Transformational Leadership
|
|
- Carol Norton
- 6 years ago
- Views:
Transcription
1 Transformational Leadership
2 Strategic Planning TL1EO Nursing s mission, vision, values and strategic plan align with the organization s priorities to improve the organization s performance. Provide an example with supporting evidence of an initiative identified in the nursing strategic plan that resulted in an improvement in the nurse practice environment. Provide an example, with supporting evidence, of an initiative identified in the nursing strategic plan that resulted in an improvement due to a change in clinical practice. Example #1 Improvement in Nurse Practice Environment: Implement Admit Discharge Team BACKGROUND/PROBLEM: Hospitals across the nation have been challenged with improving patient care and managing costs in an evolving healthcare industry that links care quality to reimbursement. For hospitals to be successful in this changing environment, they must work smarter and in a more cost-effective manner. The SJO Nursing Strategic Plan, under the nursing goal of Sacred Encounters, Objective #3 recognized these challenges and created a plan to partner with other departments to improve the patient experience, patient flow and nursing workflow. Objective #5 in the Nursing Strategic Plan under this same category of Sacred Encounters calls us to support a Magnet environment while fostering change, innovation and stewardship. Objective #1 under Sacred Encounters states achieve top quartile rankings in nurse satisfaction. All three of these objectives are critically important strategies in improving care and improving the nurse practice environment. In May 2012 CNO Katie Skelton, MBA, RN, NEA-BC, directed a team to come together to evaluate the complex components of the admission and discharge process to improve the nurse practice environment. In discussions at the Nursing Advisory Council meetings, Katie heard nurses talk about the challenges of providing Perfect Care and Sacred Encounters, particularly when they had a full assignment of patients and handled admissions and discharges as well. Staff shared that on days when they don t have admits or discharges, they feel they can do a better job and manage their workload well; they feel in control over their practice. On those shifts when they have multiple admissions and discharges, the nurse can feel overwhelmed and does not see anyone available to help them. The charge nurses pitch in to help, but they are frequently busy with patient placement, rounding and staffing needs. Katie asked the Nursing Advisory Council members that if they had a team that could help them manage
3 the admit and discharge process, do they think that this would improve the nurse practice environment. Unequivocally, they answered, Yes! GOAL STATEMENT: Smooth out the workflow and workload of the bedside RN by providing assistance from the Admit Discharge team to discharge at least 40% of patients from the five inpatient units identified. DESCRIPTION OF THE INTERVETIONS/INITATIVES/ACTIVITY(IES): In June 2012 a team assembled with the intent to evaluate all of the essential components required for a complete admission and discharge of the patient, seeking to support the clinical nurse at the bedside while maintaining safety and quality as the primary focus. Staff availability and bed availability were identified as two of the major barriers to patient flow, as there were patients waiting for admission in the Emergency Care Center (ECC) but no available staff or available bed on the receiving units. The team advocated for a pilot study of an Admit Discharge Team. Alex Wiggins, MSN, RN, NE-BC, Executive Director of Medical Surgical Nursing, was asked to lead this team. The team designed a four-week pilot, from July 9 through August 3, 2012 in which they would staff two full-time RNs in the roles of admit discharge nurses. These RNs would be based out of the ECC so they could actively pull patients out of the ECC. The goal initially in this pilot was to see if this new role could expedite patient flow, move patients out of the ECC more quickly, and help the receiving unit RN in managing the admission. Alex and Robert Garcia, MSN, RN, CMSRN, the manager of the ECC, met with staff daily to learn what was working and what wasn t. The pilot proved successful at reducing the number of patients waiting in the ECC and provided the data Alex needed to advocate to the CNO for a permanent Admit Discharge Team. The pilot also identified that medication reconciliation was an important aspect of the admission process. Best practice in the literature recommended inclusion of a pharmacy tech onto the team, which was done after consultation with pharmacy leadership. Alex presented the pilot data to Katie in the fall of Alex had worked with a consultant, Sherry Cracroft, a specialist in workflow, staffing and productivity, who helped quantify the needed number of staff in this role in order to impact patient flow, nurse satisfaction, nurse workload and control over practice. Katie liked the innovative idea of smoothing out the nurse workload by providing frontline support to the staff. The team developed an outline of what duties the admit discharge nurse would be responsible for, and how we would measure our success. As the facilitator for the Nurse Advisory Council, Katie requested this be presented at Nurse Advisory Council for further discussion and buy-in regarding the proposed team and changes that would need to be made to support resources for a permanent team. Creation of the team would need to be budget-neutral with funding coming from several sources. To increase efficiency, nursing would need to keep the Medical Surgical units
