Patient Safety Strategy

Selection of a Patient Safety Strategy
Frederick James Varker
Thomas Edison State College

Selection of a Patient Safety Strategy

Introduction Health care systems must embrace and incorporate new technologies to improve patient safety, cost effectiveness, and to be current with new standards of patient care. This paper will discuss the selection of a patient safety strategy by the Langley Mason Health system. Current National Patient Hospital Safety Goals identified by the Joint Commission include both computerized physician order entry (CPOE) and implementation of smart IV pump technology to reduce medication errors. Health care systems need to explore all costs associated with implementing new patient safety strategies should be

There should be a project review committee to serve as an additional set of checks and balance to weigh out the pros and cons of both sides. This committee should follow the Systems Development Life Cycle (SDLC) process in implementing these systems. The SDLC process is used in systems engineering, information systems and software engineering for planning, creating, testing, and deploying an information system. (Wagner et al., 2013, p. 211) A comprehensive cost vs benefit analysis and proposed vendor analysis must take place. Both CPOE and the Smart IV program aim to reduce errors. Risk management should be consulted and staff training should be focused on preventing prior identified errors. This may allow both programs some additional time without incurring major expense while reducing errors and costs.
A comprehensive technology package that includes CPOE, electronic medication administration records, automated pharmacy systems, bar coding, and computerized discharge instructions, and Smart IV pumps should be explored as this may be the most cost effective approach. Critical error areas must be identified early and addressed. Adequate time and resources must be allocated to properly train all staff. Staff feedback should be solicited and addressed by management and IT staff to improve staff acceptance of these new programs and

Acute care and high risk areas such as oncology, ICU and ED could trial several pumps, supplied on a trial basis at no cost to the system. Once a preferred vendor has been chosen, that Smart IV pump vendor should be willing to provide the LMH with staff education, biomedical and IT support, and have inventory on hand to meet LMH needs on demand. New Smart IV pumps could be rolled out incrementally to identified high risk area over 2-3 years, limiting capital expenses, thus allowing for a comprehensive medication management process to be implemented