvents
• Near Misses• Repeated problems• Events which have resulted in
patient harm, or could have resulted in patient harm– “Risk thereof”
Other events Other events where RCA where RCA could be could be consideredconsidered
• Assists to prioritize safety related problems
• Applies resources (time) where they have the greatest opportunity to improve safety
• A tool intended to prioritize safety events yet not take the place of judgment
• Based on 2 dimensions
Safety Safety Assessment Assessment
CodeCode
Safety Safety Assessment Assessment
CodeCodeSeverity:
• Based on actual and potential risk – “worst case”
• Needs to have consistent definition
• Should be determined first
Safety Safety Assessment Assessment
CodeCode• Catastrophic
– Death or major permanent loss of function not related to natural course of illness or underlying condition
• Major– Permanent lessening of bodily function not related to natural
course of illness or underlying condition
• Moderate– Increased length of stay or level of care
• Minor– No injury, no increased length of stay or level of care
Safety Safety Assessment Assessment
CodeCodeProbability:• More subjective, greater chance of variation• Should be reflective of the facility• Categories
– Frequent– Occasional– Uncommon– Remote
Safety Assessment Matrix
SEVERITY
Catastrophic Major Moderate Minor
Frequent 3 3 2 1
Occasional 3 2 1 1
Uncommon 3 2 1 1
Remote 3 2 1 1
Fre
qu
ency
Adapted from: http://www1.va.gov/vhapublications/ViewPublication.asp?pub_ID=1695
Sentinel Event Sentinel Event Focused Focused Review Review
AlgorithmAlgorithmIt is determinedthat a focused
review should beconducted
The action plan isfacilitated by the
manager
RCA documentsare reviewed by
medical staff in theDepartment Meeting(includes action plan)
Manager schedulesthe RCA to be
conducted within30 days of the event
The RCA isconducted and an
action plan isestablished
Measurement planis implemented;the action plan is
evaluated foreffectiveness
• Participating in a RCA is an opportunity to learn
• Opportunity for staff to tell their story
• Emphasis is on improving the system and not correcting the individuals
Root Cause Root Cause Analysis Analysis
• Systematic process for identifying the most basic causal factor or factors for an undesirable event or problem
• Focus is on process and systems, not individuals
• Frequently ask “why “
• Confidential
• Conduct within 45 days
Root CauseRoot Cause Analysis Analysis
• Mechanism for reporting Sentinel Events
• Investigating and evaluating causative factors
• Initiation of performance improvement
• Action plan development to prevent recurrence
Goals of a Goals of a Root Cause Root Cause Analysis Analysis
Goals of a Goals of a Root Cause Root Cause Analysis Analysis
Understand the sequence of events– Flow chart
– Cause and Effect Diagram
Chronological details can be done before to save time
Reviewing literature can help the team to differentiate between what they may or may not have within their control
• Multidisciplinary :– Key staff and departments directly
and indirectly involved in the event
– Physicians, nurses and managers
– Performance Improvement Staff
RCA TeamRCA Team
• CONFIDENTIAL
• Safe protected environment• Quality Management v.s. Risk
Management• Gain better insight into processes
involved in the event– Frequently asks “why”
• Peer Review– MN Statute §§ 145.61
• QM acts as a facilitator
Key Key AspectsAspects
• Details of the event• Human factors• Staffing• Communication• Education• Equipment• Environmental• Uncontrollable external factors• Other factors
Key ElementsKey Elements of of RCARCA
• Helps team understand event• Assures thoroughness of
investigation– Human factors/Communication– Human factors/Training– Human factors
fatigue/scheduling– Environment/Equipment– Rules/Policies/Procedures– Barriers
Triage Triage QuestionsQuestions
Minimum Scope of Root Cause Analysis for Specific Types of SentinelEvents
Detailed inquiry into these areas is expected when conducting a root cause analysis for thespecified type of sentinel event
Inquiry into areas not checked (or listed) should be conducted as appropriate to the specific eventunder review.
