Rate of Patient Restraints Decreases
In addition to participating in work groups and committees, security officers provide training to staff on crisis intervention, workplace violence prevention and personal workplace safety. Some of the training is provided at new employee orientation, and most UMHHC emergency department nurses have been trained in crisis intervention and verbal de-escalation.
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The results of all of this training? More calls for service and greater reporting of incidents and concerns, which enables security officers to address problems before they get out of hand.
“We’ve had a continuous trend of staff calling us when there is potentially disruptive patient or family behavior before there is a need for restraints or force,” says Hollier.
This approach is bolstered by a new electronic medical records system where patients who have a history of disruptive behavior are flagged so nurses can call for help from security.
Despite there being more calls for service, the number of cases requiring restraints has stayed the same. In other words, the rate of restraints has decreased overall compared to the number of calls for service.
Physicians Respect Security Officers
UMHHC security officers also receive a significant amount of training. This training and collaboration with other hospital departments has resulted in an improved security department reputation and cooperation among UMHHC staff and clinicians.
“All of our officers are trained in several different ways to calm patients down, speak to patients respectfully and get them to understand that we are there to help,” says UMHHC Security Senior Supervisor Lt. Erik Mattila. “We have been able to demonstrate our abilities to our physicians, and they have accepted our approach and let us work with patients before ordering or allowing continued orders for restraints. They trust that we will do everything we can to calm a patient down. Furthermore, they work with us to get our opinions on restraints to see if other options are viable and safer for our patients.”
This collaboration is particularly helpful when hospital staff and doctors are working with patients who have behavioral health issues.
“Our officers work with patients enough every day to know when something just isn’t right,” says Mattila. “Like our approach in restraint reductions, physicians trust our judgment enough that when we tell them something doesn’t seem right, they may take a second look at the patient and come up with another plan, which may be better for the patient. Also, because our officers have learned to work so well with patients, [our physicians] have observed this and trust in our abilities.”
UMHHC Keeps Close Eye on Inmate Patients
Forensic patients (patients who are inmates at local prisons who are receiving treatment at the hospital), are a particularly challenging group of individuals for healthcare institutions, and UMHHC is no different. To effectively treat and secure this patient population, UMHHC has developed specific policies and procedures.
When a forensic patient arrives, the medical records computer system flags him or her so security staff is alerted. Local law enforcement must also let UMHHC know when they and an inmate will arrive.
“They have to have two corrections officers with them when they have a weapon. We make sure th
ey are using safe practices and are following our rules when they are here,” says Hollier.
Part of that process includes UMHHC security officers checking on the inmates to verify there are no issues, such as corrections officers sleeping while guarding the forensic patients in their charge.
The security department also works to keep the relationship between corrections and the nursing staff positive.
Drivers suspected of being under the influence also require special handling.
“In the county we are in, when the police get a drunk driver, they have to come in for a blood draw,” adds Hollier. “At every blood draw, security stands by because sometimes drunk patients act out, and our standing by helps to reduce that chance.”
‘Do the Right Thing’
UMHHC’s experience with its 2012 controversy demonstrates how such an event can transform an organization in a very positive way. Although UMHHC’s security was excellent before the child pornography scandal broke – as evidenced by its security department’s win of the Lindberg Award in 2008 – the 2012 controversy made it even stronger.
“There is no question, our employees and management staff were disheartened by what was being said about us publicly,” says Mattila. “However, we put our heart into our work and try to do the right thing and serve our community well no matter what. As time went on, we knew that doing the right thing would serve us well and keep us going, and it did. Our leaders at all levels kept their faith in us, continued to support us, and we proved to them that we were an important and much-needed part of our community. We came out of this controversy well because of our dedication to those we serve and our wanting to do the right thing.”
