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Title:

The Scottish Patient Safety Programme

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The Scottish Patient Safety Programme HAI Leadership in Infection Prevention and Control NHS GG&C GG&C Pareto Inclusive of September 2010 figures. – PowerPoint PPT presentation

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Title: The Scottish Patient Safety Programme


1
The Scottish Patient Safety Programme
  • HAI Leadership in Infection Prevention and
    Control NHS GGC

2
Three Key Leadership Elements in Infection
Prevention and Control
  • Directorate accountability
  • Performance management
  • Surveillance and Clinical incident reporting

3
What are our underlying leadership principles
within the Infection Control Service ?
  • Patient focused
  • Data driven
  • Evidence based (and prepared to formulate
    evidence where none exists)
  • Closely linked into Management and Clinical
    Governance structures
  • Responsive to targets

4
SAB HEAT Target
  • Target 15 reduction by March 2011
  • GGC Aim 20 reduction by March 2011
  • Issue How do we develop a system to manage
    this?

5
SABs Project Plan
  • Develop Reporting Structure
  • Develop a formal sub-group of AICC
  • Develop local action groups with rolling action
    plans
  • Utilise Our Infection Control Staffing Resource
  • Existing project team (MRSA Screening) tasked
    with facilitation of groups
  • Utilise Our Data (Using Improvement Methodology)
  • Target interventions in areas of highest
    prevalence
  • Monitor progress towards target
  • Review surveillance of SABs
  • Promote Local Ownership
  • By identifying areas specific to directorates,
    interventions will be targeted, appropriate and
    locally owned
  • Ensure an Inclusive Approach
  • Consideration will be given to work already
    being progressed by SPSP, practice development
    and directorates.

6
Develop Reporting Structure
SPSP
7
Utilise Infection Control Staff Resource
  • MRSA Screening Project Team
  • Utilised as there was a gap in policy decision
    for screening.
  • Project Nurses were already aligned to
    directorates.
  • Provided a formal reporting and monitoring
    structure.
  • Were responsible for hosting local action group
    meetings (meetings chaired by directorate Head of
    Nursing)
  • Facilitation by Project Team Rolling action
    plans, research etc.
  • Infection Control Leads
  • Lead Nurses provided expertise to local groups
  • Lead Surveillance Nurse coordinated data
  • Consultant Microbiologist, Assistant Head of
    Nursing and Infection Control Manager visibly
    supported process.

8
Utilising our Data
  • Pareto charts focused our attention
  • At Board Level
  • At Directorate Level
  • Trajectories reminded us of the goal
  • The GGC Target
  • The Directorate Target
  • Ad hoc reports
  • Were produced on directorate request. E.g. HAI
    only, source of SAB.

9
Directorate
10
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13
Directorate Led Action Groups
14
Key Workstreams Infection Control
  • Enhanced SAB Surveillance
  • Leads ICNs and Lead Surveillance Nurse reviewed
    current documentation and database. An enhanced
    form was launched in July 2010.
  • Enhanced Reporting
  • In addition to directorate reports, all
    directorates will now be receiving an enhanced
    summary of the above SAB surveillance.

15
Key Work streams Emergency Care and Medical
Services
  • Blood Cultures Developing NHS GGC Blood Culture
    Policy
  • Evidence based approach
  • Blood Culture contamination audit
  • PVCs Production of poster Pause. Think.
  • Surveillance snapshot of PVC use (approx 30
    unused in first 24 hours).

16
Poster
17
Observations so far.
  • Benefits noted
  • Joint working
  • Shared ownership of target
  • Project management facilitation is helping push
    actions
  • Evidence based approach is helping to engage
    clinicians they are leading the direction of
    travel.

18
SABs Pareto and SPSP Implementation
19
Observations so far.(2)
  • Areas of uncertainty
  • Unable to link SABs rate with SPSP ward
    performance/scores
  • SPSP is not mandated to deliver HEAT targets
  • SPSP rollout is not correlated with areas of high
    HAI prevalence
  • SPSP is focused on process and relies on
    reliability to drive outcomes which are not
    measured.

20
Creating a Combined Approach
SOLUTION Needs to be combined process linked to
board governance based on performance indicators
from multiple areas.
Continuous Improvement
Targeted Improvement
21
  • Thank you
  • Any Questions?
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