Two More E's and How to Spread
Contents
Slide 1. Two More E's and How to Spread
Slide 2. Learning Objectives
Slide 3. Implementation Framework
Slide 4. Implementation Framework
Slide 5. Endure鈥擯lan for Sustainability
Slide 6. Endure鈥擯lan for Sustainability
Slide 7. Endure鈥擯lan for Sustainability
Slide 8. Expand鈥擲pread the Intervention
Slide 9. Expand鈥擲pread to New Projects
Slide 10. IHA's A Framework for Spread
Slide 11. Action Items
Slide 12. Reference List
Slide 1. Two More E鈥檚 and How to Spread
Slide 2. Learning Objectives
- To think ahead about ways to make your investment of time and improvements in BSI rates last forever
- To make sure all patients in your institution have access to the same level of safety in their care
Slide 3. Implementation Framework
| Frontline Staff | Team Leaders | Senior Executives | |
|---|---|---|---|
| Engage | Ask, how does this make the world a better place? | ||
| Educate |
What do I need to do? Convert evidence to behaviors; evaluate awareness and agreement |
||
| Execute |
How can I do it? Listen to resisters Standardize, create independent checks and learn from mistakes |
||
| Evaluate | How to I know we made a difference? |
Slide 4. Implementation Framework
| Frontline Staff | Team Leaders | Senior Executives | |
|---|---|---|---|
| Endure |
Has this become business as usual? How do I know it will last? Make policies and procedures, train new people, walk the process |
||
| Expand |
Who else needs to know this? What's next? Pass it on to other units Identify and address your next challenge |
Slide 5. Endure鈥擯lan for Sustainability
- Why worry about the distant future?
- What you can anticipate:
- Turnover of staff and new staff
- New projects and distractions
- Complacency
- Emergencies and complex cases (someone will call for exceptions to be made)
Slide 6. Endure鈥擯lan for Sustainability
- Things you can do now to support long-term viability of BSI reduction:
- Write it into policy
- Include in training for all new members
- Audit or monitor to be sure it is routine practice
- Set up reliable supply chain (borrowing protocol, alert system, assign someone)
- Have a quarterly review by executive partner
- Set up a learning network of peers
- Have regular meetings with your infection preventionist
Slide 7. Endure鈥擯lan for Sustainability
- Practices that aided sustainability in the Michigan Project
- Continued feedback of infection data that the team perceived as valid
- Improvements in safety culture that occurred as part of the overall Keystone ICU project
- Unremitting belief in the preventability of blood stream infections
- Involvement of senior leaders who reviewed infection data and provided teams with needed resources
- Shared goal rather than a competition to reduce infection rates throughout the State
Pronovost, PJ; Goeschel C., et al. 鈥淪ustaining Reductions in Catheter-Related Bloodstream Infections in Michigan Intensive Care Units鈥 British Medical Journal, February 4, 2010; 340:c309.
Slide 8. Expand鈥擲pread the Intervention
- Why think about expanding to other units?
- Requires self study
- Solidifies own understanding
- Provides equal protection for all patients (lines are placed elsewhere)
- May offer new ideas and methods or may change your perceptions of your own implementation when you see other units鈥 unique challenges
Slide 9. Expand鈥擲pread to New Projects
- Why think about your next project?
- Can always improve quality
- Use new capacity to change to make care better
- Maintain engagement of staff and interest and attention of management
- Permits some control over what the next initiative will be
- Offers a more rewarding environment
Slide 10. IHA's A Framework for Spread
- Make the project an organizational goal or strategic initiative
- Identify an owner or executive responsible for spread Identify person or team to manage day-to-day spread activity
- Bundle changes (or interventions) in an easily adopted and tested package
- Develop plan and targets for spread initiative
- Define specific goals of spread Define specific improvements that will be made
- Define timeframe of the spread effort
- Create template for feedback report to the sites for monitoring progress
Massoud MR, Nielsen GA, Nolan K, et al. A Framework for Spread: From Local Improvements to System-Wide Change. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2006.
Slide 11. Action Items
- Start planning now for sustaining the intervention for years to come
- Work with your executive partner and unit heads to expand the intervention into other units
- Engage staff in thinking about the next mountain they would like to climb while maintaining low BSI rates
Slide 12. Reference List
- Buchanan D, Fitzgerald L, Ketley D, et al. No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews 2005; 7(3):189-205.
- Evashwick C, Ory M. Organizational characteristics of successful innovative health care programs sustained over time. Fam Community Health. 2003 Jul-Sep;26(3):177-93.
- Greenhalgh T, Robert G, Macfarlane F, et al. Diffusion of innovations in service organizations: systematic review and recommendations. Milbank Q 2004;82(4):581-629.
