Canadian Security’s Focus on Health-Care Security: “Raising the Bar”

Marilyn Hollier, CPP, CHPA2014 IAHSS PresidentUniversity of Michigan Division of Public Safety and SecurityDirector, Hospitals and Health Centers Security Services

UMHS Facts & FiguresAt 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 Unified Division Committed to Protecting the University of Michigan

UM Hospital & Health Centers Security Services, UM Police Department, UM Housing Security, UM Security Services and UM Emergency

Management

Hospitals and Health Centers Security Services

Our department consists of skilled, professional :

– 183 FTE’s

› Healthcare Security Officers

› Access Control Personnel

› Guest Services Specialists

Introduction Health Care (HC) Security Directors will continue to face ongoing budgetary pressures from their hospital leadership to do more with less….

Security Directors must lead by example. Market, network and promote your department programs and services. Motivate your staff to get involved and strive to become irreplaceable partners of the health Care team.

Build trust with your community and get them to value and demand professional security services as well as understand they have a role in helping keep the community safe.

Recipe for Success• Director should have good leadership, communication and

networking skills.• Have highly trained, professional/talented security staff.• Security staff should be much more than the “traditional”

security officer – must elevate professional image and relevance.

• Carefully choose your battles. Embrace change and become part of the change process.

• Use performance metrics (other than crime stats) to track trends as well as measure and promote the value of services your dept. is providing.

• Be innovative. Stay up to date on technology and programs/services.

Recipe for Success

• Get your security staff involved in doing program/service development and hospital staff education so that they take ownership in the security services you are providing the HC Community.

• Educate your HC community. Train them on verbal de-escalation skills and how they can assist Security in keeping the community safe.

• Educating your HC Community is an ongoing task that involves repetitive, multifaceted approaches that should be reviewed and revised or replaced every few years.

What do we want hospital staff to do?

• Respect and trust their hospital security staff.• Attend security taught class on Non-Violent Crisis

Intervention.• 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.

Hire, Train, Mentor a Professional Security Staff• Hire the right people who have the ability/tools to work in

the very complex “gray “ Health Care world.• Hire diverse staff that reflect the HC community they are

serving.• Encourage your staff to continue their education and

enhance their “tool box”.• Require your staff to participate in the IAHSS training and

certification programs. The Director and supervisors should strive to get Certified Healthcare Administrator (CHPA) certification. Pursue other security/safety related certifications.

• “Never too old to learn and grow as a leader, coach and mentor.”

What are we doing at UMHS

• Becoming an irreplaceable partner/member of the healthcare team. - Security and GSS staff are active members of PFCC (Patient Family

Centered Care) team. - Security established and oversees HHC Autism team - Security is a member of Decedent Affairs Ops Team - Helping reduce nurse injuries• Community Oriented Patrolling/Policing (COP) - Preferred Assignment Program (PA)• Security Services Safety team (reduce on the job injuries)• 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 (everyday lean ideas) program. - Using LEAN Process and Data to justify additional staffing.

Utilizing preferred assignments to enhance the COP philosophy

• 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 using lead officers to lead a team or dedicated patrol zone. (this could vary depending on dept. size and shift structure.)

• Lead officers must obtain IAHSS Advanced Certification.

PA Strategy

• Assign officers to Emergency Dept. (ED), Patient floors, Women and Children’s Hospital, Cardiovascular Center, East AA campus/off-site facilities team and Investigations team (6 month rotation in Loss Prevention Unit (LPU) where officers receive specialized training such as identity theft, harassment/stalking, hit/run accidents and larcenies/credit card fraud).

• LEAN Team (2 officers) PFCC Team (6 officers)• Enables officers to take on more responsibility for providing

security services ( ie. attend meetings/represent security, conducts drills, training etc.) that leads to more accountability, ownership and wanted partner of the healthcare team.

• Officers assigned to patient care areas participate in daily patient/staff safety rounds.

Lead Officer selection and metrics

• Voluntary assignment but must have supervisor recommendation.

• 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 reviews all on the job injuries)

Good data speaks volumes

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• 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 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)

LEAN Strategy/Steps

• Send leadership to Lean training as well as some front line staff – develop LEAN Team.

• Use A3 process to support staffing requests or other needs.

• Establish ELI (everyday 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

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 ___ _______

SampleELI 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.

Summary

In today’s world senior leaders of HC facilities, as well as their leadership team, should have advanced degrees and professional certifications. This elevates the professional image of the department but more importantly, it provides them with the “tools” needed to develop innovative, measurable and effective security services/programs to deter crime and be that “irreplaceable” member/partner of the Health Care team.

Questions?

Go Blue!!