Safe Patient Handling Program Gap Analysis Checklist 2014
1Safe Patient Handling Program – Gap Analysis Checklist 2014INSTRUCTIONS: This comprehensive Safe Patient Handling Program (SPH) program Gap Analysischecklist highlights the important components of a safe patient handling program. You can use thechecklist to help identify those components of your safe patient handling program or policy that are welldeveloped, as well as those that need further development. This checklist includes all elementsrequired by Washington State law, the essential evidence based components of a safe patent handlingprogram and the best practices identified in the WSHA Hospital and Worker Culture of Safety:SafeCARE4U Safe Patient Handling bundle.The checklist can be customized by adding or deleting components specific to your facility. Supporttools and resources provided through the LEAPT Hospital and Worker Culture of Safety project can beused to provide additional information for specific SPH program elements or activities listed in thisdocument.It is recommended that the checklist be completed periodically as a part of an ongoing programevaluation and as a tool to facilitate program sustainability.Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant.Reproduced with permission from HumanFit, LLC August 2014
2SPH Program Foundation and ManagementManagement LeadershipImplementedNot ImplementedTo beImplementedWill not beImplemented oris not Applicable1. Facility leaders assign responsibility and accountability for the implementation andmaintenance of the programNotes (timelines, responsibilities, etc.)2. Facility leaders set clear safety goals and expectations for the program such as:a. Prompt reporting of staff or patient injuries/incidents related to patient handlingb. That all dependent patients over 35 pounds are moved with equipment unlessuse is prohibited due to clinical concerns or medical emergencyc. The consistent and appropriate use of lift equipment and SPH procedures suchas patient assessment protocolsd. How semi-independent, high fall-risk patients should be handled to balancesafe lifting and movement with patient rehabilitation needs (with the goal ofreducing caregiver patient handling loads at or below 35 pounds)Notes (timelines, responsibilities, etc.)3. Roles and responsibilities of all staff within the program are clearly communicatedNotes (timelines, responsibilities, etc.)4. The facility has a clearly defined and communicated process for speaking up if apotential safety issue related to patient handling has been identified by staffNotes (timelines, responsibilities, etc.)5. Management at all levels support staff in the event of patient, family, provider, orcaregiver refusal to use safe patient handling equipmentNotes (timelines, responsibilities, etc.)6. Management at all levels support and facilitate staff education related to SPH andattendance at meetings as relevant e.g. for committee members and SPHchampionsNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
3SPH Program Foundation and ManagementManagement Leadership cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented or isnot ApplicableTo beImplementedWill not beImplemented oris not Applicable7. Management at all levels recognizes employee contributions to worker safety andhealth at the facilityNotes (timelines, responsibilities, etc.)8. Management at all levels routinely demonstrates visible commitment to theprogram through participating in activities such as executive rounding, safetyhuddles, etc.Notes (timelines, responsibilities, etc.)9. Facility leaders consider safe patient handling and the on-going evaluation of theprogram in strategic planning and resource allocation(e.g., funds and time)Notes (timelines, responsibilities, etc.)Staff Involvement1. Staff from all departments who will use SPH equipment, provide support for or areimpacted by the program are involved in the following activities related to their rolein the program:a) Identifying patient handling hazardsb) Reporting an injury, hazard, or concern, including near missesc) SPH ergonomics/safety auditsd) SPH equipment selectione) Education and trainingf) SPH in new building or remodelingg) Evaluating and updating the programh) Participating in the SPH committeeImplementedNotImplementedNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
4SPH Program Foundation and ManagementWritten SPH PolicyImplementedNotImplementedTo beImplementedWill not beImplemented oris not Applicable1. A SPH policy that eliminates manual lifting to the extent feasible is in placeNotes (timelines, responsibilities, etc.)2. The policy is reviewed periodically for relevance and effectiveness and updatedas neededNotes (timelines, responsibilities, etc.)3. The policy, expectations and roles related to the SPH program are clearlycommunicated to staff & labor representativesNotes (timelines, responsibilities, etc.)4. The policy is communicated to patientsNotes (timelines, responsibilities, etc.)5. Management at all levels visibly supports and reinforces the policyNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