4 at least 80% occupancy. This would mean a consolidation of nursing units in order to decrease overhead costs and half- filled nursing units. The savings from these efforts would help fund the Admit Discharge Team. Creation of a Definitive Step-Down Unit was also identified as a strategy to help fund this team. Consolidating all patients requiring 1:3 level of care in one unit, rather than have them spread out over many units, would help manage that resource more closely. An additional funding source would come from the units that would be served by the Admit Discharge Team. Alex advocated with the nurse managers of these units to provide clinical hours to help fund the needed FTEs for the team. This planning work continued through budget preparation for the hospital fiscal year 2013, as it was complex with many moving parts. In July 2013 the Admit Discharge Team members were selected from internal candidates who exhibited strong service and educational expertise. Based on the varied clinical backgrounds of the nurses there was a readily available mentoring network within the team from the beginning. The pharmacy techs were hired from within the organization so they knew systems and processes already. To prepare for their new roles, the new clinical nurses on the Admit Discharge Team were orientated August 5 to 16, 2013 that included an introduction to the concept and the vision for team, role and responsibilities. The group reviewed a checklist of admission and discharge processes and met with representatives from Quality, Patient Safety and Home Health. Documentation and procedures were reviewed along with developing a standard of care for the discharge and admit process. The orientation also included meeting with the managers and charge nurses on the units to fully understand the specific needs of each individual patient population and understand specific physician preferences and needs. The Admit Discharge Team launched on August 19, Its focus was the five inpatient nursing units of General Surgery, Oncology, Orthopedics, Medical Telemetry and Pulmonary Renal. TL1EO PARTICIPANTS: Name Discipline Title Department PARTICIPANTS: Alex Wiggins MSN, RN, NE-BC Executive Medical Surgical Director Sherry Craycroft External Expert Kathleen Penzes DNP, RN-C, NEA-BC Executive Women s Director Cheryl Welp MHA, BSN, RN, CNM Nurse Manager Pulmonary Renal and Observation Robert Garcia MSN, RN, CMSRN Nurse Manager Emergency Care Center Pat Brydges NBA, BSN, RN, ACM Executive Case Management Director Kathy Yezarski BSN, RN, ACM Nurse Manager Case Management Jessica Koegel Facilitator St. Joseph Way
5 Cathy Leong BSN, RN, CMSRN Nurse Manger Pulmonary Renal Dana Madi AD, RN CN II Emergency Care Center Sonomi Kawasaki DIP, RN CN II Emergency Care Center OUTCOME(S): We have learned a great deal during the past two years as we planned and implemented this Admit Discharge Team. Originally, we thought the best location for the team would be in the ECC. What we discovered is that locating the majority of the team on the nursing units is optimal, as they can begin assisting with patient discharges in the mornings in order to help the unit nurses prepare patients for home. This gives the nurses in all roles a chance to do their job well, and it makes help available for nurses when their workload increases. As seen in the graph below, we have been successful in achieving our goal of evening out the nurses workload by providing support for greater than 40% of the discharges for the nurses in the five inpatient units. Our data shows that we are well above the 40% goal at 64%. This innovative support for the bedside nurses has helped improve their work environment. TL1EO Figure 1 Discharges by Admit Discharge Team
6 Example #2 Improvement in Clinical Practice: Fall Prevention - Behavioral Health Unit BACKGROUND/PROBLEM: The Nursing Strategic Plan supports the hospital s strategic outcome goal of Perfect Care. One strategy identified under Perfect Care includes efforts to reduce harm to patients by utilizing evidence-based practice. Fall prevention is an initiative that supports the goal of mitigating and eliminating harm due to patient falls. Factors that predispose behavioral health patients to falls are significantly different than those in the general medical population. However, the severity and repercussions of a fall are equally as serious. Evidence demonstrates that falls among psychiatric patients are related to the severity of their psychiatric and psychotic symptoms, the presence of extrapyramidal symptoms, and psychiatric medication adjustment or use (Chan et al., 2013; Lee et al., 2010). Lee and colleagues (2010) reported a 78% increase in falls in patients receiving antipsychotic medications; the highest correlation occurred with typical antipsychotics. Although other psychiatric medications such as Selective Serotonin Reuptake Inhibitors and benzodiazepines have been associated with falls, drugs prescribed for co-occurring medical conditions including class 1 antidysrhythmics, antihypertensives, diabetic medications, and anticonvulsant drugs can also increase the risk of falling (Allen, Nesnera, & Robinson, 2012; Malik & Patterson, 2012). Fall risk is greatest in those more than 70 years of age when combined with the other identified predictors (Blair & Szarek). Among psychiatric patients, falls are associated with potential physical injury, pain and long-term disability. Falls often increase length of stay and hospital costs. The financial implications are compounded by Centers for Medicare and Medicaid regulations that disallow reimbursement for medical expenses incurred as a result of falls in the hospital setting. A review of SJO Behavioral Health (BHS) cases identified that patient falls increased at the end of calendar year More concerning was the increase of falls with injuries. During the last two months of 2013 falls with injuries increased to 6.24 and 2.50 per 1,000 patient days respectively. This was an increase from a mean of per 1,000 patient days in the four prior months. This issue was recognized by hospital and the BHS department management as well as clinical nurses within the department. The Nursing Strategic Plan addressed falls throughout the organization, specifically identifying the need to utilize the Falls Work Group to review fall incidents and hardwire processes to eliminate falls with harm. The following goal was developed for this high risk population. GOAL STATEMENT: Reduce falls with injuries in BHS by improving identification of high risk patients and implementing population-specific strategies to reduce falls with injuries.