Suicide(24care)
MedError
ProcedureComplic
Wrong sitesurgery
Treatmentdelay
Restraintdeath
Elopementdeath
Assault,rape,hom
Transfusindeath
Infantabduction
Behavioral assessmentprocess*
X X X X
Physical assessmentprocess**
X X X X
Patient identificationprocess
X X X
Patient observationprocess
X X X X
Care planning process X X X
Staffing levels X X X X X X X X X X
Orientation & training ofstaff
X X X X X X X X X
Competency assessment/credentialing
X X X X X X X
Supervision of staff*** X X X X
Communication withpatient/family
X X X X X
Communication amongstaff members
X X X X X X X
Availability ofinformation
X X X X X
Adequacy oftechnological support
X X
Equipment maintenance/management
X X
Physical environment**** X X X X X X X
Security systems andprocesses
X X X X
Control of medications:storage/access
X
Labeling of medications X
• Root Cause Analysis Summary
• Root Cause Analysis Corrective Action Plan
• Confidential under MN Statute §§ 145.61
RCA ReportingRCA Reporting Tools Tools
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
Root CauseRoot Cause Analysis Analysis SummarySummary
• 5 Rules of Causation– Causal statements must clearly
show the “cause and effect” relationship
– Negative descriptors are not used in a causal statement
– Each human error must have a preceding cause
– Each procedural deviation must have a preceding cause
– Failure to act is only causal when there was a pre-existing duty to act
Determining Determining the the
Root CauseRoot Cause
HealthEast Root Cause Analysis Summary
Level of Analysis Questions/Factorsinvolved
Findings and Opportunities to Improve
What departments wereinvolved?
What happened:
What are the details of theevent?
Why did it happen:(Proximate cause)
What was the missing or weakstep in the process?
Why did that happen? What caused the missing orweak step in the process?
Why did that happen? What is currently done toprevent failure at this step?
Why did it happen:(Proximate cause)
What was the human error?
Why did that happen? Was staff performance in theprocess addressed?Was staff properly qualified?Was staffing adequate?
Why did that happen? Can orientation and inservicetraining be improved?
Why did it happen:(Proximate cause)
Was all necessary informationavailable: -when needed? -accurate? -complete?
Why did that happen? Is communication amongparticipants adequate?
Why did that happen? Are there barriers tocommunication?Is prevention of adverseoutcomes considered a highpriority?
Why did it happen:(Proximate cause)
How did the equipment fail?What broke?
Why did that happen? What is currently being done toprevent an equipment failure?
Why did that happen? What is currently being done toprotect against a bad outcome ifan equipment failure doesoccur?
Why did it happen:(Proximate cause)
What environmental factorsdirectly affected the outcome?
Why did that happen? Was the physical environmentappropriate for the process to becarried out?
Why did that happen? Are systems in place to identifyenvironmental risks?Are responses to environmentalrisks planned and tested?
Why did it happen:(Proximate cause)
Were there any uncontrollableexternal factors?
Why did that happen? Are they truly beyond theorganization’s control?
Why did that happen? How can we protect againstthem?
Why did it happen:(Proximate cause)
Were there any other factors thatdirectly influenced the outcome?
Why did that happen? What caused the breakdown atthis step in the process?
Why did that happen? How can we protect againstthem?
Type of Event:
Patient suicide Op/post-op complication Medication error Wrong-site surgery Delay in treatment Patient death/injury in restraints Patient fall Assault/rape/homicide Patient elopement Perinatal death/loss of function Transfusion error Fire
Infant abduction/wrong family Medical equipment – related Ventilator death/injury Maternal death Death associated with transfer Utility system failure Anesthesia – related Infection – related Dialysis – related In-patient drug overdose Self-inflicted injury Other (less frequent)
Root Cause(s) Identified by the RCA Team:
Check categories that apply: Behavioral assessment process Physical assessment process Patient identification process Patient observation procedures Care planning process/coordination of care Staffing levels Orientation and training of staff Competency assessment/credentialing Supervision of staff Access to care
Communication with patient/family Communication among care team members Availability of information Adequacy of technological support Equipment maintenance/management Physical environment Security systems and processes Control of medications: storage/access Labeling of medications
Additional Details:
Patient Name/Number: Where incident occurred:
Date of incident: Date Root Cause Analysis Completed:
Participants in Root Cause Analysis: Conclusions/Recommendations:
Please list references of literature search:(articles can be found in the central library)See attached bibliography.