5SPH Program Foundation and ManagementSPH Policy and Processes for Specific SPH Related Events and PatientPopulationsImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableA process is in place to address:1. Staff and provider refusal to use safe patient handling equipment2. Patient and family refusal to use safe patient handling equipment3. Emergency situations such as a cardiac arrest, seizure, etc.4. Bariatric patients5. Combative patients6. Fall prevention related to SPH7. Long stay patients8. Other, e.g., orthopedic, post cardiac surgery, trauma patients, etc.9. Pediatric10. Specific SPH policies/processes are reviewed periodically for relevance andeffectiveness and updated as neededNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
6SPH Program Foundation and ManagementProgram ManagementImplementedNotImplementedTo beImplementedWill not beImplemented oris not Applicable1. There is a facility SPH program champion who visibly supports the program andassociated activities e.g. the chief nurse executiveNotes (timelines, responsibilities, etc.)2. A safe patient handling committee exists:a. That includes staff representatives from all departments that are affectedby the SPH program and includes at least 50% frontline staff and at least 1mentor from upper management who serves on higher level committeesand can guide the effectiveness of the SPH committee (e.g. Safety Officer,CNO, Quality Director)b. Has linkage to other leadership structures (e.g. Patient Safety Committee,Employee Safety Committee, EOC Committee, Product ReviewCommittee, Executive Committee)c. Is empowered by facility leaders for oversight of the programd. Meets on a regular basis e.g. monthly and communicates activity of theSPH committeeNotes (timelines, responsibilities, etc.)3. There is a SPH program is manager or coordinatorNotes (timelines, responsibilities, etc.)4. The program manager has sufficient time and resources to coordinate the programNotes (timelines, responsibilities, etc.)5. The program has a well-established link to nursing care services as well as thefacility employee and patient safety committees e.g. representatives from thesegroups are members of the SPH committee and the program may be managedthrough nursing services6. There is a SPH Program Plan or roadmap that defines the business case andprogram goals and activities that is maintained reviewed and updated by the SPHcommittee on a regular basisNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
7SPH Program Foundation and ManagementProgram Management cont.7. There is process to review the plan and communicate the status of safe patienthandling efforts and any factors that may enhance or limit success with facilityleaders and pertinent committees e.g. Clinical Care, Employee, Patient safety on aperiodic basisImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableTo beImplementedWill not beImplemented oris not ApplicableNotes (timelines, responsibilities, etc.)8. The plan is reviewed and roles discussed with directors and unit/departmentmanagersNotes (timelines, responsibilities, etc.)9. The goals, importance and benefits of a comprehensive safe patient handlingprogram are communicated to staffNotes (timelines, responsibilities, etc.)SPH Champion programImplementedNotImplemented1. A SPH champion program is in placeNotes (timelines, responsibilities, etc.)2. Sufficient resources are allocated to manage/support the champion groupNotes (timelines, responsibilities, etc.)3. The SPH champion program has ongoing coordination with other facility championprograms e.g. pressure ulcers, falls and infection prevention champions if presentNotes (timelines, responsibilities, etc.)4. Champion roles and responsibilities are clearly defined and communicatedNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
8SPH Program Foundation and ManagementSPH Champion program cont.ImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableTo beImplementedWill not beImplemented oris not ApplicableTo beImplementedWill not beImplemented oris not Applicable5. There are at least 1 SPH champions per shift on each unit where the SPHprogram is implementedNotes (timelines, responsibilities, etc.)6. Sufficient initial and ongoing competence based education is provided forchampions to be able to perform their dutiesNotes (timelines, responsibilities, etc.)SPH Champion program cont.ImplementedNotImplemented7. Time is allocated for champion to perform activities such as staff training andprogram auditingNotes (timelines, responsibilities, etc.)8. The champion program evaluated for effectiveness and modified as needed withinput from management, staff and champions on a periodic basisNotes (timelines, responsibilities, etc.)Communications/Social MarketingImplementedNotImplemented1. There a communications/marketing plan for the SPH program and related activitiesNotes (timelines, responsibilities, etc.)2. SPH program constituents are identified i.e. all staff groups, volunteers, patients,families, community agencies who may be impacted by the SPH program policiesand proceduresNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