7 DESCRIPTION OF THE INTERVETIONS/INITATIVES/ACTIVITY(IES): Laura Conley-Prince, MSN, RN-BC, CN IV, volunteered to lead efforts to address the increase in falls beginning in January She formed a Fall Prevention Sub- Committee within BHS comprised of day and night clinical nurses. They identified the following questions to inform the committee s purpose and actions: 1) What factors contribute to patient falls in BHS? 2) What evidence-based interventions and protocols have demonstrated reduction of falls among the behavioral health population? A multi-faceted approach was undertaken by the sub-committee. In an attempt to involve all stakeholders and increase buy-in for the project, the goals and processes were shared with the Unit-Based Council (UBC). The UBC approved the project and incorporated the goals into the department s overarching annual goals and added the new sub-committee as a standing agenda item. Further support was sought and obtained from Beverly Hatch, MS, BSN, RN-BC, department manager; Tina Retrosi, BSN, RN, Patient Safety Officer; and Elizabeth Winokur, PhD, RN, CEN, clinical educator. Current evidence-based literature was obtained through internal and external searches. All evidence was appraised, summarized and synthesized using the Johns Hopkins research appraisal process. The Behavioral Health Unit Fall Prevention Sub-Committee utilized the BHS Fall Summary Reports and the incident reporting system to perform a comprehensive review of the falls occurring during the past six months of Additionally, Laura attended the hospital-wide Falls Work Group and Hospital Safety Committee for additional input and strategies. From January to March 2014 the sub-committee planned a broad-based approach to addressing falls: Staff education regarding fall prevention and reduction including the dynamic nature of the behavioral health patient s fall risk related to medication changes while hospitalized. Improve incident reporting with detailed delineation of factors related to falls. Monthly, instead of quarterly, reporting of falls to determine trends and be able to initiate timely corrective action. Changes in clinical practice included the development of the following processes: A Centralized Falls Station was established in March This area within the nursing station contains fall reports, on-going staff education, patient fall risk identification items (yellow socks and arm bands) and documentation reminders. A Culture of Safety was adopted to identify system failures that contributed to falls. This process was specifically undertaken to increase reporting of fall-related factors while decreasing the assignment of blame, a factor that the literature correlates with decreased or insufficient reporting of incidents. Improved communication of fall risk status to the attending physician during daily rounds.
8 Intensive staff education occurred between January and March Education included factors associated with falls, a standardized fall risk staff communication process utilizing SBAR, and expanded reporting in the incident reporting system. In addition the team recognized that a new hospital-based fall assessment tool that was standardized across the health system was not sufficient for identifying fall risk among the behavioral health patient population. Laura sought support from department management and the patient safety officer to reinstate the Edmondson Psychiatric Fall Assessment Tool. TL1EO PARTICIPANTS: Name Discipline Title Department Laura Conley MSN, RN-BC CN IV Behavioral Health Shelly Aguilar MSN, RN-BC, Clinical Coordinator Behavioral Health Vera Trone AD, RN-BC CN II; Unit Based Council Chair Behavioral Health Jimmy Salazar AD, RN CN II Behavioral Health Diane Akullian AD, RN, CN II Behavioral Health Marion Castello AD, RN-BC, CN II Behavioral Health Mark Libonati BSN, RN CN II Behavioral Health Donna Hume LCSW Social Worker Behavioral Health Beverly Hatch MS,BSN, RN- BC Department Manager Behavioral Health Tina Retrosi BSN, RN Patient Safety Officer Quality Management Elizabeth Winokur PhD, RN, CEN Clinical Educator Clinical Education OUTCOME(S): The implementation of evidence-based practice fall prevention strategies had the desired effect on the clinical practice of nurses in BHS. Falls with injuries demonstrated significant decreases during the period following the interventions to a mean of 0.39 per 1,000 patient days, significantly less than before. The BHS falls sub-committee and the hospital-wide falls committee continues with monthly monitoring.
9 TL1EO Figure 2 BHS Falls with Injuries Return to TL home page
EP11EO Nurses participate in recruitment and retention assessment and planning activities.
EP11EO Nurses participate in recruitment and retention assessment and planning activities. Provide one example of clinical nurses participation in nursing retention activities and the impact on turnover
More informationStructural Empowerment
Structural Empowerment Professional Development SE1EO Clinical nurses are involved in interprofessional decision-making groups at the organizational level. Provide two examples of improvements resulting
More informationTL3EO: The CNO influences organization-wide change beyond the scope of nursing.
Transformational Leadership: Advocacy and Influence TL3EO: The CNO influences organization-wide change beyond the scope of nursing. TL3EOa Provide one example, with supporting evidence, of a CNO-influenced
More informationSurvey of Nurse Employers in California 2014
Survey of Nurse Employers in California 2014 Conducted by UCSF Philip R. Lee Institute for Health Policy Studies, California Institute for Nursing & Health Care, and the Hospital Association of Southern
More informationIdeal Communication System. Program Objectives. Janet Parkosewich, DNSc, RN, FAHA Nurse Researcher
Session C701 2015 ANCC National Magnet Conference Yale-New Haven Hospital A Shared Governance Electronic Communication System Helps the Passion for Nursing Practice Come Alive Janet Parkosewich, DNSc,
More informationDecreasing Environmental Services Response Times
Decreasing Environmental Services Response Times Murray J. Côté, Ph.D., Associate Professor, Department of Health Policy & Management, Texas A&M Health Science Center; Zach Robison, M.B.A., Administrative
More informationTL6 The CNO advocates for organizational support of ongoing leadership development for all nurses, with a focus on mentoring and succession planning.
