The Telluride Experience – Not Your Typical Patient Safety Training – Part One

By Stacey Gonzalez

Anyone reading a blog post for the MedStar Institute for Quality and Safety probably already knows the importance of improving quality and safety.  You know healthcare has struggled for decades since first becoming truly aware of this issue’s magnitude and pervasiveness.  I’d also bet you’re already actively engaged (or seriously interested) in solutions.  For those reasons, I’ll jump right in to The Telluride Experience

The Telluride Experience (TTE) is a 4-day, intensive workshop that convenes resident physicians and health science students to focus on patient safety concepts and the application of quality and safety improvement strategies and tools. Over 1,000 alumni across the United States and internationally have taken part in the Telluride Experience.

However, the real story is what makes The Telluride Experience so unique and transformative for its learners. 

There’s a quote with unclear origins that speaks well to the TTE approach.   

Tell me and I forget.  Teach me and I remember.  Involve me and I learn. (unk.)

Whether originally said by Xunzi, Confucius, or Benjamin Franklin, the message is relevant.  Some lessons aren’t best taught by a lecture or textbook.  You need to be involved and immersed in the lesson to really “get” something in a way that will effect change in your daily life. 

TTE utilizes various teaching modalities to help all students learn profoundly for sustained impact.  Small groups, engaging discussions, games, and case studies are all critical pieces of our unique formula.  Learners receive functional tools to share these lessons with colleagues after returning to their institutions. 

Dr. Rachel Nash attended the Telluride Experience in 2012 as a rising 3rd year medical student, and in 2018 she reached back out to us.  Finding herself interviewing for her first attending job, she shared the following reflection on her career so far, attesting to the program’s long-standing impact. 

“I keep coming back to the Telluride Roundtable and how meaningful that experience was for me. It was truly life changing. Being immersed in that environment with passionate people was incredibly powerful. I think that experience gave me the confidence to plan quality and safety events in medical school, and to be a successful resident.” 

Whether you’re reading this as a prospective student, alumni, Dean, administrator, or anyone looking for an exceptional patient safety program, we hope you’ll consider learning more, applying, or supporting our program.  We rely on your word of mouth, referrals, and financial support to continue our mission. 

Additionally, please check out our new book, Shattering the Wall: Imagine Health Care without Preventable Harm, which tells the TTE story through the voices of our faculty and learner reflections.  All book sale profits go directly to supporting scholarships for future students and residents.

If you’re interested in learning more about how TTE consistently changes learners’ attitudes and actions, read on to Part Two of The Telluride Experience – Not Your Typical Patient Safety Training.

Shattering the Wall: Imagine Healthcare without Preventable Medical Harm

By Anne Gunderson Ed.D, MS, GNP

Since the official creation of The Academy for Emerging Leaders in Patient Safety: The Telluride Experience in 2009, over 800 health science students and residents have attended one of our immersive sessions.  The program is intended to fill gaps in health sciences education where formal, systematic patient safety and quality curriculum is lacking. Learners leave with the tools, knowledge, support, and enthusiasm to make a difference at their institution or school, and a commitment to make patient safety a focus of their medical careers.  While in attendance, each learner is asked to blog nightly to provide an outlet for their reflections and the impact of its curriculum in their own words.  These powerful glimpses into their thoughts and experiences formed the inspiration for our new book, Shattering the Wall: Imagine Healthcare without Preventable Medical Harm.

Shattering the Wall is a collection of works created by these young healthcare learners and the faculty members who taught them.  Each chapter is deeply rooted in the healthcare domains of safety, quality, and leadership. No matter what type of reader you may be—healthcare professional, health science educator, or a patient who uses health services—this book will hopefully open your eyes to many of the intricacies of our current healthcare system, as well as the challenges faced by all of us in delivering safe, high-quality care. In this book, you will be exposed to first-hand accounts of real-life situations involving learners, professionals, patients, and their families, which reflect the historical background, current state, and lessons learned of each prevalent topic in healthcare practice.  The chapters do not have to be read in order. Feel free to pick a chapter on a topic that intrigues you, or start from the beginning and immerse yourself in a learning experience similar to what our learners experience while attending The Telluride Experience.