9SPH Program Foundation and ManagementCommunications/Social Marketing cont.3. The message and methods of communication that are relevant for eachconstituent groups identified e.g., email; newsletters; staff meetings; specificwritten communications ; SPH/ergonomics resource intranet page; Externalmarketing (community); patient and family orientation informationImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableNotes (timelines, responsibilities, etc.)4. There is a process and resources for development and dissemination ofcommunications materials to program constituentsNotes (timelines, responsibilities, etc.)5. Communications/marketing efforts reviewed periodically and evaluated foreffectivenessNotes (timelines, responsibilities, etc.)6. If new SPH equipment or processes are implemented is there process in place tonotify program constituentsNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
10SPH Program Hazard Analysis, Abatement and EvaluationOngoing Program EvaluationImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableEvaluating Interventions/SolutionsStaff Injury, Incidents and Near Miss data1. Staff injury and related workers comp cost data is collected related to patienthandling issuesNotes (timelines, responsibilities, etc.)2. Near miss events and first aid only (non-recordable) incidents are tracked related topatient handling issuesNotes (timelines, responsibilities, etc.)3. Data is reviewed for consistency of accuracy and coding e.g.a. Consistent use of terminology related to for example type of injury; cause ofinjury, location where injury occurred, department coding etc.b. Accurate tracking of cases with days away from work; job transfer orrestriction or injury onlyc. Injury rates such as DART rates ( injuries per 100 FTEs) are calculatedusing productive hours4. Data collected includes:a. The type of patient handling tasks being conducted e.g. lifting a patient fromthe fall;b. Relevant information about patient status e.g. falls riskc. Patient assessment or SPH check conductedd. Equipment used – appropriateness and/or availabilitye. Approved SPH procedures completed or omittedNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)5. Data is collected about patient injuries related to patient handling issuesNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
11SPH Program Hazard Analysis, Abatement and EvaluationOngoing Program EvaluationImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableEvaluating Interventions/Solutions cont.Staff Injury, Incidents and Near Miss data6. Data related to patient handling related incidents and injuries is collected in real timeNotes (timelines, responsibilities, etc.)7. There is a process to review and analyze near miss, incident and injury data forlearning and to identify improvement opportunities such as,a. Trending of injury rates and severity of injuries to determine effectiveness ofSPH interventionsb. Identify direct and indirect costs related to injuries and calculate return oninvestment for the programc. Identification of areas where program gaps occur8. Data are shared within units and across units on a regular basis in a way to helpstaff understand patient handling injury trends, the cause(s) of the injuries, andlearnings from the events e.g., include in daily huddles, unit staff meetings, SPHand worker and patient safety committeesNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)9. Staff consistently report observed injuries, incidents, near misses hazards, andconcerns related to patient handlingNotes (timelines, responsibilities, etc.)10. There is a reporting mechanism for all contractors to report injuries, hazards, andconcerns*Notes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
12SPH Program Hazard Analysis, Abatement and EvaluationOngoing Program EvaluationImplementedNotImplementedTo beImplementedWill not beImplemented oris not ApplicableEvaluating Interventions/SolutionsOther Outcomes1. Metrics related to patient safety and the impact of the SPH program are collected asfeasible e.g. Pressure ulcer, falls, medical outcomes, etc.Notes (timelines, responsibilities, etc.)2. Other staff related data is collected such as staff perception, experience and overallsatisfaction with the SPH program through survey and/or interview and staffturnover on a periodic basisNotes (timelines, responsibilities, etc.)3. Patient satisfaction data is collected on a periodic basisNotes (timelines, responsibilities, etc.)Process Evaluation1. Compliance related to use of SPH equipment and procedures is evaluated on aperiodic basisNotes (timelines, responsibilities, etc.)2. Program management and related processes are evaluated and enhanced asneeded on a periodic basis e.g. SPH audits of equipment use completed;attendance at SPH education; education sessions offered, effectiveness of processsuch as sling management, functionality and effectiveness of patient assessmentand related documentation processes and the SPH champion and educationprograms etc.Notes (timelines, responsibilities, etc.)* "Contractor" includes anyone working at a hospital who is not an employee of the hospital (e.g., doctors with privileges to practice at the facilityand any services that may be regularly provided by a vendor, including information technology, housekeeping or environmental services, facilitiesmaintenance (OSHA 2012)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