TL6 The CNO advocates for organizational support of ongoing leadership development for all nurses, with a focus on mentoring and succession planning. Provide one example, with supporting evidence, of each
More informationRedesigning the Role of the RN in Case Management: Impact on HCAHPS and Readmission Rates Session C093. Mercy Health System 09/10/15
Redesigning the Role of the RN in Case Management: Impact on HCAHPS and Readmission Rates Session C093 2015 ANCC National Magnet Conference Friday October 9th 2015 8:00 a.m. Debra Potempa MSN, RN, NEA
More informationHCAHPS: Background and Significance Evidenced Based Recommendations
HCAHPS: Background and Significance Evidenced Based Recommendations Susan T. Bionat, APRN, CNS, ACNP-BC, CCRN Education Leader, Nurse Practitioner Program Objectives Discuss the background of HCAHPS. Discuss
More informationHIMSS 2011 Implementation of Standardized Terminologies Survey Results
HIMSS 2011 Implementation of Standardized Terminologies Survey Results The current healthcare climate, with rising costs and decreased reimbursement, necessitates fiscal responsibility. Elements of the
More informationBridging the Gap Between Crisis and Care: How to Effectively Integrate Psychiatric Emergency Care Within a Community Hospital Emergency Department.
Bridging the Gap Between Crisis and Care: How to Effectively Integrate Psychiatric Emergency Care Within a Community Hospital Emergency Department. Jeannine Loucks, MSN, RN BC PMHN Laura Derr, BSN, RN
More informationSTEER YOUR MAGNET JOURNEY LET PROPHECY ASSESSMENTS BE YOUR GPS
Prophecy Predicting Employee Success STEER YOUR MAGNET JOURNEY LET PROPHECY ASSESSMENTS BE YOUR GPS www.prophecyhealth.com www.aps-web.com 617.275.7300 The journey to Magnet is both exhilarating and challenging!
More informationUNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN
1 UNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN Clinical Program Goals Revised 11/13/2017 2 CLINICAL PROGRAM GOALS Create a UCI
More informationThe National Association of Clinical Nurse Specialists (NACNS)
The National Association of Clinical Nurse Specialists (NACNS) Response to the Institute of Medicine s Future of Nursing Report This document was prepared by an NACNS appointed task force that was tasked
More informationTL5b: Provide one example, with supporting evidence, of the strategies used by nurse leaders to successfully guide nurses through planned change.
Transformational Leadership: Advocacy and Influence TL5: Nurse Leaders lead effectively through change. TL5b: Provide one example, with supporting evidence, of the strategies used by nurse leaders to successfully
More information8/31/2015. Session C719 Outcomes of a Study Addressing Challenges in APRN Practice and Strategies for Success. Vanderbilt University Medical Center
Session C719 Outcomes of a Study Addressing Challenges in APRN Practice and Strategies for Success Marilyn A. Dubree, MSN, RN, NE-BC Executive Chief Nursing Officer Vanderbilt University Medical Center
More informationTHE SETTING is a 561-bed
Impacts & Innovations Kim Maryniak Tim Markantes Colleen Murphy Enhancing the New Nurse Experience: Creation of a New Employee Training Unit EXECUTIVE SUMMARY New graduate nurses require support to effectively
More informationPG snapshot Nursing Special Report. The Role of Workplace Safety and Surveillance Capacity in Driving Nurse and Patient Outcomes
PG snapshot news, views & ideas from the leader in healthcare experience & satisfaction measurement The Press Ganey snapshot is a monthly electronic bulletin freely available to all those involved or interested
More information2018 Patient Flow Management Conference
2018 Patient Flow Management Conference Revolutionary Strategies to Boost Hospital-Wide Patient Flow and Achieve Value Based Health: Improve Patient Centric Care, Enhance Admission to Discharge, Increase
More information2017/18 Quality Improvement Plan
2017/18 Improvement Plan Aim Change Enough information at discharge. Readmissio ns CHF Readmissio ns COPD Did you receive enough information from hospital staff about what to do if you were worried about
More informationAchieving the Triple Aim in Nursing: The Bellin Experience
C23 This presenter has nothing to disclose Achieving the Triple Aim in Nursing: The Bellin Experience Laura Hieb, BSN, RN, MBA, NE-BC, Chief Nursing Officer, Bellin Health Lois Van Abel, BSN, RN, MBA,
More informationDischarge checklist and follow-up phone calls: the foundation to an effective discharge process
Discharge checklist and follow-up phone calls: the foundation to an effective discharge process Shari Aman, BSN, RN, MBA, CPHQ Denise Andrews, MBA Stephanie Storie, BSN, RN, CMSRN Deb Nation, RN, CMSRN
More informationMoving the Needle on Hospital Throughput: Breaking Through the Status Quo. Session ID: 325
Moving the Needle on Hospital Throughput: Breaking Through the Status Quo Session ID: 325 Objectives Objective 1: Demonstrate how two common strategies can be deployed to maximum benefit to support improvements
More informationScaling Up and Validating a Nursing Acuity Tool to Ensure Synergy in Pediatric Critical Care
Scaling Up and Validating a Nursing Acuity Tool to Ensure Synergy in Pediatric Critical Care Jean Connor PhD, RN, CPNP, FAAN Director of Nursing Research, Cardiovascular and Critical Care Services Boston
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationWhat are the Barriers and Facilitators to Nurses Utilization of a Nurse Driven Protocol for Indwelling Urinary Catheter Removal?
