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Critical Care Response Teams in Ontario: Rationale, Research and Results

Critical Care Response Teams in Ontario: Rationale, Research and Results. Stuart F. Reynolds, M.D. Disclosures. Physician Lead, Ministry of Health and Long Term Care, Critical Care Response Team Project. Outline. Overview of a Rapid Response System Rationale Reviewing the evidence

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Critical Care Response Teams in Ontario: Rationale, Research and Results

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  1. Critical Care Response Teams in Ontario: Rationale, Research and Results Stuart F. Reynolds, M.D.

  2. Disclosures • Physician Lead, Ministry of Health and Long Term Care, Critical Care Response Team Project

  3. Outline • Overview of a Rapid Response System • Rationale • Reviewing the evidence • Snapshot of the Ontario experience

  4. Rapid Response System Framework • Afferent Limb • Efferent Limb • Administrative Limb

  5. Afferent Limb • Event Detection – Identifying the patient at risk • Bedside Clinician • Empowerment • Education • Calling Criteria • Recognition of the critically ill

  6. Efferent Limb • Structure varies with jurisdiction • U.K. – Outreach • Australia – MET • U.S.A. – MET, Hospitalists, RRT’s • Canada – CCRT’s • MET during day • Outreach at night with Intensivist backup • Patient Assessment & Treatment

  7. Administrative Limb • Leadership • Implementation & Planning • Data Collection & Analysis & Feedback • Design feedback mechanisms to the team and to the teams response areas • Track data to improve utilization of the team

  8. Why bother?? A code does not occur out of the “Blue”

  9. Cardiac arrests over 4 months • 84% had documented clinical deterioration within 8 hours pre-arrest

  10. Recognizing clinical instability in hospital patients before cardiac arrest or unplanned admission to intensive care. A pilot study in a tertiary-care hospital.Buist MD, Jarmolowski E, Burton PR, Bernard SA, Waxman BP, Anderson J. • Retrospective review, over one year of all: • cardiac arrests • unplanned ICU admission • Median duration of instability 6.5 hours prior to Critical Event Med J Aust. 1999 Jul 5;171(1):22-5

  11. Prospective confidential inquiryReviewed 100 consecutive patients admitted to ICURevealed that up to 41% of ICU admissions could possibly be avoided.Related to:failure to appreciate alterations in the ABC’s and delay in ICU Consultation

  12. Unexpected deaths and referrals to intensive care of patients on general wards. Are some cases potentially avoidable? J R Coll Physicians Lond. 1999 May-Jun;33(3):255-9 • 6 months review of all hospital deaths, unplanned ICU admissions • 4% of deaths were potentially avoidable, early warning signs not appreciated. • ICU Admissions • 32% of which clinical deterioration was not appreciated • ICU mortality higher 52% vs 35% McGloin H, Adam SK, Singer M.

  13. Et Tu?

  14. Is Early Death Following ICU Admission Preventable? Anika Minnes, John T Granton, Wilfrid Demajo, Anne Marie Sweeney, Stuart F. Reynolds, Thomas E. Stewart, and Niall D. Ferguson University Health Network University of Toronto

  15. Vitals within 6 hours of ICU admission

  16. Rationale There is time for intervention • The evolution of physiological deterioration is relatively slow. There are warning signs • Clinical deterioration can be detected utilizing common vital signs There are effective treatments • Early Goal Directed Therapy • ACS therapy • Oxygen, NIV for COPD, CHF Many critical interventions are time dependant. • Trauma • Severe Sepsis • ACS • CVA Expertise exists and can be deployed

  17. Critical Care Response Teams in Ontario are: • A systematic approach to the early identification and facilitation of resuscitation of in-patients at risk of deterioration. • A way to provide Comprehensive Critical Care Services • Prophylactic interventions • Follow-up of patients recently discharged from the ICU to prevent readmission • Rounds on high-dependency units

  18. continued … • A way to provide critical care education • Teaching nursing unit personnel • Signs and symptoms of an at risk patient • Utilization of calling criteria • Teaching medical students and residents how to recognize and resuscitate the acutely ill patient • A way to Support and Coordinate the care of patients • Assistance with end-of-life decision discussion • Improving communication between the ICU and other units

  19. Hospital Mortality Observational

  20. Cardiac Arrest

  21. Lancet, June 2005

  22. MERIT at a glance • 23 Hospitals • Variable Hospital Size and Type • Variable Team Structure • Implementation timeline • 2 month baseline • 4 month implementation phase • 6 month evaluation phase • Outcomes • Primary – composite - No Difference • Secondary - No Difference • Cardiac Arrests • Unexpected ICU admissions • Unexpected deaths

  23. Dose Response Curve Critical Care 2005, 9:R808-R815 Vol 9 No 6 Research Long term effect of a medical emergency team on cardiac arrests in a teaching hospital Daryl Jones, Rinaldo Bellomo, Samantha Bates, Stephen Warrillow, Donna Goldsmith, Graeme Hart, Helen Opdam and Geoffrey Gutteridge 17 MET calls per 1000 inpatient admissions is associated with reduction in cardiac arrest rate of 1 per 1000 admissions

  24. How does this compare to MERIT? 6.3 – 1.2 = 5.1 MET calls/1000

  25. Predicted impact on Cardiac Arrests of 5 MET calls = 0.3/1000

  26. Critical Care Response Team Expansion Project

  27. USE IT or LOSE IT!!!

  28. Implementation Principles Local leadership, Central Coordination • Strong Local Leadership: • MD lead, co lead nurse leader or RRT leader, Administrative Support • Navigation of the Cultural, Sociologic, Political Mine Fields • Central Coordination • Support Local Leadership!!! • Coordinating Communication between sites • Identify Hospitals • Define Team Structure • Defining Roles and Responsibilities • Identification of Accountabilities • Data Analysis & Feedback

  29. Timeline for CCRT Project • Phase I – Preparation and team development, training and marketing. May 2006 – Oct 2006 • six months • 284 RN’s and RRT’s trained – wonderful collaboration between local and central leadership • Development of a CRI CCRT Course • Phase II – Preceptorship. Nov 2006 – Jan 2007 • 8 hour day – limited service • consolidation of training, marketing • twelve weeks • III – 24/7 service began January 29, 2007

  30. Outcome Measures Code Blue Cardiac Arrests Respiratory Arrests Hospital Mortality Readmission Rate Length of Stay Accountability Measures Return on Investment Improving Implementation Audit Criteria Location of Patient Code Blue Unanticipated ICU admissions CCRT Consults Call Volume Service Qualitative assessments Why people use service Why people don’t use service Evaluation PlanManaging Success – Managing Improvement

  31. Some Early ResultsFirst Month of 24 hour service MERIT 34 CCRT activations per 1000 inpatient admissions

  32. Outcomes of 1739 Consults Phase II

  33. Going Forward • Will the outcomes follow the implementation? • Return on investment • Refining the processes • Testing Alternative Models • Hospitalist • Education interventions

  34. Thanks • To our CCRT Leadership and Teams!!!! Stuart.Reynolds@uhn.on.ca

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