2.50
Hdl Handle:
http://hdl.handle.net/10755/150024
Type:
Presentation
Title:
Timetakers
Abstract:
Timetakers
Conference Sponsor:Sigma Theta Tau International
Conference Year:2005
Author:Harding, Deborah G., RN, MSN, CNAA, BC
P.I. Institution Name:North Carolina Baptist Hospital
Title:Associate Director of Nursing
Co-Authors:James B. Bryant, RN, MSN, CEN, CCRN
TIMETAKERS are care interruptions which interfere with staff nurse efficiency and effectiveness in providing direct patient care. Proposed at a nursing leadership meeting, the plan to identify and address these issues was endorsed by all five Nursing Shared Governance Councils. We set up a phone line and invited staff nurses from throughout this Magnet hospital to call 24/7 to report their frustrations. Their calls were brief, anonymous, and fell into 12 areas: admissions, computer, dietary, engineering, human resources, laboratory, materials management, pharmacy, physician, respiratory, transportation, and miscellaneous TIMETAKERS. The Chief Nursing Officer met with her colleague Vice-Presidents to explain nursing's concerns about being drawn from the patient bedside, often completely off the nursing unit, to perform essential non-nursing activities. Once she had their support, collaborative work began. Each Associate Director of Nursing chaired one of 12 teams of nurses which worked simultaneously to address the issues. The TIMETAKERS teams worked by phone, e-mail, and in face-to-face meetings with colleagues in other departments to address the multiplicity of frustrations reported by staff nurses. Responding to this creative innovation in leadership, our staff nurses called around the clock to report system glitches interfering with their ability to provide efficient patient care. We heard their voices and involved the entire hospital in acting on their concerns. The teamwork and outcomes of our TIMETAKERS initiative vividly illustrate nurse caring and shared governance in action, and our efforts are recognized as an effective, collaborative, hospital-wide, patient focused quality improvement success.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleTimetakersen_GB
dc.identifier.urihttp://hdl.handle.net/10755/150024-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Timetakers</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2005</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Harding, Deborah G., RN, MSN, CNAA, BC</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">North Carolina Baptist Hospital</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Associate Director of Nursing</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">dharding@wfubmc.edu</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">James B. Bryant, RN, MSN, CEN, CCRN</td></tr><tr><td colspan="2" class="item-abstract">TIMETAKERS are care interruptions which interfere with staff nurse efficiency and effectiveness in providing direct patient care. Proposed at a nursing leadership meeting, the plan to identify and address these issues was endorsed by all five Nursing Shared Governance Councils. We set up a phone line and invited staff nurses from throughout this Magnet hospital to call 24/7 to report their frustrations. Their calls were brief, anonymous, and fell into 12 areas: admissions, computer, dietary, engineering, human resources, laboratory, materials management, pharmacy, physician, respiratory, transportation, and miscellaneous TIMETAKERS. The Chief Nursing Officer met with her colleague Vice-Presidents to explain nursing's concerns about being drawn from the patient bedside, often completely off the nursing unit, to perform essential non-nursing activities. Once she had their support, collaborative work began. Each Associate Director of Nursing chaired one of 12 teams of nurses which worked simultaneously to address the issues. The TIMETAKERS teams worked by phone, e-mail, and in face-to-face meetings with colleagues in other departments to address the multiplicity of frustrations reported by staff nurses. Responding to this creative innovation in leadership, our staff nurses called around the clock to report system glitches interfering with their ability to provide efficient patient care. We heard their voices and involved the entire hospital in acting on their concerns. The teamwork and outcomes of our TIMETAKERS initiative vividly illustrate nurse caring and shared governance in action, and our efforts are recognized as an effective, collaborative, hospital-wide, patient focused quality improvement success.</td></tr></table>en_GB
dc.date.available2011-10-26T10:14:46Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T10:14:46Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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