The future is limitless for these young leaders. The leaders of tomorrow have the opportunity to create a culture that is safe, and, most importantly, patient-focused. By stretching the boundaries of traditional thinking and acting, learners and professionals can deliver higher-quality care to patients and their families, thus transforming and improving healthcare culture and practices for future generations.

We hope you will accept this work in the spirit in which it was intended: to give a larger platform to the voices of our future healthcare leaders—voices that will carry the much-needed healthcare culture change forward. Our faculty strongly believes in the “Educate the Young” premise – providing the future generation of health care leaders the knowledge, tools, techniques, and behaviors associated with high-quality, safe care.

Whether you are a healthcare learner, a healthcare professional, or a patient or family member interested in learning more about our current healthcare culture, you will appreciate Shattering because we all have one thing in common - we are all affected by the health of our current healthcare system, and we will all, one day be patients.

Please note: Any and all proceeds from book sales will go directly to support future Telluride Scholars in their quest to become the safest, most patient-centered caregivers they can be. We are, in turn, grateful for your support.

Purchase book here: amazon.com

Council of the Safety and Quality Jedi

By Anne Gunderson MS; Ed.D.

Over a decade ago, our nation’s healthcare sector was in upheaval following the disclosure of the Institute of Medicines report on deaths due to medical errors (IOM, 2000).  In response, a Jedi warrior with a passion for patient safety education determined that someone needed to bring like-minded warriors together to discuss the plight of healthcare in America. Contemplating the vast need to join forces with other patient safety Jedi masters, the warrior identified and invited select masters to the table. In 2004, select Jedi made their way to a remote mountain in Colorado. Over five long days and nights, each member of the Jedi council shared their knowledge and experience at the Roundtable. As the council members engaged in open conversation and consensus building, the initial plans for the rebellion against medical error became a reality.  As each member shook hands and agreed to meet again the following year, the rebellion was born.

In 2008, two medical students and two residents with strong interest in safety and quality were invited to the Jedi roundtable. The four Padawan learners added their voices to the discussions while learning from the Jedi masters.  The success of this model provided the inspiration for a new training academy for health science learners. The Council determined that a constantly expanding interdisciplinary educational program was needed to better prepare health sciences students and medical residents to understand, appreciate, demonstrate proficiency, and assume a leadership role in patient safety and quality outcomes initiatives. The learning opportunities would provide young Padawan’s with the knowledge and experiences that promote discipline competence and a sense of personal and societal responsibility for the delivery of safe, highly reliable patient care.

Padawan to Jedi Warrior: A New Hope for Healthcare

Despite our progress, we are facing a dark future unless we embrace the Force. By that, it means we must focus on what is happening around us, to be mindful, and commit fully to the rebellion on preventable medical error and or harm. Recent reports estimate deaths due to medical error are not improving, and in fact, are now thought to be four times the number revealed in the 2000 IOM report (James, 2013). Although we have trained almost 1,000 Padawan learners over the past 8 years, our Jedi army cannot withstand the siege. Patient safety practices’ resulting in quality outcomes is the number one requirement for the provision of safe patient care. To meet this requirement, education and training in safety and quality must be the very foundation of every training academy. Instead of teaching to the content of national examinations, academic institutions should focus on creating effective learning that meets the needs of the health care system and the patients that are dependent on their care.

