Hospital Education


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Presentation that discusses ways to develop successful professional relationships, both internally and with clients.

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  • Hospital Education

    1. 1. Strategies for Developing Successful, Professional Relationships... <ul><li> FROM THE INSIDE OUT by Christina B. Pippin, RN, PTC </li></ul>
    2. 2. Wheel of Service… <ul><li>Hub - AOC (organization, purpose, mission statement, values, expectations, SOP’s, etc.) </li></ul><ul><li>Spokes - Staff (perception, work ethic, attitude, morale, motivation, dedication, performance, etc.) </li></ul><ul><li>Rim - Clientele ( Hospital staff members, community, donor families, fellow OPO staff, etc.) </li></ul>
    3. 3. How well does the wheel function???
    4. 4. Factors that affect function… <ul><li>Organizational “set-up”, structure, and values </li></ul><ul><li>Hub : a center of activity or “ focal point” </li></ul><ul><li>Employee morale, dedication, work ethic, and leadership </li></ul><ul><li>Spokes : any of the small radiating bars inserted in the hub of a wheel to support the rim </li></ul><ul><li>CLIENT PERCEPTION!!! </li></ul><ul><li>Rim : the outer part of a wheel joined to the hub usually by spokes </li></ul>
    5. 5. Internal Marketing “Stabilizing the wheel” <ul><li>Spokes : any of the small radiating bars inserted in the hub of a wheel to support the rim </li></ul>
    6. 6. Is Internal Marketing Important??? <ul><li>*When employees commit to the value of the company and its mission, external marketing strategies become extremely effective , because the employee is not merely </li></ul><ul><li>“ doing a job”… </li></ul><ul><li>HE/SHE IS A CHAMPION OF THE CAUSE. </li></ul><ul><li>~BNET Editorial </li></ul>
    7. 7. Defining Morale <ul><li>Morale : </li></ul><ul><li>1.) the mental and emotional attitude of an individual to the function or tasks expected of him by his group and loyalty to it; </li></ul><ul><li>2.) a sense of common purpose with respect to a group; </li></ul><ul><li>3.) a state of individual psychological well-being based on factors such as a sense of purpose and confidence in the future . </li></ul><ul><li>~Webster’s Dictionary, 1969 </li></ul>
    8. 8. “ THE DIRTY DOZEN” (Common everyday actions that destroy morale) <ul><li>Personal insults (either direct or INDIRECT) </li></ul><ul><li>Invading one’s “personal territory” </li></ul><ul><li>Uninvited physical contact </li></ul><ul><li>Threats & Intimidation, BOTH verbal and non-verbal </li></ul><ul><li>“ Sarcastic jokes” and “teasing” used as insult delivery systems </li></ul><ul><li>Withering e-mail flames </li></ul><ul><li>Status slaps intended to humiliate their victims </li></ul><ul><li>Public shaming or “status degradation” rituals </li></ul><ul><li>Rude interruptions (Lack of respect) </li></ul><ul><li>Two-faced attacks (gossip) </li></ul><ul><li>Dirty looks </li></ul><ul><li>Treating people as if they are invisible </li></ul><ul><li> ~Robert I. Sutton, PhD </li></ul><ul><li> The No Asshole Rule, 2007 </li></ul>
    9. 9. “EIGHT IS ENOUGH” (eight steps to improving morale) <ul><li>Focus on what you can control, Not on what you can’t. </li></ul><ul><li>Do “The Big Three”. Notice what colleagues do right, listen, and show appreciation. </li></ul><ul><li>Engage one another in ongoing conversations about improving morale. </li></ul><ul><li>Ask for feedback, especially after difficult interactions (show you care). </li></ul><ul><li>Ask yourself: “Am I inspired?” </li></ul><ul><li>Ask yourself: “AM I INSPIRING?” </li></ul><ul><li>Learn Which Factors And Practices Make The Biggest Difference In Morale And Productivity, And Commit To Executing Them. </li></ul><ul><li>Learn more about human nature and commit to working for it, not against it. (Maslow’s hierarchy of needs) </li></ul><ul><li> “ 8 ways managers can improve morale” </li></ul><ul><li> The Employment Times – April 19, 2004 </li></ul><ul><li> By David Lee </li></ul><ul><li> </li></ul>
    10. 10. <ul><li>“ All humans have a need to be respected, to have self-esteem, self-respect, and to respect others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby.” </li></ul><ul><li>Wikipedia – Maslow’s hierarchy of needs </li></ul>
    11. 11. Creating workplace champions… <ul><li>“ The best measure of human character is the difference between how a person treats the powerless versus the powerful”… </li></ul><ul><li> ~ Robert I. Sutton, PHD </li></ul><ul><li> THE NO ASSHOLE RULE, 2007 </li></ul><ul><li>* When an organization appreciates </li></ul><ul><li>that EACH and EVERY “spoke” is anchored to the “hub” with an equal responsibility in supporting the “rim”, an organization will effectively move forward . </li></ul>
    12. 12. What is your impact on morale???
