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Medical College of Central Georgia
- 1. Captive Funded Risk Reduction Medical Center of Central Georgia Staff Injury Prevention Program
- 2. Medical Center of Central GA 637 Bed Not for Profit Community Hospital Level 1 Trauma Women's Services – 3000+ Births Children’s Hospital 314,000 Annual Visits 25,000 OR Visits 5000 Employees “Bacon Belt” of America!
- 4. Review of injuries showed frequent patient handling occurrences
- 5. The injuries were NOT r/t bariatric patients only
- 6. LOTS of discussion about how to reduce injury
- 7. Annual training on proper body mechanics?
- 8. Staff education about how injuries were happening
- 10. Hospital injuries 8.8/100 FTE’s
- 11. Nurses who suffer injuries on the job are much more likely to leave nursing and patient care
- 12. Initiative to protect staff
- 13. Based on evidenced based research
- 14. Equipment must be available for staff
- 15. Equipment must be used
- 17. ANA –Handle with Care
- 18. OSHA
- 19. Magnet –FOM 4.2 - Safe Environment
- 23. Service Excellence- Improve Customer Service
- 24. Safety – Decrease employee injury
- 25. Financial Growth
- 26. Average annual spend R/T Back Injury –
- 27. $400-500,000
- 28. Missed work
- 31. decrease Workman’s Comp Liability by decreasing staff injury
- 32. What IS a CAPTIVE? In Simple Terms – a Captive is an INSURANCE COMPANY – - Insured is the owner of the company We started our CAPTIVE in 1994 – and had very good success in the stock market We had in EXCESS of 30 million shares Possibility – Dividend the funds / vs Grant Program
- 33. Captive/ Grant Opportunity GRANT$ – Could we design a program to fund initiatives that would help with professional indemnity – and reduce $$$$$$$Claims Cost?$$$$
- 36. Track issues to determine how to reduce claims
- 37. Safety Committee – already looking at Patient Handling
- 40. Conference Call
- 42. Process Mapping
- 43. Education
- 44. Org Wide – Administration and Department Heads
- 45. Implementation
- 46. Nursing and Patient Care education
- 47. Critical to success of program
- 50. Location – Location - Location
- 54. Plan for Battery Charging
- 56. Research – Surveyed staff to assess knowledge
- 57. Manager Buy-in
- 59. Accountability
- 60. Staff buy-in
- 61. Awareness
- 62. Rationale
- 63. Education
- 64. TMC classes – 8 hours
- 65. General Staff classes – 2 hours
- 67. PAR Supplies (near at hand)
- 68. Proactive use of Supplies
- 70. EMERGENCY CENTER
- 73. Cath & Vascular Labs
- 74. Support Departments have TMC’s
- 75. X-RAY
- 76. Rehab
- 77. Home Health
- 79. Liftsaver – Ceiling Lift Placement
- 80. Liftsaver – Ceiling Lift Placement
- 81. Critical Care Concerns HAPU – r/t loss of air flow “We will never use this stuff” “It will take too long” “I know how to move MY patient”
- 82. Repositioning - good use of resources
- 84. Changes Decreased calls to Lift Team Staff can turn, reposition and move patients Equipment changes resources needed from 3 or more – to 1!! Leadership rounding/Unit Surveys Continual assessment of staff knowledge Staff held accountable to policy EVERY injury investigated immediately
- 85. SAFETY
- 86. Lift from Floor to Chair
- 87. Safety
- 88. Easy on Patient and Staff
- 89. Easy
- 90. Easy
- 91. Back To Bed
- 96. Included 928 contract hours time
- 97. 360 hours during implementation
- 98. 400 hours over 36 months for clinical support as well as phone/meeting time.
- 99. As of July 1st, 2010, MCCG has received 704 hours and has 224 hours left in the contract.
- 101. The Diligent program “went live” on 7/2/09 on the designated areas agreed upon.
- 103. Evaluation/ Results 8 Number of Injuries that potentially could have been avoided through the use of ARJO-Huntleigh equipment If equipment had been used, the injury reduction would have been 100%.
- 104. CURRENT STATUS The Diligent/MCCG Lift Saver program has created an overall awareness in the facility and highlighted the importance of staff to effectively plan for patient These results are a very good start and the nursing management and staff should be commended. Our goal is to continue the success for the rest of the contract.