I wrote this reflection on my last run to the rebel base. As I sit in the back of the training room, wearing my Yoda shirt and observing the newest team of Jedi warriors, I have to believe that the Force is strong in them. A Jedi must have the deepest commitment. We have coached them to focus on the present, to fully embrace and commit completely to providing safe healthcare practice. They have learned, and they have been tested. They are aware of the dark side and have acknowledged that we must beat the enemy all around us; medical error. As Yoda said, “Try not. Do. Or do not. There is no try” (The Empire Strikes Back, 1980)

The Unexpected Journey Continues

by Armando Nahum, Director, MIQS Center for Engaging Patients as Partners

It’s 2006 and another Labor Day Weekend is upon us. As preparations are under way for a gathering of family and friends, the phone rings…

Our son Joshua, an avid skydiver instructor living in Colorado, has just had an accident. A cold air density pushed his parachute inward and threw him to the ground at 60 miles per hour. Joshua is being taken to the Emergency Department and I’m scrambling for any airline to get me on the next flight to Denver. I manage to find a ticket, and arrive Denver in the early evening hours. Joshua is in ICU with a broken left femur and a contusion on the back of his head. I immediately saw a tube on the top of his head and asked what it was. They told me they had to perform a ventriculostomy, a temporary drainage to reduce the swelling in Joshua’s brain.

I sat there and watched my son go in and out of sleep, a result of the heavy sedation medication he had been given. I noticed the room was dark, no windows and bits and pieces of paper on the floor. I didn’t think much of it back then…I just wanted my son out of ICU. My understanding of hospitals at that time was quite limited: you go through the ED after an accident, then they move you to the ICU and if you get better you go to a “regular” room that means you get to go home soon.

But that was not the case with Joshua. He spent six weeks in ICU, battled two cases of MRSA and delirium, and finally he seemed to be on a good road to recovery. His neurosurgeon told us Joshua was “good to go”. They found a Rehab Facility a couple of miles down the road where Joshua had some work left to do. I was so happy to hear that, finally, our nightmare would end.

Six days into Joshua’s rehab, I received a call at 11:30pm from his neurosurgeon. He said that Joshua spiked a fever of 103F, his brain was swelling and he coded. He said he performed a lumbar puncture to determine if an infection was present. Little did he know that in doing so, he would end up “sucking” part of Joshua’s brain into his spinal column, damaging C1 to C3 leaving him unable to breathe on his own. He was on a ventilator to breathe for him while the neurosurgeon figured out the extent of this new insult to his spine–not from crashing 60mph into the ground, but sustained during care by his doctor. I was in shock by the news, a phone call that reported the opposite of what we had last been told, deflating our expectations of recovery. I also remember so many of the details the neurosurgeon shared meant absolutely nothing to me at the time. I only had one question for him: “Are you confident you can handle my son?” And he answered: “Absolutely!”

I took the next flight to Denver and upon arriving there I found that Joshua had been transported to another hospital. His neurosurgeon was no longer available. He decided to “wash his hands” as Pontius Pilate did, Joshua no longer his concern. Within a few days the damage caused to Joshua’s spinal column became clear: my son was now a ventilator-dependent quadriplegic with a gram-negative bacteria in his cerebral spinal fluid baffling everyone at that hospital. The bacteria that had been cultured were still unable to be stopped by any antibiotic available anywhere in the world. Joshua died a few days later, but not from his original injuries. My son ultimately died unnecessarily from an infection he caught during his hospital stay.

Joshua acquired his infection from the first hospital that cared for him, and 11 years later they still hide. They still deny and “fudged” his death certificate to where Reuters decided to investigate and discovered lies from various hospitals. Article cited here: https://www.reuters.com/investigates/special-report/usa-uncounted-surveillance/

And so, after the death of my son, my personal search to find out how this could happen transformed me into a man on fire; a man with a mission and an unquenchable passion to discover how to stop these largely preventable infections from happening to anyone else ever again. As irony would have it, or maybe because I was now awake and looking, we soon discovered that a total of 3 members of our family had been impacted with hospital Infections in 3 different hospitals, in 3 different states in only 10 months’ time…

Someone once said that, in life, even more than education, experience is sometimes the best teacher. I can tell you with all certainty, that there no one has been taught more or has been more profoundly affected by the personal devastation and particular loss caused by hospital acquired infections than my own family.

