2.50
Hdl Handle:
http://hdl.handle.net/10755/203137
Type:
Presentation
Title:
Uniting Frontline Staff and Leaders in a Partnership Culture to Improve Patient Care
Abstract:
(Improvement Science Research Network) Background: In this health care environment, there is a great need to partner with staff at the bedside and seek their wisdom. For over 25 years, the CPM Resource Center has brought a model for staff engagement that involves staff and leaders in mutual partnership to create long lasting improvements in patient care. The Partnership Culture Model provides a variety of tools to establish both a partnering culture and the actual engagement infrastructure. Purpose: Describe the Partnership Culture Model as a methodology to unite staff and leadership Materials and Methods: The interdisciplinary Partnership Council infrastructure has multiple components that create a ‘web’ of connectivity, and opportunities for vertical and horizontal communication and shared leadership. Organization preferences guide exact Model implementation. True long term success depends on recognizing the need for cultural changes in staff involvement, decision making, hierarchy, relationships, communication, and the shared purpose and meaning of healthcare. Organization Results: 1. Using a PDSA Model for Improvement, Councils align their goals to the organization goals of affordability, quality, patient satisfaction and safety. Goals are submitted to the Central Council and the Board. Frontline staff and leaders are aligned and invested in their common direction and outcome. 2. Leaders and staff align on improving HCAHPS/Press Ganey scores by involving Councils in the development of key actions and phrases that can be used by staff when they are interacting with patients and families. 3. Align leadership and staff by instituting rounds in conjunction with Council conversations about why rounds are being used, what will happen with rounds, and engaging leadership with Council members during actual rounding. 4. Use the Council infrastructure to spread innovation through the development of “Friday notes”, thereby leveraging the experiences of the initiating Council to align staff and leadership. Conclusions: Partnership Councils are the infrastructure for aligning frontline staff and leadership. Cultural changes are necessary at all levels within the organization. [© Improvement Science Research Network, 2011. http://www.improvementscienceresearch.net/.]
Keywords:
Culture; Care
Repository Posting Date:
16-Jan-2012
Date of Publication:
3-Jan-2012
Sponsors:
UTHSCSA Improvement Science Research Network

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleUniting Frontline Staff and Leaders in a Partnership Culture to Improve Patient Careen_GB
dc.identifier.urihttp://hdl.handle.net/10755/203137-
dc.description.abstract(Improvement Science Research Network) Background: In this health care environment, there is a great need to partner with staff at the bedside and seek their wisdom. For over 25 years, the CPM Resource Center has brought a model for staff engagement that involves staff and leaders in mutual partnership to create long lasting improvements in patient care. The Partnership Culture Model provides a variety of tools to establish both a partnering culture and the actual engagement infrastructure. Purpose: Describe the Partnership Culture Model as a methodology to unite staff and leadership Materials and Methods: The interdisciplinary Partnership Council infrastructure has multiple components that create a ‘web’ of connectivity, and opportunities for vertical and horizontal communication and shared leadership. Organization preferences guide exact Model implementation. True long term success depends on recognizing the need for cultural changes in staff involvement, decision making, hierarchy, relationships, communication, and the shared purpose and meaning of healthcare. Organization Results: 1. Using a PDSA Model for Improvement, Councils align their goals to the organization goals of affordability, quality, patient satisfaction and safety. Goals are submitted to the Central Council and the Board. Frontline staff and leaders are aligned and invested in their common direction and outcome. 2. Leaders and staff align on improving HCAHPS/Press Ganey scores by involving Councils in the development of key actions and phrases that can be used by staff when they are interacting with patients and families. 3. Align leadership and staff by instituting rounds in conjunction with Council conversations about why rounds are being used, what will happen with rounds, and engaging leadership with Council members during actual rounding. 4. Use the Council infrastructure to spread innovation through the development of “Friday notes”, thereby leveraging the experiences of the initiating Council to align staff and leadership. Conclusions: Partnership Councils are the infrastructure for aligning frontline staff and leadership. Cultural changes are necessary at all levels within the organization. [© Improvement Science Research Network, 2011. http://www.improvementscienceresearch.net/.]en_GB
dc.subjectCultureen_GB
dc.subjectCareen_GB
dc.date.available2012-01-16T10:56:58Z-
dc.date.issued2012-01-03en_GB
dc.date.accessioned2012-01-16T10:56:58Z-
dc.description.sponsorshipUTHSCSA Improvement Science Research Networken_GB
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