13SPH Program Hazard Analysis, Abatement and EvaluationEquipment Selection, Tracking and Maintenance1. Equipment is chosen based on:a. Patient’s physical, cognitive (dependency level/mobility) and clinical needsb. The patient handling and care tasks to be performed prioritized by riskc. The physical design of the work environment and other patient equipmente.g. thresholds, carpet, beds, access to bathrooms, ceiling height, loadbearing capability etc.d. Basic ergonomic design principles related to physical and cognitiveusability, e.g., force and grip strength required to move or handleequipment, operated brakes and other controls, salience of displays andfeedback to operator when a function is activated etc.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableNotes (timelines, responsibilities, etc.)2. Staff who will use or manage equipment are involved in the evaluation, selectionand piloting of new productsNotes (timelines, responsibilities, etc.)3. Potential equipment choices are reviewed by SPH committee members such asinfection prevention, wound care, EVS and facilities/maintenance/biomed.Notes (timelines, responsibilities, etc.)4. A process is in place for equipment trials, product evaluation feedback, andordering of equipmentNotes (timelines, responsibilities, etc.)5. A process is in place when the physical environment is changed to accommodateSPH equipment e.g. Ceiling lift installation (room out of service; who to install etc.)Notes (timelines, responsibilities, etc.)6. Equipment is convenient, available, accessible and in working order on each unitand facility wide as appropriateNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
14SPH Program Hazard Analysis, Abatement and EvaluationEquipment Selection, Tracking and Maintenance cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not Applicable7. There is an adequate supply of appropriate safe patient handling equipment ineach patient care areaNotes (timelines, responsibilities, etc.)8. Changes in available SPH technology or by a vendor to existing equipment in afacility are monitored e.g. through discussions and on-site visits with colleaguesfrom other facilities, discussion with vendors etc.Notes (timelines, responsibilities, etc.)Sling Management Process1. Slings available are appropriate for the tasks to be performed and patient needs(by function, size, single patient use and/or reusable)Notes (timelines, responsibilities, etc.)2. There is sufficient quantities of slings in each unit/dept where patient lift equipmentare usedNotes (timelines, responsibilities, etc.)3. Slings are easily accessed by staffNotes (timelines, responsibilities, etc.)4. Sling sizing, function, facility name, manufacturers name, laundering instructionsand other relevant inspection/tracking information are included on the sling labelNotes (timelines, responsibilities, etc.)5. There is a process in place for sending slings to be laundered, returned to thefacility and specific unitsNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
15SPH Program Hazard Analysis, Abatement and EvaluationEquipment Selection, Tracking and Maintenance cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableSling Management Process cont.6. There is a process in place for staff to obtain slings if there are insufficientquantities in their unitNotes (timelines, responsibilities, etc.)7. There is a process in place for taking damaged slings out of service and repairingor disposing of them of them per vendor instructions.Notes (timelines, responsibilities, etc.)8. Cost for replacement of damaged and lost slings is included in annual budgetplanningNotes (timelines, responsibilities, etc.)9. Sling availability and loss is trackedNotes (timelines, responsibilities, etc.)10. A process for sling inspection is in place that includes inspectiona. Upon purchase before being placed into serviceb. On a periodic basis e.g. every 6 months;c. By staff before each useNotes (timelines, responsibilities, etc.)11. Wound care staff has knowledge about current pressure ulcer preventionguidelines and use of SPH equipment (e.g. NAUAP guidelines) and has approvedthe process for using slings that considers a patients pressure ulcer preventionneeds and the sling combination with specialty mattresses e.g. leaving a turningsling under a patient on an air mattressNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