With the help of the CDC, my wife Victoria and I decided to establish an organization dedicated on Infection Prevention (Safe Care Campaign) and arranged to meet with hospitals throughout United States and Canada; to tell our story and empower the caregivers to do the “right thing” for every single patient. The CDC taught us that the component of most importance to prevent infection during the delivery of care was something so simple: Hand Hygiene.

We soon realized that it would take us many years to visit thousands and thousands of hospitals, and fortunately, a new “movement” was starting. A movement that would allow the Patient and Family Members’ voices to be heard. We jumped at the very first opportunity and created a new organization that, if done right, would have our voices heard throughout the world. The Healthcare and Patient Partnership Institute (H2Pi.org) emerged from a partnership with two of the most renowned Patient Engagement experts: Marty Hatlie, JD and Tim McDonald, MD, JD.

Together, we built a “model” of partnership between Patients and Family Members and hospital staff that was based on Quality and Safety initiatives. We wanted to make sure it would be patient harm that would be our focus, not just patient experience—the paint color of walls, the noise level in patient rooms or parking efficiencies. We wanted to help health systems with quality and safety initiatives, like reducing hospital-acquired conditions (HACs), reducing hospital readmissions and supporting these aims across the continuum of care.

Our first client was MedStar Health, the largest not-for-profit healthcare system in the mid-Atlantic region. In just 2 short years, we established Patient and Family Advisory Councils for Quality and Safety (PFACQS®) in all of their 10 Hospitals. Today, MedStar Health, with the leadership of Dr. David Mayer, Vice President of Quality and Safety, is a leader in Patient and Family Engagement throughout the country. Since then we have worked diligently with Vizient Inc. (formerly VHA) in developing many Advisory Councils throughout the USA.

With the recent launch of MedStar Institute for Quality and Safety (MIQS), my unexpected journey has recently provided me with yet another opportunity. As the Director of Center for Engaging Patients as Partners at MIQS, I am honored to be part of an innovative, state of the art and forward-thinking Institution with an impeccable team devoted to supporting the MedStar Health Quality and Safety mission.

The Institute is home to the Center for Open, Honest Communication, the International Training Center for Bloodless Medicine and Surgery, the Center for Engaging Patients as Partners, the Academy for Emerging Leaders in Patient Safety, and an ever-evolving array of quality and safety research, education and training programs and clinical improvement programs. The MIQS Mission is shaped by the Quadruple Aim — Better Care, Better Health in Communities, Lower Costs, and Healthcare Workforce Support. Click here, to find out more about the work we are doing through MIQS.

A Jolly Good Fellowship

By Melanie Powell, MD, Fellow for Quality & Safety
MedStar Institute for Quality & Safety

Imagine starting a new job. You immediately feel slightly stressed, right? Regardless of how adequately you’ve researched the company, or whether you’ve worked at the company for 15 years and are simply starting a new position, there is a feeling of uncertainty associated with a job change. What will the challenges be? Will I get to do what I love? Will I have support when I feel like things aren’t going as planned?

Now imagine starting a job that’s never existed in your company. Would you feel something more than stress?

While there exist other Fellows in Quality and Safety around the country (albeit a small number), there has never been an administrative Fellow in Quality and Safety at MedStar Health. It was the distinct vision of a select few at the MedStar Institute for Quality and Safety who created my position and continue to support my efforts and our collective vision.

This distinction affords me two things:

  1. Freedom
  2. Pressure

On any given day, I have the freedom to participate in activities that further my education, and to collaborate in real time with quality and safety leaders in the organization (at least once weekly I have one-on-one time with the Assistance Vice President of Quality and/or the Assistant Vice President of Safety at MedStar Health – invaluable mentorship that I cherish). This is important for several reasons: obviously the education, but also because safety events happen at 2am; event reviews are arranged within 48 hours of an event; disclosure happens within minutes; CANDOR and Patient Communication Consult training sessions and Clinical Quality and Safety meetings are scheduled throughout the week at widely varying times. There needs to be flexibility in the schedule of an administrative fellow.