What are the Barriers and Facilitators to Nurses Utilization of a Nurse Driven Protocol for Indwelling Urinary Catheter Removal? Brenda Clark, BSN, RN, CMSRN Clinical Nurse II Co-chair Interprofessional
More informationTHE ROLE OF THE RN IN AN INTERPROFESSIONAL PRIMARY HEALTH CARE TEAM
THE ROLE OF THE RN IN AN INTERPROFESSIONAL PRIMARY HEALTH CARE TEAM Elizabeth Speakman, EdD, RN, ANEF, FNAP, Thomas Jefferson University Laura Wood, DNP, MS, RN, Boston Children s Hospital Janice Smolowitz,
More informationThe PCT Guide to Applying the 10 High Impact Changes
The PCT Guide to Applying the 10 High Impact Changes This Guide has been produced by the NHS Modernisation Agency. For further information on the Agency or the 10 High Impact Changes please visit www.modern.nhs.uk
More informationThe presentation will begin shortly.
The presentation will begin shortly. The content provided herein is provided for informational purposes only. The views expressed by any individual presenter are solely their own, and not necessarily the
More informationDIALING IN THE FAMILY: TESTING A NEW MODEL OF CARE DELIVERY
DIALING IN THE FAMILY: TESTING A NEW MODEL OF CARE DELIVERY Sandra A. Sojka, PhD, RN, Marcella Niehoff School of Nursing, Loyola University Chicago Deborah A. Jasovsky PhD, RN, NEA-BC Loyola University
More informationEMERGENCY DEPARTMENT DIVERSIONS, WAIT TIMES: UNDERSTANDING THE CAUSES
EMERGENCY DEPARTMENT DIVERSIONS, WAIT TIMES: UNDERSTANDING THE CAUSES Introduction In 2016, the Maryland Hospital Association began to examine a recent upward trend in the number of emergency department
More information1 Title Improving Wellness and Care Management with an Electronic Health Record System
HIMSS Stories of Success! Graybill Medical Group 1 Title Improving Wellness and Care Management with an Electronic Health Record System 2 Background Knowledge It is widely understood that providers wellness
More informationSleep Not Just Beauty Rest:
Sleep Not Just Beauty Rest: An Innovative Approach to Reducing Healthcare Worker Fatigue Sarah E. Buenaventura, MSN, RN, CMSRN, NE-BC, Abigail Jones, MSN, RN, CNRN, and Ann Schramm, MSN, RN, NEA-BC G worker
More informationShared Governance Redesigned by the Frontline Presented by:
Shared Governance Redesigned by the Frontline Presented by: Tina V. Lindig, MSN, RN, NE-BC David Bates, BSN, RN, CCRN Rosie Friend, BSN, RN T RUMAN M E D ICAL C ENTERS 1 Truman Medical Centers Two hospital
More informationStrategies to Reduce Readmissions, Sepsis, and Health-Care Associated Infections
C10 This presenter has nothing to disclose Strategies to Reduce Readmissions, Sepsis, and Health-Care Associated Infections David Renfro, MS, RN NE BC Kelly Farnam, BSN, RN Gloria Martinez, MS, RN, NEA
More informationIdentifying Errors: A Case for Medication Reconciliation Technicians
Organization: Solution Title: Calvert Memorial Hospital Identifying Errors: A Case for Medication Reconciliation Technicians Program/Project Description and Goals: What was the problem to be solved? To
More informationSession 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
Chief Experience Officer: The New Leader Driving Innovation to Transform Healthcare for Patients, Families and Care Teams Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago
More informationCNO Panel Discussion: Executive Leadership and the Doctor of Nursing Practice. Linda Roussel, PhD, RN, NEA-BC Moderator
CNO Panel Discussion: Executive Leadership and the Doctor of Nursing Practice Linda Roussel, PhD, RN, NEA-BC Moderator Esteemed CNO Panelists Deborah Baker, DNP, CRNP Sr. Vice President of Nursing Johns
More informationAlberta Health Services. Strategic Direction
Alberta Health Services Strategic Direction 2009 2012 PLEASE GO TO WWW.AHS-STRATEGY.COM TO PROVIDE FEEDBACK ON THIS DOCUMENT Defining Our Focus / Measuring Our Progress CONSULTATION DOCUMENT Introduction
More informationThe Case for Optimal Staffing: A Call to Action
The Case for Optimal Staffing: A Call to Action 2015 ANCC National Magnet Conference October 7, 2015 2:30 3:30pm Session C721 Mary Jo Assi, DNP, RN, NEA BC, FNP BC Director of Nursing Practice and Work
More informationCook County Health & Hospitals System. Special Board Meeting Friday, September 16, 2011
Cook County Health & Hospitals System Preliminary i FY2012 Budget CCHHS Board of Directors Special Board Meeting Friday, September 16, 2011 Strategic Plan - VISION 2015 Mission To deliver integrated health
More informationAF4Q and TCAB: An Introduction
AF4Q and TCAB: An Introduction July 13, 2011 Ellen Interlandi, MHM, RN, NE-BC Patricia Montoya, MPA, BSN 1 What is Aligning Forces for Quality? An unprecedented commitment by the Robert Wood Johnson Foundation
More information13th Annual Meridian Nursing Research and Evidence Based Practice Conference 2017 General Guidelines for Abstract Submission
Hackensack Meridian Ann May Center for Nursing 13 th Annual Meridian Nursing Research and Evidence Based Practice Conference Instructions for Submission All author information and abstract contents must
More informationFALL PROGRAM. The Heart of a Healthy Community ARROWHEAD REGIONAL MEDICAL CENTER
The Heart of a Healthy Community ARROWHEAD REGIONAL MEDICAL CENTER FALL PROGRAM Remedios Bartolome, BSN, RN, CMSRN Assistant Nurse Manager March 13, 2018 www.arrowheadmedcenter.org The Heart of a Healthy