16SPH Program Hazard Analysis, Abatement and EvaluationEquipment Selection, Tracking and Maintenance cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableInfection Control Policy Related to Cleaning of SPH Equipment1. A cleaning process approved by facility infection control and manufacturer infectioncontrol requirements is identified and communicated for each type of SPHequipment and reviewed on a periodic basis for effectivenessNotes (timelines, responsibilities, etc.)2. Processes are in place to address use of and cleaning measures for equipment inC.diff/isolation roomsNotes (timelines, responsibilities, etc.)Maintenance and Inspection1. A maintenance system is in place to address nonfunctioning SPH equipment i.e.facilities maintenance staff have received education from the equipment vendorrelated to repair and replacement of equipment and partsNotes (timelines, responsibilities, etc.)2. A standard process is in place to notify appropriate department, e.g. facilitiesmaintenance, biomed, and/or facilities management when patient handlingequipment problems/incidents ariseNotes (timelines, responsibilities, etc.)3. Preventative and routine maintenance and inspection for SPH equipment(including annual load testing) per manufacturer instructions and local/state/federalcode is conductedNotes (timelines, responsibilities, etc.)Ongoing Equipment Management1. An inventory of SPH equipment and slings and their storage location exists and istrackedNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
17SPH Program Hazard Analysis, Abatement and EvaluationEquipment Selection, Tracking and Maintenance cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableTo beImplementedWill not beImplemented oris not ApplicableOngoing Equipment Management cont.2. A unit-level equipment needs evaluation is conducted on a periodic basis e.g.atleast annually.Notes (timelines, responsibilities, etc.)3. A process to evaluate and replace equipment and supplies such as slings andbatteries is in placeNotes (timelines, responsibilities, etc.)Patient Assessment ProtocolsImplementedNot Implemented1. Patient dependency (or mobility) levels have been determined for SPHNotes (timelines, responsibilities, etc.)2. A standard process is in place to identify each patient’s dependency status and theappropriate patient handling equipment and slings that is needed to meet a specificpatients needsNotes (timelines, responsibilities, etc.)3. Dependency level criteria and SPH patient assessment process conducted areapproved by nursing and therapyNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
18SPH Program Hazard Analysis, Abatement and EvaluationPatient Assessment Protocols cont.4. There is a process in place to assess and communicate a patient’s dependencylevel between staff:a. On admission to a facility and unitb. During the shift communications and handoffc. Before a patient handling and movement task is performed (e.g. a quickmobility check prior to chair to bed transfer or ambulation of a patient)d. Between different disciplines such as nursing and therapye. Between units such as a patient care unit, transportation and imaging e.g.Ticket to Ride5. Patient dependency/mobility status and needs are communicated upon admissionto a unit from other depts. such as the emergency room or from outpatient clinics,LTC facilities etc.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)6. A patient’s dependency level and associated SPH equipment/slings is documentedin the patient’s care planNotes (timelines, responsibilities, etc.)7. Communication about patient SPH needs/dependency in included in the dischargeprocessNotes (timelines, responsibilities, etc.)8. Patient assessment and related documentation is being completed correctly bystaff on a consistent basisNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
19SPH Program Hazard Analysis, Abatement and EvaluationEducationImplemented1. New staff (including travelers or agency staff) who will use SPH equipment andprocesses receive competency based training that includes hands-on returndemonstrationNotes (timelines, responsibilities, etc.)2. All staff who will use SPH equipment and processes receive competency basedtraining that includes hands-on return demonstration:a. On a periodic basis e.g. annually or biannually (can be determined byprogram evaluation processes)b. When new equipment or processes are implementedc. When staff move to a unit or department where they will use SPHequipment and processes not previously operated3. Education for staff who will use SPH equipment includes:a. The rationale and evidence base for SPH and the facility’s SPH policyb. Patient assessment protocols and correct choice of equipment andrelated communications and documentationc. Safe use of equipment and slings including exceptions for used. Use of equipment with specific patient populations as applicable e.g.bariatric, orthopedic etc.e. Equipment and sling inspectionf. Equipment and sling access, cleaning, failure, breakage/damageg. How to get assistanceNot ImplementedTo beImplementedWill not beImplemented oris not ApplicableNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)4. SPH Champions receive initial and periodic training specific to their roleNotes (timelines, responsibilities, etc.)5. A process is place to address the role of students (nurses, therapists, OR/Imagingtechnicians etc.) and related training needs in the SPH programNotes (timelines, responsibilities, etc.)Developed by Lynda Enos, RN, MS, COHN-S, CPE, Ergonomics/Human Factors Consultant. Reproduced with permission from HumanFit, LLC August 2014