For instance, this month (all with minimal notice) I attended an event review for a serious safety event, volunteered to interview providers in operating rooms at two separate hospitals as part of a project to reduce the incidence of retained foreign objects, scheduled a lecture to educate residents about just culture and high reliability, rounded with surgical residents to observe safety events and unsafe conditions, attended a conference to improve the diagnostic process and reduce diagnostic error, became the team lead on a project to develop measures to reduce diagnostic error with the Institute for Healthcare Improvement, joined a committee to develop educational interventions to improve the diagnostic process with the Society to Improve Diagnosis in Medicine, and on and on and on…

Now to the pressure. This particular fellowship is not accredited by the ACGME…yet. If I succeed in attaining my educational objectives it will further the case for ACGME accreditation; if not, we will have lost a huge opportunity to contribute to a formal Quality and Safety Curriculum in Graduate Medical Education. To maximize the likelihood of success, I spent a great deal of time researching other fellowships and looking at the credentials of leaders in quality and safety to create a robust list of goals and objectives. I will also complete a certificate program in Executive Leadership in Quality and Safety in the spring at Georgetown University, a passion project of quality, safety, and education leaders at the MedStar Institute for Quality and Safety. This Masters level certification will provide critical didactic knowledge to round out my practical experience.

So, while I do feel stressed, I also feel incredibly privileged. Every day I get to do exactly what I love. I also have the privilege and the pressure (as Billie Jean King likes to say, pressure is a privilege) of setting the tone for all future fellows who work at the MedStar Institute for Quality and Safety. It’s a huge responsibility. I think to myself, in 15 years what will the fellow(s) be working on? Will there be a fellow in Resident Quality and Safety education? A Fellow in High Reliability? A Fellow in Practice Improvement? The possibilities are endless…if this experiment succeeds.

What I do know is…when I go to residency programs and tell current trainees that they can complete a Fellowship in Quality and Safety, they sit up straighter and at least one set of eyes sparkles. I remember that feeling, and I know that any future Fellow in Quality and Safety at MedStar, because of the flexibility to seize all educational opportunities and develop projects with system-wide support, will make a huge difference at MedStar Health and beyond.

Gaining Momentum to Improve Diagnosis in Medicine

By Chris Goeschel, ScD, MPA, MPS, RN

Earlier today Facebook reminded me of a memory from 2015. I am not a daily FB user, and I limit my posts to select, real friends, versus the “I know someone who knows you“ category social media tends to classify as “friends”. Ironic that the post referred to an Institute of Medicine (IOM) Panel on which I had served for 2 years, and the report that our committee released in September 2015 on “Improving Diagnosis in Health Care”. Two years ago an article discussing the findings and importance of our report appeared in the New York Times. My FB post included a link to the article.

Today, as I write this I am sitting on a plane headed to Boston for the 10th annual meeting of the Society to Improve Diagnosis in Medicine(SIDM). My mind drifts to the ways in which life has a way of merging events that occur in isolation, but create reality for individuals. Thirty years ago today my 67-year-old father died from a cancer that was treated as an infection until just weeks before he died. Missed diagnosis? Delayed diagnosis? For me, the memory is he died too young, too quickly, and in a way that surprised his physician, who cried when he told our family that in fact, it was not an infection it was cancer. We have come a long way in 30 years, right? My father never knew a cell phone, TV remotes were the “new thing”, and computers were just starting to make a dent in how we work and live.