Please attach the associated policies:(including any newly revised policies)
Focused Review of aFocused Review of aSentinel EventSentinel Event
Developing a Corrective Action Plan
• Historically the weakest link to the process
• Often RCA teams conclude solutions based on:– Recognition of warning signs– Training/education– Asking clinicians to “be more careful”
• Creates challenges for the RCA team
Corrective Corrective Action Plan Action Plan
• Strong actions:– Physical plant changes– New device with usability testing prior to
purchase– Forcing functions– Simplifying process – remove unnecessary steps– Standardize process/equipment– Leadership is actively involved
Corrective Corrective Action Plan Action Plan
Corrective Corrective Action Plan Action Plan
• Intermediate actions:– Decrease workload– Software enhancements/modifications– Eliminate/reduce distraction– Checklists/cognitive aids/triggers/prompts– Eliminate look alike and sound alike– Read back– Enhanced documentation/communication– redundancy
Corrective Corrective Action Plan Action Plan
• Weak actions:– Double checks– Warnings/labels– New policies/procedures/memorandums– Training/education– Additional study
• Do the Actions meet the following:– Address the root cause and contributing
factors– Specific– Easily understood and implemented– Developed by process owners– Measurable
Corrective Corrective Action Plan Action Plan
• Identifies opportunities for improvement
• Assigns responsibility for actions
• Target dates are set for completion
• Looks at follow up for effectiveness by using a measurement plan
CorrectiveCorrectiveAction PlanAction Plan
Why Measure?• Confirmation that what we wanted to
accomplish did in fact occur• Measures effectiveness of action, not the
completion of the action• “All improvement will require change, but
not all change will result in improvement” G. Langley, et al
• “In God we trust. All other bring data” W.E Deming
Measure of Measure of EffectivenessEffectiveness
How will we know that the change results in improvement?
Measurement answers the question• Quality improvement measurement is for learning,
not judgment, not research• All measures have limitations• Measurement should be used to guide improvement
and test changes• Focus on the changes made in the action plans
What to MeasureOutcome Measures
• Reflect cumulative impact of multiple processes
• “Big picture” – Are we doing the right thing– Are we getting the results we
want– Did we influence the health of
the patient
• Reflect the health state of a patient resulting from our care
• Further investigation is needed to understand what processes need to be changed
Outcome Measures
• How many falls on this unit?
• How many pressure ulcers occurred on this unit?
• How many wrong site surgery events did we have?
• How many medication errors occurred on this unit
What to Measure
Process MeasuresReflect current condition of our
processes– Are they still working for us– Are we using them– Are we using the accurately
• Determine if processes are functioning effectively and efficiently
• Used to assess adherence to recommendations in clinical practice
• Able to identify specific areas of care that may require improvement
Process Measures• How many patients had the
tool to assess for risk of falls• How many patients with a
Braden score of 6 had a WOC nurse consult
• How many times was the pause for cause observed correctly
• How many nurses matched the patient’s ID band to the MAR
How to Measure
Complex and untimely
• Chart abstraction
• Financial reports
• Data obtained from existing databases and systems
Guide change, indicate progress, timely
• Tally sheets
• Checklists
• Questionnaires
• Feedback interviews
• Observation
• Daily reviews
Measurement Plan• Measures effectiveness of action,
not the completion of the action
• Defined numerator/denominator
• Defined sampling plan and time frame
• Realistic performance threshold• Plan for when initial measure did not
meet threshold
Measure of Measure of EffectivenessEffectiveness
Measurement Plan Examples• % patients with risk assessment tool
used – Randomly sample 10 patients/month for 3 months. If goal of 90% not reached, discuss with staff to determine barriers and make necessary changes, then re-audit.
• % Pause for Cause observed to be correctly done by OR staff – Randomly observe 10 surgeries/month for 3 months. If goal of 90% not reached, discuss with staff to determine barriers and make necessary changes, then re-audit.
Measure of Measure of EffectivenessEffectiveness
• Share with staff and Administration– Need to go beyond “share
at staff meeting” - action is not sustained
• Collaborate with other units and sites
• Report sent to Medical Department for review/comments
Spread the Spread the Success/knowledgSuccess/knowledgee
HealthEastRoot Cause Analysis
IMPROVEMENT ACTION PLAN
Type of Event:
Category of Root Cause:
Opportunity to Improve Action ResponsiblePerson
Target Date ForImplementation
CompletionDate
Measures:
Follow-up for Effectiveness:
CONFIDENTIALProtected under
Minnesota Statute §§ 145.61 et seq.
ACTION PLAN OWNER(s):HealthEast
Root Cause Analysis
IMPROVEMENT ACTION PLAN
Opportunity to Improve Action Rating
Action ResponsiblePerson
Target Date For
Implementation
Completion
DateInitials
MeasuresFollow-up for Effectiveness
Thank You!
Rosemary Emmons RN,BSN
HealthEast Quality Management
651-232-3392 phone
651-864-2535 pager
651-232-4435 fax