    13. 13. External Marketing … “Where the rubber meets the road” <ul><li>Rim : the outer part of a wheel joined to the hub usually by spokes </li></ul>
    14. 14. Psssst! Somebody’s Watching You…
    15. 15. Dissatisfied Customers… “The Aftermath” <ul><li>“ Strong client relationships impact an organization's productivity more than any ad campaign or public relations effort. Most organizations know that a satisfied client translates directly to increased opportunity. Dissatisfied clients produce devastating ripple effects. </li></ul><ul><li>Client loyalty is the key to building a thriving organization. Companies create loyalty by building long-term relationships based on trust. These relationships lead to new opportunities and satisfied clients.” </li></ul><ul><li> ~Building Better Customer Relationships </li></ul><ul><li> IFI Training, 1999 </li></ul><ul><li>A dissatisfied customer will tell 9-10 people about a negative experience. That number increases if the problem is not serious. </li></ul><ul><li> ~Six Sigma </li></ul>
    16. 16. Hearing vs. Listening Repetition, Repetition, Repetition… <ul><li>“ Teaching something repetitively strengthens horizontal connections in the brain's cortex, where the circuitry of long-term memory operates.” </li></ul><ul><li>Nature Neuroscience, July 1998 </li></ul>
    17. 17. HIGH FIVE!!! <ul><li>“ Multiple studies reveal that an advocate will repeat a key message a minimum of five times before a client will begin to retain it.” </li></ul><ul><li>~Amedisys Sales Training & Leadership Development Conference, 2005 </li></ul><ul><li>Orlando, FL </li></ul>
    18. 18. FIVE RULES FOR GREAT REFERALS… <ul><li>Earn trust </li></ul><ul><li>Be specific about what you want </li></ul><ul><li>Ask for action </li></ul><ul><li>Find creative ways to repeat the message </li></ul><ul><li>Follow-up three times </li></ul><ul><li>*Express gratitude for the referral within 24 hours. This is not only polite, but gracefully reminds the potential referrer of the commitment & helps establish client relations . </li></ul><ul><li>* Send a thank-you e-mail / thank-you note to the referral source, give a brief status report, and reinforce appreciation . </li></ul><ul><li>* If a referral converts to a donor, follow-up with a donor letter/thank you. </li></ul><ul><li> Geoffrey James </li></ul><ul><li>~ Sales Machine , September 2007 </li></ul>
    19. 19. Avoid Repetitis!!! (Becoming sick of repeating your message)
    20. 20. What Do We Want to Accomplish? <ul><li>Increase Organ and Tissue Donation </li></ul><ul><ul><li>Assess to determine barriers to and opportunities for, increasing donation </li></ul></ul><ul><ul><li>Determine information needs of target populations and programs to increase donation awareness </li></ul></ul><ul><ul><li>Conducts and evaluates specific activities to develop and improve donation rates </li></ul></ul><ul><li>Achieve 75% Conversion Rate </li></ul><ul><li>Achieve 100% Timely Referral Rate </li></ul><ul><li>Spread HRSA “First Things First” Best Practices (as defined by ODBC) </li></ul><ul><li>Maintain Increases </li></ul>
    21. 21. Public Education Activities <ul><li>Increase the publics awareness of organ, eye, and tissue donation. </li></ul><ul><ul><li>Provide information about donation to </li></ul></ul><ul><ul><li> community and corporate groups </li></ul></ul><ul><ul><li>Encourage a pro-donation culture </li></ul></ul>
    22. 22. Public Education Activities <ul><li>Evaluate donor awareness activities by reviewing trends in consent rate. </li></ul><ul><ul><li>Review internal sources of data - specific hospital or DSA data </li></ul></ul><ul><ul><li>Review external sources of data – HRSA </li></ul></ul>
    23. 23. Hospital Services