20SPH Program Hazard Analysis, Abatement and EvaluationEducation cont.ImplementedNot ImplementedTo beImplementedWill not beImplemented oris not Applicable6. Patients and their families receive education about the SPH program includingequipment that may be used to move or lift themNotes (timelines, responsibilities, etc.)7. All staff is educated on the evidence base and importance of SPH as it relates totheir role and responsibilities:a. Senior management/Leadersb. Unit/department directors and managersc. All staff who will use SPH equipment and processesd. SPH committeee. SPH champions8. The SPH committee and program manager are provided the opportunity fortraining and continuing education as related to SPH processes, evidence basedtrends etc.9. Support service staff receive training on specific SPH processes relevant to theirrole and responsibilities e.g. Housekeeping, Maintenance, Biomed, Linen servicesetc.a. When hired andb. On a periodic basis andc. As equipment or processes change10. Job aids are provided for use of equipment and SPH processes e.g. videos, pictureguides, checklists and tip sheets for:a. Staff who use SPH equipment and processesb. Support service staff e.g. EVS –SPH cleaning policy and room set-up,maintenanceNotes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)Notes (timelines, responsibilities, etc.)11. There is a process to provide unit based SPH coaching of staff following SPHtraining on new equipment or processes e.g. conducted by unit championsNotes (timelines
Safe Patient Handling Program – Gap Analysis Checklist 2014 INSTRUCTIONS: This comprehensive Safe Patient Handling Program (SPH) program Gap Analysis . potential safety issue related to patient handling has been identified by staff Notes (timelines, responsibilities, etc.)
Safe Patient Handling Point of Contact, Minneapolis VA Health Care System, Minneapolis, MN *Charlotte Lynch, MS, CNS, CSPHP, Safe Patient Handling Coordinator, Dayton VA Medical Center, Dayton, OH Marie Martin, Ph.D., Acting National Program Manager, Patient Care Ergonomics (10P3D) and Industrial Hygienist/Safe Patient Handling Facility .
“Safe Patient Handling” refers to Safe Patient Handling and Mobility that is, the use of technology such as powered lifts and evidence based work practices and processes that are used to facilitate movement of a patient with the goal of reducing the risk of injury to both the healthcare employee and the patient.
experience with high-risk patient handling tasks, general patient mobility status for their unit and special patient needs. sAfe LIft component specific Action(s) sAfe LIft Audit Questions safe patient handling policies and practices are in place which address any gaps identified during the assessment process and include, at a minimum:
Safe Patient Handling Policy POLICY 1.1.3 Environment of Care Safe Patient Handling Program Issued: February 2013 Revised: July 2014 Page 4 of 7 d. Avoid high-risk patient handling tasks whenever possible. If unavoidable, assess the situation carefully and plan to minimize risks as best possible prior to initiating task. e.
Traditionally, a skills gap analysis is undertaken using paper-based assessments and supporting interviews; however, technological advancements, such as skill management software, are allowing large companies to administer a skills gap analysis without using a significant proportion of human resources (Antonucci and d’Ovidio, 2012).File Size: 778KBPage Count: 24Explore furtherSkills gap analysis template - Skills for Care - Homewww.skillsforcare.org.uk40 Gap Analysis Templates & Exmaples (Word, Excel, PDF)templatelab.comConducting A Gap Analysis: A Four-Step Templatewww.clearpointstrategy.com(PDF) Gap Analysis - ResearchGatewww.researchgate.net30 FREE Gap Analysis Templates & Examples - TemplateArchivetemplatearchive.comRecommended to you b
GAP Pathways GAP Benefits Opportunities GAP Commitments Participants Parents Ambassadors GAP Process Get Connected 2 4 6 7 8 10 12 15 1. TABLE OF CONTENTS About Girls For A Change . GAP is a four-year, tiered approach that supports paced learning and development, where certified instructors
was certainly the case with Casa Colina's safe patient handling project. "When our safety team discussed what we could do with the (Safe Patient Handling) program to decrease employee injuries, we first looked for resources on the web," said Eric Hong, the human resources assistant, GEMS Guiding Excellence through Member Sharing
AngularJS i About the Tutorial AngularJS is a very powerful JavaScript library. It is used in Single Page Application (SPA) projects. It extends HTML DOM with additional attributes and makes it more responsive to user actions. AngularJS is open source, completely free, and used by thousands of developers around the world. It is licensed under the Apache license version 2.0. Audience This .
