Matt Jeffs, DPT, CHC, CEAS is an onsite preventive care
specialist and a certified rehab ergonomist. He holds two
professional clinical degrees in physical therapy (Bachelors
of Health Science in Physical Therapy, from the University
of Florida in Gainesville, FL and his Doctorate in Physical
Therapy from Chatham University in Pittsburgh, PA) and is
licensed in Florida and North Carolina. Dr. Jeffs has over
25 years of clinical and management experience and has
directly overseen the successful rehabilitation of over
20,000 individuals in the clinical setting. As a Lean
Practitioner equipped with over 12,000 hours of direct
onsite experience serving clients in corporate and
industrial settings, he applies continuous improvement
methodology to all onsite projects and processes. Dr. Jeffs
holds a leadership role in the First Coast Manufacturers
Association as its Workforce Education Director and
Consultant to FCMA’s Board of Directors. FCMA is an
industrial trade group consortium of some 300 manufacturers
and companies in North Florida.
When considering health and safety prevention is the most
logical approach. Whether we incorporate task-specific
Ergonomics, job-specific Physical Demand Analysis, or a host
of services designed to drive down incident rates and
compress lost time, we realize lagging indicators crudely
tell less than half the story.
We’ve long recognized driving continuous improvement in
applicant screening, onboarding personnel, and coaching
incumbent workers pays dividends. There’s a method behind
this commitment. It’s an acknowledgment that our present
healthcare delivery system isn’t only overly expensive.
There’s ample evidence to suggest it’s ALSO very dangerous.
‘To Err is Human?’
Guess it depends on whom you ask, but according to a now
(in)famous publication from the Institute of Medicine in
1999, healthcare delivery in the United States is not safe.
At least 44,000 people to as many as 98,000 people die in US
hospitals each year from medical errors that could have –
and should have – been prevented.
More recently in 2016, researchers from Johns Hopkins
Medical School published in the British Medical Journal a
study that estimates a range of more like 210,000 to 400,000
deaths a year occur from preventable medical errors in US
hospitals. These researchers used studies from 1999 onward,
and extrapolated to the total number of US hospital
admissions in 2013.
Thus, they calculated a mean rate of death from preventable
medical errors of 251,454 per year. Every year. When
compared to the annual causes of death compiled by the
Centers for Disease Control and Prevention (CDC), medical
errors in US hospitals rank third as the most common cause
of death in the United States.
‘But They Take Care of Their Own, Right?’
Well – in a word – no. OSHA and BLS statistics themselves
show that a hospital is one of the most hazardous places to
work. Anywhere. In 2011 alone, US hospitals recorded 253,700
work-related injuries and illnesses, which computes to a
case rate of 6.8 work-related injuries and illnesses for
every 100 fulltime employees.
US hospitals also have a higher rate of ‘days away’ cases
than construction, manufacturing, or private industry.
Hospitals also experienced injuries at nearly three times
the rate of professional and business services, or
traditional white-collar jobs. It’s not only dangerous to be
their customer. It’s also dangerous to be their employee.
A ‘days away from work’ data breakdown shows hospitals
suffer most from large numbers of musculoskeletal disorders
(MSDs), usually categorized as sprains and strains. Most
commonly, ‘overexertion or bodily reaction’ is the stated
cause for these MSDs. These injuries account for 54 percent
of all hospital injuries. We call them preventable ergonomic
exposure.
‘Surely, We’re Still the Best Healthcare in The
World, Aren’t We?’
Um. No. Life expectancy has increased some in the US, but
less so than many other industrialized countries. There’s a
gap of almost two years at birth in the US compared to
average first-world countries (78.8 years in the US in 2013
compared with 80.5 years for the WHO average).
In 1970, life expectancy in the US was one year ABOVE the
WHO average. Now, life expectancy for US men in 2013 was 4.3
years SHORTER than Switzerland. For US women, that gap was
5.4 years shorter than in Japan in 2013. The fragmentation
of our US healthcare system, with relatively few resources
devoted to public health, primary care AND prevention are
key factors in this growing gulf.
‘Do We Get Our Healthcare Money’s Worth?’
Afraid not. US health spending remains much higher per
capita than in all other WHO countries. It’s
two-and-a-half-times greater than the WHO average in 2013.
The share of GDP allocated to healthcare spending in the US
was 16.4% in 2013, compared with a WHO average of 8.9%. This
has remained unchanged since 2009, as spending growth
matched overall economic growth. Essentially, we’re being
asked to pay off a new Porche, while we’re given a Ford
Pinto to drive.
‘Is All the News ‘Bad’ News?’
Not completely. It depends on how you look at it. We’re
still very good at ‘crisis medicine’. US hospitals perform
very well providing acute care for people admitted with
life-threatening conditions like heart attack or stroke.
We’re at our best when patients are at their worst.
Preventing them from dying has almost become routine. Once
things get financially lucrative enough to intervene, that
is.
US hospitals also do well in treating and saving the lives
of those diagnosed with breast cancer and colorectal cancer.
However, we’re not performing at all well in preventing
hospital admissions for chronic conditions, like asthma,
chronic obstructive pulmonary disease or diabetes. Improving
the management of these conditions in primary care could go
a long way in keeping people from being exposed to the
dangerously high medical error rate we described above
‘So, What’s the Take-Away?’
Now that we’ve taken a sober, lucid inspection of our
troublesome healthcare delivery model, it’s incumbent upon
us – as health and safety professionals – to chart our best
path forward. Expanding our understanding of workforce
members beyond the 20th century biomedical model would be a
good start. While it served us well up to mid-century in the
1900’s, the ‘biology explains all’ mantra has surely
outlived its usefulness here in the 2000’s.
Imagining the arrows of causation only point in one
direction is an outdated notion crumbling under the weight
of 21st century evidence in the scientific literature. Take
epigenetics, for instance. ‘Nature vs. Nurture’ is a quaint
holdover from a simpler, binary world with a one-way train
of thought. We now know both nature AND nurture play key
roles in the interplay between genotypes and phenotypes. The
arrows of cause and effect point in BOTH directions.
Similarly, neuroscience now teaches us neuroplasticity is
lifelong. That is, our grey matter can be rerouted and
rewired by deliberately and craftily employing our mind-body
connection in unique and creative ways. Recent studies in
the lasting effects of mindfulness, breath-work, meditation,
yoga, tai chi and more now show us two-way interplay between
cause and effect AND between mind and body. Our software
(mind) can reconfigure our hardware (brain).
What this opens for us in workplace prevention is a whole
new quiver of tools we can use to benefit our work, our
workforce and our workplace. Engendering a more calm,
focused and clearer-thinking work life for ourselves, our
colleagues and our clients helps steer us clear of a
healthcare delivery industry that still has some heavy
lifting to do in terms of preserving our safety.
Primum Non Nocere (‘First, Do No Harm’) is an idiom we in
Prevention live by. Until our healthcare delivery industry
can offer us assurances it too has rediscovered AND
rededicated itself to this most primary of promises, we must
mitigate our exposure to it. We do ourselves, our partners
and our customers the most good by insuring they never need
lagging-indicator ‘healthcare’ services in the first place.
The stakes are too high. And the stats are too disturbing.
Last revised: April 27, 2018
by Matt Jeffs, DPT, PSM, CEAS