More informationConflict of Interest. Objectives. What is an Advance Practice Nurse
Conflict of Interest Grow the Bones of An Education Plan: Professional Development for New and Seasoned Nurses Jennifer Drake DNP MSN RN ONC Clinical Educator Onboarding/Special Projects I hereby certify
More informationSession 74X Leveraging Your Hospital's Hidden Assets to Drive Meaningful Change
Prepared for the Foundation of the American College of Healthcare Executives Session 74X Leveraging Your Hospital's Hidden Assets to Drive Meaningful Change Presented by: James Vieira, PharmD EIleen Dohmann
More informationDevelopment & Implementation of A Progressive Mobility Protocol for Hospitalized Veterans
Development & Implementation of A Progressive Mobility Protocol for Hospitalized Veterans Presented by: Rebecca R. Parks MSN, RN, ANP-BC Earlie Hale DNP, RN, CNS-BC, CMSRN, VHA-CM Richard L. Roudebush
More informationFRIENDS OF EVIDENCE CASE STUDY
Asthma Improvement Collaborative FRIENDS OF EVIDENCE CASE STUDY This is one of a series of illustrative case studies, under the auspices of the Friends of Evidence, describing powerful approaches to evidence
More informationText-based Document. Building a Culture of Safety: Aligning innovative leadership rounding and staff driven hourly rounding strategies
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationPPMI in a Community Teaching Hospital
Presentation Objectives PPMI in a Community Teaching Targeting VBP and ACO metrics Pharmacist Objective: List ACO metrics that pharmacists can share accountability to achieve targets Technician Objective:
More informationThe Power of Clinical Callbacks: Preventing Early Readmissions with Clinical Callbacks. Cheryl Crumpton, BSN, RN, CEN
The Power of Clinical Callbacks: Preventing Early Readmissions with Clinical Callbacks Cheryl Crumpton, BSN, RN, CEN Making the Patient Call Manager (PCM) Connection Quality Initiative Improve Clinical
More informationProgressive Mobility in the ICU: Improving the Patient Experience. Rachel Lewis-Bayliss BSN, RN Theresa M. Davis PhD, RN, NE-BC
Progressive Mobility in the ICU: Improving the Patient Experience Rachel Lewis-Bayliss BSN, RN Theresa M. Davis PhD, RN, NE-BC Early Progressive Mobility Team Jason Vourlekis MD, MBA: Medical Director
More informationHow to Organizationally Embed the Magnet Culture
Thomas Jefferson University Jefferson Digital Commons College of Nursing Faculty Papers & Presentations Jefferson College of Nursing 10-14-2010 How to Organizationally Embed the Magnet Culture Rachel Behrendt,
More information1. November RN VACANCY RATE: Overall 2320 RN vacancy rate for areas reported is 12.5%
PATIENT CARE SERVICES REPORT Submitted to the Joint Conference Committee, December 2013 Terry Dentoni, RN, MSN, CNL, Interim Chief Nursing Officer 1. November 2013-2320 RN VACANCY RATE: Overall 2320 RN
More informationLearning Experiences Descriptions
Anticoagulation Management Clinic Learning Experiences Descriptions The Anticoagulation Management rotation is an elective learning experience that focuses on the outpatient management of anticoagulation.
More informationThe Four Pillars of Ambulatory Care Management - Transforming the Ambulatory Operational Framework
The Four Pillars of Ambulatory Care Management - Transforming the Ambulatory Operational Framework Institution: The Emory Clinic, Inc. Author/Co-author(s): Donald I. Brunn, Chief Operating Officer, The
More informationTransitions of Care: The need for collaboration across entire care continuum
H O T T O P I C S I N H E A LT H C A R E, I S S U E # 2 Transitions of Care: The need for collaboration across entire care continuum Safe, quality Transitions Ef f e c t iv e Collaborative Successful The
More informationNURS 6051: Transforming Nursing and Healthcare through Information Technology Current Technologies Program Transcript
NURS 6051: Transforming Nursing and Healthcare through Information Technology Current Technologies Program Transcript NARRATOR: One of the most exciting elements of nursing informatics is the potential
More informationChrista Pardue, MBA, MT(AMT) - Director of Laboratory Services University Healthcare System, Augusta, GA
How Our Microbiology Lab s Lean Redesign Supported Improved Workflow, Helped Balance Staffing, and Contributed to Gains in Antimicrobial Stewardship Outcomes Christa Pardue, MBA, MT(AMT) - Director of
More informationImproving Hospital Performance Through Clinical Integration
white paper Improving Hospital Performance Through Clinical Integration Rohit Uppal, MD President of Acute Hospital Medicine, TeamHealth In the typical hospital, most clinical service lines operate as
More informationFormation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO
Formation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO Jim Boswell, MBA VP Physician Services / BMHCC and CEO / BMG Robert Vest, JD COO / BMG Founded in 1912
More informationCMS TRANSPLANT PROGRAM QUALITY WEBINAR SERIES. James Ballard, MBA, CPHQ, CPPS, HACP Eileen Willey, MSN, BSN, RN, CPHQ, HACP
CMS TRANSPLANT PROGRAM QUALITY WEBINAR SERIES Comprehensive Program and 5 Key Aspects James Ballard, MBA, CPHQ, CPPS, HACP Eileen Willey, MSN, BSN, RN, CPHQ, HACP QAPI Specialist/ Quality Surveyor Educators
More informationCLINICAL EDUCATION. Nursing Research. Nursing Center of Excellence. For More Information Contact
