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Qual Manag Health Care. 2019 Apr/Jun;28(2):108-113. doi: 10.1097/QMH.0000000000000207.

Implementing Daily Leadership Safety Huddles in a Public Hospital: Bridging the Gap.

Author information

1
Jacobi Medical Center, Bronx, NY (Drs Castaldi, Kaban and Morley and Mss Petersen, O'Neill, Mullaney, and Pennacchio); and Westchester County Medical Center, Valhalla, NY (Dr Castaldi and Ms George).

Abstract

BACKGROUND:

A Leadership Safety Huddle was instituted in efforts to improve communication and make safety culture a priority at our institution. The Huddle is a transparent, regularly recurring forum of clinical and administrative hospital leaders, in which safety issues and concerns are identified, shared, and swiftly addressed.

METHODS:

Metrics regarding huddle effectiveness in 3 areas are studied: information technology (IT) services ticket resolution time, bladder catheterization, and one-to-one inpatient monitoring.

RESULTS:

Analysis revealed effectiveness of the huddle on quality of inpatient care and cost savings. Survey revealed 75% or higher favorable responses to huddle improving communication, transparency, time to resolution of issues, ability to voice concerns, and patient safety. As a result of huddle implementation, metrics showed 46% reduction in IT ticket turnaround time (P = .0001), 28% reduction in non-intensive care unit bladder catheter days (P = .011), and 10% decrease in continuous observations (P = .008), allowing a 24% reduction in cost (P = .001) with quarterly savings of $139 107.00.

CONCLUSION:

These metrics demonstrate how huddles are instrumental in infusing and sustaining a culture of patient safety in hospitals.

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