2.50
Hdl Handle:
http://hdl.handle.net/10755/198329
Title:
Champions of Change: The Power of Collaboration
Abstract:
[ENA Annual Conference 2011 - Evidence-based Practice Presentation] Champions of Change: The Power of Collaboration

Purpose: In 2007 Emergency Department (ED) satisfaction ranked below the 25th percentile of the Quality Data Management National Database (QDM) and left without being seen (LWBS) rates were at an all time high (14%). ED management and staff, Administration and the Board of Trustees were united in their desire to improve satisfaction. Using the synergy of purpose, an innovative team was formed to increase ED patient satisfaction and meet strategic hospital goals.

Design: Evidence based project accomplished as a QI initiative. The team began with a barrier analysis and developed improvement actions for each. The PRIDE model for improvement using PDSA cycles was used to make improvements. Jean Watson’s Theory which guides the Professional Practice Model guided the team in the caritas approach to patient satisfaction.

Setting: 527-bed Acute Care Magnet Designated Hospital with a 33-bed Level 2 Emergency Department

Participants: ED direct care nurses, physicians and management, Board of Trustee members, key hospital members, QI facilitators.

Methods: A collaborative approach was implemented by developing a multidisciplinary team that met biweekly to review patient satisfaction data and department statistics affecting flow, processes and efficiency. The data was used to drive process change and improvement. A few examples of experiments include the use of care maps, white boards, experiments with triage, senior executive rounding, modified 12 step rounding and the use of two sublet areas external to the ED. Many pilot studies often led to successful permanent change.

Results/Outcomes: Overall ED patient satisfaction improved from below the QDM 25th percentile to above the national mean in 2 years. Results have been sustained and improvement continues with overall satisfaction currently above the QDM 80th percentile. Other strategic metrics were improved as well. LWBS rates decreased and are now below 2% although patient volumes continue to increase.

Implications: When teams have synergy of purpose and focus on the right objective of caring for patients, no project is too big. Relationship building, trust and positive attitudes are key to team success. Everyday is a new opportunity to start over. Accept setbacks, stay positive, and recognize opportunities. The data shows success; success builds morale and morale fuels more positive change. Healthcare is a TEAM sport.

Repository Posting Date:
21-Dec-2011
Date of Publication:
21-Dec-2011

Full metadata record

DC FieldValue Language
dc.titleChampions of Change: The Power of Collaborationen_GB
dc.identifier.urihttp://hdl.handle.net/10755/198329-
dc.description.abstract[ENA Annual Conference 2011 - Evidence-based Practice Presentation] Champions of Change: The Power of Collaboration<br/><br/>Purpose: In 2007 Emergency Department (ED) satisfaction ranked below the 25th percentile of the Quality Data Management National Database (QDM) and left without being seen (LWBS) rates were at an all time high (14%). ED management and staff, Administration and the Board of Trustees were united in their desire to improve satisfaction. Using the synergy of purpose, an innovative team was formed to increase ED patient satisfaction and meet strategic hospital goals. <br/><br/>Design: Evidence based project accomplished as a QI initiative. The team began with a barrier analysis and developed improvement actions for each. The PRIDE model for improvement using PDSA cycles was used to make improvements. Jean Watson’s Theory which guides the Professional Practice Model guided the team in the caritas approach to patient satisfaction.<br/><br/>Setting: 527-bed Acute Care Magnet Designated Hospital with a 33-bed Level 2 Emergency Department<br/><br/>Participants: ED direct care nurses, physicians and management, Board of Trustee members, key hospital members, QI facilitators.<br/><br/>Methods: A collaborative approach was implemented by developing a multidisciplinary team that met biweekly to review patient satisfaction data and department statistics affecting flow, processes and efficiency. The data was used to drive process change and improvement. A few examples of experiments include the use of care maps, white boards, experiments with triage, senior executive rounding, modified 12 step rounding and the use of two sublet areas external to the ED. Many pilot studies often led to successful permanent change. <br/><br/>Results/Outcomes: Overall ED patient satisfaction improved from below the QDM 25th percentile to above the national mean in 2 years. Results have been sustained and improvement continues with overall satisfaction currently above the QDM 80th percentile. Other strategic metrics were improved as well. LWBS rates decreased and are now below 2% although patient volumes continue to increase. <br/><br/>Implications: When teams have synergy of purpose and focus on the right objective of caring for patients, no project is too big. Relationship building, trust and positive attitudes are key to team success. Everyday is a new opportunity to start over. Accept setbacks, stay positive, and recognize opportunities. The data shows success; success builds morale and morale fuels more positive change. Healthcare is a TEAM sport. <br/><br/>en_GB
dc.date.available2011-12-21T12:45:49Z-
dc.date.issued2011-12-21T12:45:49Z-
dc.date.accessioned2011-12-21T12:45:49Z-
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