    24. 24. Determine the Hospital’s Donor Potential <ul><li>Conduct Medical Record Reviews (MRR) </li></ul><ul><ul><li>Death Record Reviews (DDR) </li></ul></ul><ul><ul><li>Identify critical elements to assess in the MR including: hospital unit, date and time of referral, patient demographics, cause of death, and outcome </li></ul></ul><ul><ul><li>Document critical data on an evaluation tool </li></ul></ul><ul><ul><li>Generate and provide a report that reflects the data outcome to share with each hospital and OPTN. </li></ul></ul><ul><ul><li>Use the data to develop your strategic HD plan for the hospital </li></ul></ul>
    25. 25. Determine the Hospital’s Donor Potential <ul><li>Review referral activity at each hospital </li></ul><ul><li>Determine whether all: </li></ul><ul><ul><ul><li>deaths were reported </li></ul></ul></ul><ul><ul><ul><li>cardiac deaths were reported in a timely </li></ul></ul></ul><ul><ul><ul><li>manner </li></ul></ul></ul><ul><ul><ul><li>imminent deaths were reported when </li></ul></ul></ul><ul><ul><ul><li>established clinical triggers were met </li></ul></ul></ul><ul><ul><ul><li>withdrawal-of-ventilatory-support cases were </li></ul></ul></ul><ul><ul><ul><li> reported prior to the withdrawal process </li></ul></ul></ul>
    26. 26. Establish and Analyze Hospital Performance Goals <ul><li>Identify hospital performance goals established by HRSA, JC, and OPO. </li></ul><ul><li>Compare the hospital’s data to established goals </li></ul><ul><li>Utilize your DDR data to evaluate reporting compliance </li></ul>
    27. 27. Clinical Triggers <ul><li>Identify common clinical triggers for timely referral associated with: </li></ul><ul><ul><li>Severe neurologic injury </li></ul></ul><ul><ul><ul><li>loss of 3 or more cranial nerve reflexes </li></ul></ul></ul><ul><ul><ul><li>physician determination of grave prognosis </li></ul></ul></ul><ul><ul><ul><li>on ventilatory support </li></ul></ul></ul><ul><ul><li>Donation after Cardiac Death </li></ul></ul><ul><ul><ul><li>withdrawal of dependent ventilatory support </li></ul></ul></ul><ul><ul><ul><li>neurological injury </li></ul></ul></ul>
    28. 28. The HD Learning Curve <ul><li>Where are you now? </li></ul>Hospital Education and Rounds OPO Education, Hospital Education and Rounds Partnership for Organ Donation National Associations on Board Collaboration and Relationships Waiting for Donors <ul><li>Where would you like to be? </li></ul>
    29. 29. Survey Key Hospital Staff <ul><li>What is the donation climate of the hospital? </li></ul><ul><li>Who are “Key Hospital Staff”? </li></ul><ul><li>Determine attitudes and knowledge regarding donation </li></ul><ul><li>Collect qualitative and quantitative information from the key staff: </li></ul><ul><ul><li>face to face individual interview </li></ul></ul><ul><ul><li>after action reviews </li></ul></ul><ul><ul><li>post donation staff surveys </li></ul></ul>
    30. 30. Hospital Action Plans <ul><li>Create, implement, and modify the hospital's action plan based on data collection </li></ul><ul><li>Determine what level of authority is necessary to implement the plan </li></ul><ul><li>Utilize performance goals to establish or modify an action plan </li></ul><ul><li>Document the strategic plan for endorsement by upper level management </li></ul><ul><li>Periodically reevaluate implementation of the strategic plan and modify if necessary </li></ul>
    31. 31. Hospital Profiles <ul><li>Compile and update specific information for each hospital to develop or review at least annually </li></ul><ul><li>May include : </li></ul><ul><li> CMC Provider number address </li></ul><ul><li>Trauma Center Level Services </li></ul><ul><li> # in-pt beds # CC beds </li></ul><ul><li> Helipad access Transplant Hospital </li></ul><ul><li>Med/Surg Residency Program </li></ul>