Nursing Research The Nursing Research Office creates a climate in the practice setting that promotes scholarly inquiry and Evidence-Based Practice (EBP) within nursing so that each and every nurse understands
More informationCommunity Care Management efrontiers: Patient-Centered Coordination and Communications
Community Care Management efrontiers: Patient-Centered Coordination and Communications An ACHE Qualified Education (Category II) Session 1.0 Hour CEU Dani Hackner, MD, MBA, FACP, FCCP Vice President, Care
More informationEmpowering Ambulatory Nurses With Shared Governance Track: Transformational Leadership Wednesday October 7, :30am-12:30pm
C714 2015 ANCC National Magnet Conference Empowering Ambulatory Nurses With Shared Governance Track: Transformational Leadership Wednesday October 7, 2015 11:30am-12:30pm Eric Zack DNP, RN, ACNP-BC, AOCN,
More informationIHI Expedition. Expedition: Preparing Care Teams for Bundled Payments Session 5: Care Team Redesign
May 19, 2015 Begins at 1:00 PM IHI Expedition Expedition: Preparing Care Teams for Bundled Payments Session 5: Care Team Redesign Trisha Frick, MS, RN Nick Bassett, MBA Lucy Savitz, PhD, MBA Molly Bogan,
More information1. PROMOTE PATIENT SAFETY.
SAN FRANCISCO GENERAL HOSPITAL MEDICAL CENTER GOALS & ACCOMPLISHMENTS FISCAL YEAR 2006-2007 1. PROMOTE PATIENT SAFETY. Implemented medication reconciliation processes and procedures for admitted patients.
More informationCare Management Framework:
WHITE PAPER Care Management Framework: The Critical Path to Implementing a Care Management Strategy An Encore Point of View Randy Thomas, FHIMSS, Barbara Doyle, MSN, RN, January 2017 Tina Burbine, MBA,
More informationExemplary Professional Practice CARE DELIVERY SYSTEM(S)
Exemplary Professional Practice CARE DELIVERY SYSTEM(S) EP7EO s systematically evaluate professional organizations standards of practice, incorporating them into the organization s professional practice
More informationUnifying Real-Time Mobile Rounds with Follow Up Care Calls to Improve Patient Experience and Outcomes
Unifying Real-Time Mobile Rounds with Follow Up Care Calls to Improve Patient Experience and Outcomes Sue Murphy, RN BSN MS Chief Experience Officer Becker's 3rd Annual Health IT + Revenue Cycle 2017 1
More informationThe Centers for Medicare & Medicaid Services (CMS) Partnership to Improve Dementia Care
The Centers for Medicare & Medicaid Services (CMS) Partnership to Improve Dementia Care Ohio Psychotropic Medication Nursing Facility Quality Improvement Project Ohio KePRO Nursing Home Quality Care Collaborative
More information2013 Annual Nursing Retreat Meeting Minutes September 20, 2013
Attendees: Attended Bolded Excused MSN, RN, CNOR CNO Kelsey Archibald BSN, RN Clinician, 6A Shawna Breghenti BSN, RN Clinician, Perianesthesia Jackie Drahos MSN, RN Unit Director, ICU, IMCU, 3B Angie Durci
More informationPartnerships- Cooperation with other care providers that is guided by open communication, trust, and shared decision-making.
1 E P 7: Describe and demonstrate the structure(s) and process(es) used to engage internal experts and external consultants to improve care in the practice setting. When Riverside nurses from any level
More informationUsing Patient Activation to Transition Patients from Hospital to Home
Using Patient Activation to Transition Patients from Hospital to Home May 2014 Mary McLaughlin Davis DNP MSN APRN ACNS-BC CCM Lakewood Hospital Cleveland Clinic Background Stroke affects an estimated 795,000
More informationMissouri / Illinois Gateway Chapter
www.acmaweb.org/gw 10th Annual Missouri / Illinois Gateway Chapter Conference August 29, 2012 Hilton St. Louis at the Ballpark, St. Louis, MO Facilitating Care Transitions 2 for 1 Registration Offer! Hospital
More informationMedication Reconciliation
Medication Reconciliation Where are we now? Angie Powell, PharmD Director of Pharmacy Baxter Regional Medical Center Disclosures I, Angie Powell, have no relevant financial relationships to disclose. Learning
More informationJULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING
JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING About The Chartis Group The Chartis Group is an advisory services firm that provides management
More informationExpanding Your Pharmacist Team
CALIFORNIA QUALITY COLLABORATIVE CHANGE PACKAGE Expanding Your Pharmacist Team Improving Medication Adherence and Beyond August 2017 TABLE OF CONTENTS Introduction and Purpose 1 The CQC Approach to Addressing
More informationImpact of an Innovative ADC System on Medication Administration
Impact of an Innovative ADC System on Medication Administration March 1, 2016 Nilesh Desai, BS, RPh, MBA Administrator Pharmacy and Clinical Operations Hackensack University Medical Center Conflict of
More informationImproving Patient Experience, Safety and Progression through Care Model Redesign & Lean Management
Improving Patient Experience, Safety and Progression through Care Model Redesign & Lean Management Michelle Cline, RN, MSN, Care Model Redesign Manager Donna Litwinski, PT, Master Lean Fellow April 2018
More informationHospital Outpatient Quality Reporting Program
CY 2017 OPPS/ASC Final Rule: Hospital Outpatient Quality Reporting (OQR) Program Questions & Answers Moderator: Karen VanBourgondien, BSN, RN Education Coordinator, Outpatient Quality Reporting Speakers:
More informationCustomer: Community Hospital of Munster, Indiana Solution: Ascom IP-DECT System, d62 handsets, Unite Messaging Suite with NetPage and Medamax
Customer: Community Hospital of Munster, Indiana Solution: Ascom IP-DECT System, d62 handsets, Unite Messaging Suite with NetPage and Medamax Community hospital of Munster CASE STUDY Bypass TIME reduced
More informationYour partner in quality and patient safety. Center for Quality. Improvement. SHM s
SHM s Center for Quality Improvement Your partner in quality and patient safety. Your People. Your Network. Your Society. Empowering hospitalists. Transforming patient care. The Society of Hospital Medicine
More informationRPC and OMH Collaborative Care Webinar. February 1, pm
RPC and OMH Collaborative Care Webinar February 1, 2018 1 2pm AGENDA Welcome & Introductions OMH Care Collaborative Overview Q&A Cathy Hoehn, LMHC RPC Initiative Director CH@clmhd.org 518 396 0788 www.clmhd.org/rpc
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/15/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationAchieving the Triple Aim: Decreasing Use of Inappropriate Telemetry Monitoring
Achieving the Triple Aim: Decreasing Use of Inappropriate Telemetry Monitoring Marylynn Hippe, MSN, RN, ACNS-BC, CMSRN St. Luke s Health System Boise, Idaho Objectives Learners will understand the appropriate
More informationGuidance for Medication Reconciliation and System Integration Process
Guidance for Medication Reconciliation and System Integration Process Identifying points of failure within the medication reconciliation process and determining systematic approaches (via health IT) to
More informationDriving the value of health care through integration. Kaiser Permanente All Rights Reserved.
Driving the value of health care through integration February 13, 2012 Kaiser Permanente 2010-2011. All Rights Reserved. 1 Today s agenda How Kaiser Permanente is transforming care How we re updating our
More informationGantt Chart. Critical Path Method 9/23/2013. Some of the common tools that managers use to create operational plan
Some of the common tools that managers use to create operational plan Gantt Chart The Gantt chart is useful for planning and scheduling projects. It allows the manager to assess how long a project should
More informationHarm Across the Board Reporting: How your Hospital Can Get There
Harm Across the Board Reporting: How your Hospital Can Get There Presentation to KHA Annual Quality Conference March 19, 2014 Jackie Conrad RN, BSN, MBA Improvement Advisor Cynosure Health Objectives Upon
More informationExecutive Summary. This Project
Executive Summary The Health Care Financing Administration (HCFA) has had a long-term commitment to work towards implementation of a per-episode prospective payment approach for Medicare home health services,
More information5D QAPI from an Operational Approach. Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Pathway Health 2013
5D QAPI from an Operational Approach Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Objectives Review the post-acute care data agenda. Explain QAPI principles Describe leadership
More information"Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital
"Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital The University of Kansas Hospital Leading the Nation in Caring, Healing,
More informationEP2EO Clinical nurses are involved in the development, implementation and evaluation of the professional practice model.
EP2EO Clinical nurses are involved in the development, implementation and evaluation of the professional practice model. Provide one example, with supporting evidence, of an improvement resulting from
More informationEvent Based Nursing Peer Review: Knowing Harm to No Harm
Event Based Nursing Peer Review: Knowing Harm to No Harm Arkansas Children s Hospital Mitch Highfill, BSN, RN Debra Jeffs, PhD, RN-BC Stephanie Benning, MSN, APRN, PCNS-BC, CPN Ellen Mallard, MSN, APRN,
More informationA Process to Support an Evidence-Based Guideline and Electronic SBAR for Ambulatory Departments Transferring Patients to a Higher Level of Care
A Process to Support an Evidence-Based Guideline and Electronic SBAR for Ambulatory Departments Transferring Patients to a Higher Level of Care Crystal Vasquez, DNP, MS,MBA, RN, NEA-BC Objectives Discuss
More informationText-based Document. Formalizing the Role of the Clinical Nurse Leader in a Progressive Care Unit. Authors Ryan, Kathleen M.
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationA Call to Action: Readmission Strategies from the Field
A Call to Action: Readmission Strategies from the Field Vicky Mahn-DiNicola, RN, MSN,CPHQ VP Research & Market Insights Brenda Pettyjohn, RN, CPHQ Solutions Advisor Tina Esposito Vice President, Center
More informationSE2EO: The healthcare organization supports the nurses participation in local, regional, national or international professional organizations.
SE2EO: The healthcare organization supports the nurses participation in local, regional, national or international professional organizations. Provide two examples, with supporting evidence, of improvements
More informationTL9- The Various Methods by Which Direct Care Nurses Access Nurse Leaders
1 TL9- The Various Methods by Which Direct Care Nurses Access Nurse Leaders Nurse leaders at Riverside are hired with an expectation to maintain a schedule that facilitates open communication with direct
More information