Getting Hospital Staff

Involved in Keeping the

Healthcare Community

Safe

Marilyn Hollier, CPP, CHPA

Director, Hospitals and Health Centers

Security Services

Chief Strategy Officer, University of

Michigan Division of Public Safety and

Security

UMHS Facts & Figures At the University of Michigan Health System, excellence in

health care means total commitment to our patients through

vital resources such as:

•More than 26,000 faculty and staff who are involved in patient

care, education and research

•Three Hospitals and 120+ clinic locations and offices throughout

Michigan and northern Ohio

•56,000 inpatient hospital stays

•81,000 Emergency Dept. visits

•1200 Survival Flight missions

•3900 newborn deliveries

•1.8 million outpatient visits and surgeries

•$490 million in research funding

•a top 10 U.S. Hospital and Medical School

•a top 10 U.S. Women’s and Children’s Hospital

Hospitals and Health Centers Security Services

Our department consists of a 180 skilled, professional:

Our department also includes the Hospitals and Health Centers Key ID Office, our access control group, our loss prevention unit and other support personnel

› Healthcare Security Officers › State of the Art Facility Control Center

› Guest Services Specialists (also known as Security Screeners)

Introduction

Getting hospital staff to understand and

perform their role in keeping the healthcare

community safe is critical to your security

department successfully achieving your

overall mission of maintaining a safe and

secure environment.

Healthcare Security Leaders must lead by

example. Market, network and promote your

department programs and services. Get your

staff involved and strive to become

irreplaceable partners of the health

Care team.

What do we want hospital staff

to do?

• Respect and trust their hospital security staff/team.

• Call security for assistance before a situation gets

out of control. Early intervention is the key to

reducing work place violence.

• Be eyes and ears for security and report incidents

immediately. • Assist with access control – security can teach

them how to approach someone who is tailgating.

Not Rocket Science

• Provide opportunities for the hospital security staff

to enhance their job knowledge and skills through

training, higher education and professional certifications.

• Get Security staff involved in so they can take ownership

in the security services you are providing the healthcare

community.

• Educating your community is an ongoing task that

involves repetitive, multifaceted approaches.

• Every few years these approaches should be reviewed,

revised and/or replaced with more innovative/creative

programs and services.

What Are We Doing at UMHHC

• Becoming an irreplaceable partner/member of the healthcare

team.

- Security and Guest Services Specialist (GSS) staff are active

members of Patient Family Centered Care (PFCC) team.

- Security established and oversees HHC Autism team

- Security is a member of Decedent Affairs Ops Team

• Community Oriented Patrolling/Policing (COP)

- Preferred Assignment Program (PA)

• Continue to enhance community education:

- Staff newsletter and department brochures

- Department website and global email(s)

- Staff education such as non-violent crisis intervention

- Security Awareness Day

• Security Academy (SA)

• Implemented a Lean ELI (every day lean ideas) program.

- Using Lean Process and Data to justify additional staffing.

Utilizing Preferred Assignments to

Enhance the COP Philosophy

• Community Oriented Patrolling (COP) s an organizational wide

philosophy/approach that provides community, administration

and Security partnerships; proactive problems-solving and

community engagement to address the causes of crime and

other community issues.

• Preferred Assignment (PA) is the assignment of officers to a

specific area on a daily basis and for the majority of their

working day or night. This is the embodiment of the COP

philosophy.

• Restructure UMHHC Security Services to align the organization

with our COP philosophy.

• Recommend 1- 6 officers to a team with one lead officer per

team. (this could vary depending on dept. size and shift

structure.)

PA Strategy

• Assign officers to the Emergency Dept., Women and

Children’s Hospital, Cardiovascular Center, East Ann Arbor

and campus/off-site facilities team.

• Have security officers do 6 month rotation/assignment in the

Loss Prevention Unit (LPU) where officers assist with case

follow/investigations receive specialized training such as

identity theft, harassment/stalking, hit/run accidents, drug

discrepancies and larcenies/credit card fraud.

• LEAN Team (2 officers) PFCC Team (6 officers). GSS

program also has LEAN and PFCC Teams.

• Enables officers to take on more responsibility for providing

security services ( i.e.. attend meetings/represent security,

conducts drills, training etc.) that leads to more

accountability, ownership and wanted partner of the

healthcare team.

Selection and Performance

Metrics

• Voluntary assignment but must have supervisor

recommendation as well as the necessary skill sets to be

successful.

• Must sign performance expectations agreement, be a COP

and successfully complete all required training.

• Performance metrics (for PA & SA) include:

- customer satisfaction surveys

- Data analysis such as crime statistics, how many staff in-

service training sessions were conducted and the number of

unsafe or potentially hazardous conditions discovered and

corrected by security patrols.

- Downward trend in security and non-security staff injuries.