    32. 32. Donation Champions <ul><li>Conduct effective rounding to establish relationships with potential champions </li></ul><ul><li>Identify champions based on their behavior during a donation case, or their consistent, frequent and timely referrals </li></ul><ul><li>Integrate champions into the OPO culture that serve as a resource in real time. </li></ul><ul><li>Provide information to champions regarding the hospital’s donation data and the comparison to national benchmarks </li></ul>
    33. 33. Donation Champions <ul><li>Identify and support organ donation champions at various levels including leaders who are willing to be called on to overcome identified barriers to organ donation in real time. </li></ul>
    34. 34. Hospital Performance <ul><li>Compare the hospitals performance to other hospitals in the region and national benchmarks… </li></ul><ul><li>How? </li></ul><ul><li>Utilize dashboards to compare hospital performance to national benchmarks </li></ul>
    35. 35. Dashboards <ul><li>Evaluate process measures: </li></ul><ul><ul><li>Referral Rate </li></ul></ul><ul><ul><li>Timely Referral Rate </li></ul></ul><ul><ul><li>Effective Request </li></ul></ul><ul><li>Evaluate outcome measures: </li></ul><ul><ul><li>Conversion Rate </li></ul></ul><ul><ul><li>Organs Transplanted per Donor (OTD) </li></ul></ul>
    36. 36. Collaborative Relationships <ul><li>Build and maintain the necessary collaborative relationships with key hospital staff/physicians at all levels that impact the donation process </li></ul>
    37. 37. Hospital Presence <ul><li>Create and maintain a consistent visual hospital presence </li></ul><ul><li>Visual presence: </li></ul><ul><ul><li>Develop promotional materials </li></ul></ul><ul><ul><li>Distribute donation reminders </li></ul></ul><ul><ul><li>Distribute professional education materials </li></ul></ul><ul><li>Physical Presence: </li></ul><ul><ul><li>establish and conduct routine effective rounds </li></ul></ul><ul><ul><li>conduct routine meetings as indicated </li></ul></ul>
    38. 38. Improvement Activities <ul><li>Conduct a needs assessment and establish targeted venues for improvement activities </li></ul><ul><li>Examples: </li></ul><ul><ul><li>Grand Rounds </li></ul></ul><ul><ul><li>In-services </li></ul></ul><ul><ul><li>Hospital orientations </li></ul></ul><ul><ul><li>Medical staff meeting </li></ul></ul><ul><ul><li>Donation councils </li></ul></ul>
    39. 39. Hospital Education <ul><li>Remember: </li></ul><ul><li>Tailor education to the needs of the identified staff </li></ul><ul><li>Deliver education at a time and place as indicated by the hospital staff </li></ul><ul><li>We are a service organization </li></ul>
    40. 40. Impact of Other Recovery Agencies? <ul><li>Determine the impact of other recovery agencies on the donation process </li></ul><ul><li>Ask the hospital staff for feedback regarding their experiences </li></ul><ul><li>Assess donation trends: organ, eye, and tissue </li></ul>
    41. 41. Communication <ul><li>Maintain a formal process for comprehensive immediate follow-up communication between the hospital and activity </li></ul><ul><li>Determine information necessary to detail events and outcomes of each donation referral or case </li></ul><ul><li>Determine communication medium for distribution of follow-up information </li></ul><ul><li>Establish routine standards for dialogue relative to all follow-up communication </li></ul>
    42. 42. Hospital Reports <ul><li>Provide regular reports of hospital donation outcomes to all key hospital staff </li></ul><ul><li>Determine appropriate reporting frequency </li></ul><ul><li>Standardize outcome information based on hospital goals </li></ul><ul><li>Deliver, or distribute in an effective manner, report to appropriate hospital personnel </li></ul><ul><li>Respond to questions and feedback </li></ul>
