Abstract 199: Hardwiring Institutional Learning Through Team-Based Problem-Solving in a Pediatric Cardiovascular Intensive Care Unit
Introduction: Our purpose was to develop a high reliability system (The SWARM) to empower frontline staff to share information regarding communication and process inefficiencies to rapidly develop solutions. Hypothesis: A systematic process for recognition, evaluation, and transparent feedback would increase the use of problem-solving. Methods: A multidisciplinary team, led by a physician and nurse, developed an email strategy to let frontline staff identify problems in real-time and solve and spread this knowledge throughout the CVICU and Heart Center. Problems submitted were outside the scope of institutional patient safety reporting. Unless immediate attention was required, the SWARM team evaluated entries weekly. Entries were categorized as: 1) Useful information to share with ICU staff; 2) More information needed to be obtained and personnel consulted; or 3) A multidisciplinary task force needed to generate consensus and evidence-based guidelines. Solutions were shared with ICU staff via direct email and a monthly newsletter. After 6 months ICU staff were surveyed with 5 questions regarding awareness, utility, and ease of use of the SWARM process. Staff were resurveyed after re-education and institution of leadership walk-rounds. Rates of SWARM entries before and after re-education were compared using Fisher’s Exact Test for proportions.*p<.05 Results: Of the total 65 SWARM entries, 9% were level 1, 86% were level 2 and 5% were level 3. Entries were categorized into problem types and are shown in the Pareto Chart as percent of total(See Chart). Pre- and post- survey results indicated that staff awareness increased from 70% to 91% and staff understanding of utility increased from 57% to 75%. After re-education, use in CVICU increased by 417% (0.7/week to 2.9/week)*. The increased rate of use of the SWARM system has been sustained for 8 weeks post education. The current rate is 1.8/week. The top two Solutions by category were Re-Education (62%) and Practice Change (17%). Conclusions: A system was developed to better manage quality through real-time awareness of our performance. The formal creation of a standardized context for information sharing has resulted in a significant increase in the performance of problem-solving. This multidisciplinary effort allows for minimizing unnecessary variation in how quality improvement efforts are identified and performed.