Transforming Culture and Driving Patient Experience to Improve Responsiveness

2.50
Hdl Handle:
http://hdl.handle.net/10755/307958
Category:
Abstract
Type:
Presentation
Title:
Transforming Culture and Driving Patient Experience to Improve Responsiveness
Author(s):
Chase, Linda K.
Lead Author STTI Affiliation:
Alpha
Author Details:
Linda K. Chase, PhD, RN, NEA-BC, lchase@iuhealth.org
Abstract:

Poster presented on: Sunday, November 17, 2013, Saturday, November 16, 2013

The healthcare environment mandates an understanding of all drivers of exceptional patient and family inpatient experience to ensure it is patient centered, timely, safe, effective, efficient, and equitable.  At a Midwest teaching hospital, transformational nursing leadership consistent with the Magnet Model prompted nurses to ask:  1) How do we provide an exceptional patient and family experience?  2) How do we make sense of all the factors influencing patient-centered care? 3) Does improving the patient and family experience make a difference in nursing quality outcomes?  Strategies designed and implemented included structures (shared leadership with cascading reporting from the bedside to the boardroom, responsiveness algorithm designed by direct care, team retreats aimed at innovation design and testing), processes (education, actions, and behaviors bringing reliability to the authenticity and responsiveness between patients and providers), and roles (unit and facility based coaches).  Process indicators included response time and response authenticity to patient needs. Outcome indicators included patient satisfaction with responsiveness and facility performance with nurse-sensitive indicators.  Pre- and post-initiative results include sustained improvement in response time, fall prevention and patient satisfaction.  Response time decreased from 4 minutes to 1 min 37 seconds, correlated positively with a fall rate decrease from 2.8 to 1.78 per 1000 days and a 25% increase in the number of nursing units outperforming the Magnet comparative.  Patient satisfaction with responsiveness demonstrated improvement and will be highlighted.  This presentation will detail examples of structures, processes and roles influencing sustained results.

The healthcare environment mandates an understanding of primary and secondary drivers of exceptional patient and family inpatient experience.  One Midwest teaching hospital demonstrated remarkable impact on this imperative through transformational leadership. Structures, processes and roles were redesigned resulting in sustained improvement in response time, fall prevention performance and patient satisfaction.

Keywords:
Patient Experience; Nursing Leadership; Fall Prevention
Repository Posting Date:
19-Dec-2013
Date of Publication:
19-Dec-2013
Conference Date:
2013
Conference Name:
42nd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Indianapolis, Indiana, USA
Description:
42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriott
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission.

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_GB
dc.type.categoryAbstracten_GB
dc.typePresentationen_GB
dc.titleTransforming Culture and Driving Patient Experience to Improve Responsivenessen_GB
dc.contributor.authorChase, Linda K.en_GB
dc.contributor.departmentAlphaen_GB
dc.author.detailsLinda K. Chase, PhD, RN, NEA-BC, lchase@iuhealth.orgen_GB
dc.identifier.urihttp://hdl.handle.net/10755/307958-
dc.description.abstract<p>Poster presented on: Sunday, November 17, 2013, Saturday, November 16, 2013</p>The healthcare environment mandates an understanding of all drivers of exceptional patient and family inpatient experience to ensure it is patient centered, timely, safe, effective, efficient, and equitable.  At a Midwest teaching hospital, transformational nursing leadership consistent with the Magnet Model prompted nurses to ask:  1) How do we provide an exceptional patient and family experience?  2) How do we make sense of all the factors influencing patient-centered care? 3) Does improving the patient and family experience make a difference in nursing quality outcomes?  Strategies designed and implemented included structures (shared leadership with cascading reporting from the bedside to the boardroom, responsiveness algorithm designed by direct care, team retreats aimed at innovation design and testing), processes (education, actions, and behaviors bringing reliability to the authenticity and responsiveness between patients and providers), and roles (unit and facility based coaches).  Process indicators included response time and response authenticity to patient needs. Outcome indicators included patient satisfaction with responsiveness and facility performance with nurse-sensitive indicators.  Pre- and post-initiative results include sustained improvement in response time, fall prevention and patient satisfaction.  Response time decreased from 4 minutes to 1 min 37 seconds, correlated positively with a fall rate decrease from 2.8 to 1.78 per 1000 days and a 25% increase in the number of nursing units outperforming the Magnet comparative.  Patient satisfaction with responsiveness demonstrated improvement and will be highlighted.  This presentation will detail examples of structures, processes and roles influencing sustained results. <p>The healthcare environment mandates an understanding of primary and secondary drivers of exceptional patient and family inpatient experience.  One Midwest teaching hospital demonstrated remarkable impact on this imperative through transformational leadership. Structures, processes and roles were redesigned resulting in sustained improvement in response time, fall prevention performance and patient satisfaction.en_GB
dc.subjectPatient Experienceen_GB
dc.subjectNursing Leadershipen_GB
dc.subjectFall Preventionen_GB
dc.date.available2013-12-19T17:24:40Z-
dc.date.issued2013-12-19-
dc.date.accessioned2013-12-19T17:24:40Z-
dc.conference.date2013en_GB
dc.conference.name42nd Biennial Conventionen_GB
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen_GB
dc.conference.locationIndianapolis, Indiana, USAen_GB
dc.description42nd Biennial Convention 2013 Theme: Give Back to Move Forward. Held at the JW Marriotten_GB
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission.en_GB
All Items in this repository are protected by copyright, with all rights reserved, unless otherwise indicated.