(Dept. Safety Team should review all on the job injuries)

Security Academy

• This is a training program that consists of a set of

modules covering security related topics.

• It can be incorporated into an existing meeting,

completed in one session (approx. 2hrs) or one or

two modules consisting of 15 – 20 minute

sessions.

• It is geared towards your health system staff.

• Staff who successfully completed the academy are

given a certificate and pin.

• The academy is taught by COP’s and/or preferred

assignment officers.

• Will customize training to fit Dept. needs.

Why Have a Security Academy

• Staff in your community are made more aware of the

security issues that affect them.

• Staff who successfully complete the program have a more

vested interest, understanding and commitment to

helping keep the community safe from crime and

potentially violent situations.

• Security Academy graduates will give you a pool of staff

who will have a higher level of security training that could

be candidates for a reserve officer force if needed to

supplement security operations during disaster and/or

emergency management situations.

UMHHC Security Academy Curriculum

(12 modules)

• Intro. to Hospital Security Services

• What is C.O.P

• Yellow Card (silent duress signal)

• Code Silver/active shooter

• Responsibilities during emergencies

• Suspicious people, packages/circumstances

• Security Systems in your area (stop tailgating)

• HUGS system/Code Pink (infant abduction)

• Identify theft prevention

• Lost or stolen items

• Parking

• Managing aggressive/disruptive or potentially

violent situations (focus on early intervention)

• Prisoner (forensic) patients

Reward your graduates

Implementing Lean Principals and an

Every Day Lean Idea (ELI) program

• Leaders must first work to create an organizational

culture that is receptive to lean thinking.

• Lean management principals have been used

effectively, especially in manufacturing, for decades.

Now being successfully applied to the delivery of

health care.

• Lean thinking begins with driving out waste/work re-

design so that all work adds value and serves the

customer’s needs. Identifying value-added and non-

value added steps in every process is the beginning

of the journey toward lean operations. (Fish Bone or

A3)

Womack’s 5 Principles of Lean Thinking Applied to Healthcare

• Specify value from customer’s perspective

• Identify the value stream for each product, and remove the waste

• Make value flow without interruptions from beginning to end.

• Let the customer pull value from our process

• Pursue perfection – continuous improvement – do this every day in all your activities.

Source: Womack & Jones: Lean Thinking

Lean Strategy/Steps

• Send leadership to Lean training as well as some

front line staff – develop LEAN Team(s).

• Use A3 process to support staffing requests or other

needs. Reduce expenses verses staffing.

• Establish ELI (every day lean ideas) program

• Department Lean Board and ELI Board

• Do staff GEMBA walks

• Give staff feedback on their ELI’s and recognize staff

who submit successful ELI’s

Good data speaks volumes

My Everyday Lean Idea

My Name: __________________________________ Date: ______________ Team: ______________________________

When should I write down my ideas? 1. When I see a problem in my work area having a negative impact on our team goals. 2. When something you do every day makes you wonder if there’s a better way. 3. If you see ways to make UM safer & more efficient for customers & personnel in your area.

How do I use this tool? 1. Complete the form & get feedback from your team members. Who knows? Their input might make your idea better! 2. Get the go ahead to try your Everyday Lean idea, & then pick a group to review how it went. 3. Don’t be discouraged if one idea doesn’t work. Many times, several ideas are needed to find the right solution.

1. Here’s the situation and the problem it is causing Circle the types of waste involved - What happens if you ask “why” 5 times? Are you able to get to root cause? PROCESSING – unnecessary processes and operations traditionally accepted as necessary MOTION – unnecessary movement or movement that does not add value; movement that is done too quickly or too slowly CORRECTION – waste related to rework or quality issues within the process MATERIAL MOVEMENT – conveying, transferring, picking up, setting down, piling up and otherwise moving items unnecessarily. INVENTORY – Maintaining excessive amounts of forms, supplies, or information for any length of time, having more on hand than what is needed. OVERPRODUCTION – Doing more than what is necessary or doing things that customers do not value (includes redundant tasks) WAITING – Waiting for information, people or supplies before work can be completed

2. Brief description of my idea

3. Here’s how I will test my idea 4. Potential Impact of idea (be sure to think about whether the idea will

negatively impact any of the other goals – Quality, Safety, Efficiency, Appropriateness, Service)

Mgmt. Review: Just Do It! ___ Mgmt. Involvement Required ___ Not Possible at this time ___ _______

Sample

ELI Board

Sample

of ELI

board

Website Enhancements

• Created webpage that contains all the health

system policies, procedures, resources and

training tools on managing

threatening/aggressive behavior and

preventing work place violence. It is a part of

the Hospital Security Services website.

• Webpage is linked directly to UMHS internal

home page and Clinical internal home page

for easy access.

Questions?

GO BLUE!