    43. 43. Culture of Accountability <ul><li>Establish a strong culture of accountability for donor outcomes </li></ul><ul><li>Collaboratively establish expectations with staff authorized to make a difference </li></ul><ul><li>Identify opportunities for improvement </li></ul><ul><li>Reinforce behaviors that optimize outcomes </li></ul>
    44. 44. Review Question #1 <ul><li>A procurement coordinator should schedule hospital in-service education activities: </li></ul><ul><li>Quarterly with medical and nursing staffs </li></ul><ul><li>After every 20 referrals </li></ul><ul><li>Only when requested by the hospital </li></ul><ul><li>Based on individual hospital needs </li></ul>
    45. 45. #1 Answer <ul><li>4. Based on individual hospital needs </li></ul>
    46. 46. Review Question #2 <ul><li>A Regional Trauma Center appears to have a significant donor potential that has not been developed by any OPO. In seeking to develop an organ donor program, the procurement coordinator should first schedule an appointment with: </li></ul><ul><li>Neurospecialty staff </li></ul><ul><li>Critical Care Supervisor </li></ul><ul><li>Hospital Administrator </li></ul><ul><li>Director of Nursing </li></ul>
    47. 47. #2 Answer <ul><li>Hospital Administrator </li></ul><ul><li>“ Leadership drives values, </li></ul><ul><li>Values drive behavior, </li></ul><ul><li>Behavior drives performance.” </li></ul><ul><li>~Ann Rhodes </li></ul><ul><li>President and CEO of Jet Blue </li></ul>
    48. 48. Review Question #3 <ul><li>Public Education programs regarding organ donation should include all of the following issues EXCEPT: </li></ul><ul><li>Religious Beliefs </li></ul><ul><li>Brain Death Declaration </li></ul><ul><li>Organ allocation Methods </li></ul><ul><li>Medicare Cost reports formats </li></ul>
    49. 49. #3 Answer <ul><li>4. Medicare Cost Reports formats </li></ul>
    50. 50. Review Question #4 <ul><li>National Benchmarks include: </li></ul><ul><li>100% Consent Rate </li></ul><ul><li>100% Timely Referral Rate </li></ul><ul><li>75% Conversion Rate </li></ul><ul><li>5 Eligible Donors per hospital </li></ul>
    51. 51. #4 Answer <ul><li>75% Conversion Rate </li></ul><ul><li>100% Timely Referral Rate </li></ul>
    52. 52. Review Question #5 <ul><li>One Method to evaluate donor awareness in the public is to: </li></ul><ul><li>Evaluate hospital death records </li></ul><ul><li>Evaluate consent rates </li></ul><ul><li>Evaluate the size of your DSA considering urban versa rural population </li></ul><ul><li>Evaluate your DSA’s Faith Base </li></ul>
    53. 53. #5 Answer <ul><li>Evaluate consent rates </li></ul>
    54. 54. Review Question #6 <ul><li>Hospital Action Plans: </li></ul><ul><li>Are generalized to accommodate all hospitals in your DSA. </li></ul><ul><li>Are developed based on the direction of the hospital Administrative staff. </li></ul><ul><li>Are to be evaluated annually in your “A” hospitals. </li></ul><ul><li>Utilize Performance goals to establish or modify an action plan. </li></ul>
    55. 55. #6 Answer <ul><li>Utilize performance goals to establish </li></ul><ul><li>and or modify an action plan . </li></ul>
    56. 56. Review Question #7 <ul><li>Donation Champions: </li></ul><ul><li>Are identified during effective rounding. </li></ul><ul><li>Need to be upper level management. </li></ul><ul><li>Need to be staff members who work directly with patients and their families </li></ul><ul><li>Are available at any time 8-5 pm . </li></ul>
    57. 57. #7 Answer <ul><li>1. Are identified during effective rounding. </li></ul>
    58. 58. Questions?
    59. 59. On your mark… Get set… Get rolling!!!