In some ways progress has been astounding; in other ways the pace of change is frustratingly slow. Last week a team of MedStar Institute for Quality and Safety colleagues and I met with others from six healthcare organizations from across the country, SIDM leaders, and leaders from the Institute for Healthcare Improvement (IHI). Together we committed to 9 months of intensive work developing a “prototype” collaborative to guide organizations that are serious about improving diagnosis. The SIDM conference that I attended had more poster presentations than they could handle, and the lineup of speakers transcends from gurus in the quality and safety space (Don Berwick, Dave Mayer, and Amy Edmondson among others) to physicians, nurses and health services researchers in the trenches, who are all too aware that missed diagnosis, incorrect diagnosis, and delayed diagnosis remain a looming challenges.

Perhaps I should not have been surprised that when I shared my Facebook “memory”, the comments from friends included new stories of how “we” got it wrong, got it “late” or didn’t listen when they tried to TELL us what was going on with their health. These stories are sources of real dissatisfaction.

The report from our IOM panel suggested that each of us will experience at least one diagnostic error in our lifetime. An important way to help mitigate this reality is to acknowledge that diagnosis really needs to be a team endeavor. The ideal team benefits from patients and families at the center surrounded by physicians, nurses, allied health professionals and others, working together, sharing information, insights, concerns, and successes on behalf of better health for individuals and populations. Watch this space for how to join us on the journey.

I welcome your comments, questions and stories at mailto:[email protected].

Join the Revolution to Change the Culture of Healthcare

By Anne Gunderson, Ed.D, MS, GNP

In 1999, the Institute of Medicine (IOM) released a report that estimated 44,000 to 98,000 people were dying each year in hospitals as a result of medical errors. Even the lower estimate suggested that medical errors were the eighth leading cause of death, higher than motor vehicle accidents or breast cancer. A little over a decade later, medical errors are now the third leading cause of death and account for more than 400,000 deaths per year.

Recent studies have reported that as many as one-third of hospitalized patients may experience harm or an adverse event, often from preventable errors. For more than a decade, reports of the IOM have focused attention on a persistent set of problems within the American health care system, including: poor quality, lax safety, high cost, and questionable value. The traditional systems for dissemination of new knowledge can no longer keep pace with scientific and quality improvement advances. According to the IOM, if unaddressed, the current shortfalls in the performance of the nation’s health care system will deepen on both quality and cost dimensions, challenging the well-being of Americans now and potentially far into the future.

According to the IOM, the culture of health care is central to promoting learning at every level. The need for a new culture of care is common to all types of health care organizations. Continuous improvement requires understanding of the scientific method, systematic problem solving, the application of systems engineering techniques, operational models that encourage and reward sustained quality and improved patient outcomes, transparency on cost and outcomes, strong leadership with a vision devoted to improving health care processes. The goal is to create continuously-learning organizations that generate and transfer knowledge from every patient interaction to yield greater performance predictability and reliability.

The absence of such training leads to medical errors – a serious problem that affects not just patients, but also the health care workers involved.  Many good physicians, nurses, pharmacists and other health care professionals have left the field due to depression and lack of support from their colleagues. Even more unfortunate, a growing number of health care professionals take their own lives each year when involved in a preventable medical error. If we cannot take care of our own, how could we possibly administer care for our patients?

There is finally a solution for practitioners and their patients. The Executive Master’s in Clinical Quality, Safety and Leadership at Georgetown University and MedStar Health provides an opportunity to change the world with a Patient-First Education. The Executive CQSL degree program unleashes a systematic, evidence-based education that will achieve striking results in safety, quality, reliability, and healthcare value. A fundamental tenet of the program is that all health care professionals must work in concert toward the wellbeing and safety of each patient. The Executive CQSL will allow learners across the world to access the safety science and quality learning opportunity provided by our Executive program.

Healthcare practitioners and leaders need new skills and attitudes to meet the changing needs of patients in a medical environment that has complex, multi-layered systems, informatics, assessment, outcomes, and quality indicators. Secondary to these changes, health care has become a high-risk industry. With a learner-focused environment, the CQSL program will equip learners to become leaders in the advancement of safety science and quality healthcare, and leadership. The curriculum includes online, asynchronous coursework, simulations, team training, and one onsite residency. The future is yours…and your patients’.

Change the World with a Patient-First Education

Welcome to the MedStar Institute for Quality & Safety

“Integrated Health Systems that successfully integrate quality, safety and value both within and outside traditional health care disciplines in research, education and clinical care applications and outcomes will assume leadership positions in shaping this century’s global health care agenda.”
Institute of Medicine

By David Mayer, MD

Welcome to the MedStar Institute for Quality and Safety (MIQS) (www.MedStarIQS.org) The MedStar Health Institute for Quality and Safety aligns with, and catalyzes, the innovation and implementation power within MedStar Health through the synergistic interaction with our internal partners at the MedStar Institute for Innovation (MI2); the MedStar Health Research Institute (MHRI); the MedStar National Center for Human Factors in Healthcare; and the MedStar Simulation, Training & Education Lab (SiTEL).

Since 2012, MedStar Health has made significant investments towards the goal of providing the highest quality, safest care possible to the communities we serve. While we still have work ahead of us in order to achieve this goal, we have seen significant reductions in preventable medical harm events as well as improvements in clinical quality outcomes in patient care across our system, which includes 10 hospitals and 300 ambulatory care sites.

Examples of MedStar’s commitment to quality and safety include:

1) A system-wide rollout of high reliability training and risk reduction tools to over 30,000 associates, caregivers, leaders and board members focused on the elimination of preventable harm to our patients and those who care for them.

2) Through strategic partnerships with Georgetown University and others, we have built and deployed a wide offering of educational programs that advance safety science and quality improvement. These educational programs include:

  • Best-in-class patient safety summer camps for medical and nursing students and well as resident physicians through our Academy for Emerging Leaders in Patient Safety (AELPS) also known as The Telluride Experience. Over 200 future healthcare leaders each year receive full scholarships to one of our patient safety summer camps held in Telluride CO, Napa CA, Washington DC, Sydney Australia, and Doha Qatar.
  • An Executive Masters in Quality and Safety Leadership for those wanting higher level degree training in quality and safety.
  • A growing number of online quality improvement and patient safety educational programs.

3) Created the Center for Open and Honest Communication (COHC) in healthcare led by Tim McDonald, MD, JD. Working with the Agency in Healthcare Research and Quality (AHRQ), MedStar led the development, piloting and implementation of the Communication and Optimal Resolution (CANDOR) toolkit. The CANDOR toolkit includes a best-in-class Event Review (Root Cause Analysis) model developed by experts in patient safety, human factors and the National Transportation Safety Bureau (NTSB), as well as information on how to implement a Care for the Caregiver program within hospitals. Dr. McDonald, an international leader in open and honest communication after preventable harm events, is currently leading CANDOR training and implementation at over 200 hospitals across the country.

4) Created the International Training Center for Bloodless Medicine where care teams from across the world can learn and train on the newer techniques that have been developed to provide optimal care to Jehovah’s Witnesses, who do not accept transfusions of blood or its primary components. Through a generous philanthropic contribution from the New York Community Trust, the training will be free to all care teams.

5) Continuously engage patients and families as partners in healthcare quality, safety, and system redesign strategies. Through the creation of a national, as well as local, Patient and Family Advisory Councils for Quality and Safety (PFACQS) at all of our hospitals, the patient/family voice is part of all our quality and safety efforts.

Eliminating Preventable Harm, continuously improving Quality, optimizing Patient Experience and driving Value in healthcare are the now widely recognized drivers of a paradigm shift within the U.S. health system. The MedStar Institute for Quality and Safety will provide the resources, passion and expertise and will continue with MedStar Health’s commitment to the Quadruple Aim: Better care for patients, better health for the communities we serve, lower costs, and support for the healthcare workforce to stem dissatisfaction and burnout.

We hope you will visit our website, learn more about the MedStar Institute for Quality and Safety, attend a learning session or collaborate with us in the pursuit of zero preventable harm.