The document discusses a digital signage project at DeKalb Medical hospital to improve nursing communications using ChannelCare. The goal was to enhance communication among nurses to improve patient safety and quality of care. ChannelCare displays were placed in nursing units to provide real-time messages on topics like hand hygiene, pain management, and new programs. The consistent messages helped nurses adhere to processes and meet expectations. Surveys showed ChannelCare improved patient satisfaction by keeping patients informed.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
Marsha L. Carpenter has over 25 years of experience in healthcare, with a focus on quality improvement, regulatory compliance, and Lean Six Sigma. She currently works as an account manager and adjunct faculty. Previously she held roles in data analysis, quality services, and surgical technology. She has a MBA in IT Management and is certified in Six Sigma Green Belt, surgical technology, and project management.
Rg0035 A Guideto Service Improvement Nhs Scotlandprimary
This document provides a guide to using various tools and techniques for improving health care services. It focuses on using process mapping to analyze patient journeys through the health care system. Process mapping involves capturing each step of a patient's experience in a visual map to identify issues like bottlenecks, unnecessary steps, or handoffs between staff. Preparing for process mapping by defining the scope and goals and involving relevant staff and patients is important. Once complete, process maps can reveal problems and opportunities for improving efficiency and patient experience.
Martin Bardsley: Quality In Austerity-Indicators of QualityNuffield Trust
1) There are concerns that financial pressure from austerity measures may negatively impact healthcare quality, though more data is needed to establish clear relationships.
2) Multiple organizations currently monitor various quality indicators, but coverage is uneven across different settings and dimensions of quality.
3) Developing a comprehensive and standardized set of quality indicators that can be tracked over time across different care settings is an important goal, but collecting useful data, especially from patients and independent sectors, remains challenging.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
The document is the first annual report from the Health Results Team, which was created by the Minister of Health and Long-Term Care to improve patient access to healthcare in Ontario. The report details progress made in the first year to transform the healthcare system through initiatives like establishing Local Health Integration Networks, reducing wait times, implementing Family Health Teams, and improving information management. The Health Results Team worked across the healthcare community and achieved many milestones to deliver on the vision of creating a more integrated, sustainable, and patient-centered healthcare system.
Increase Patient Satisfaction and Physician Productivityrweymier
The document discusses how increasing patient access and continuity can improve patient satisfaction and physician productivity. It emphasizes that practices should focus on improving access by having availability to meet patient demand and see the provider of choice. Providing access and continuity eliminates issues like cancellations and no-shows while making demand more predictable.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
Marsha L. Carpenter has over 25 years of experience in healthcare, with a focus on quality improvement, regulatory compliance, and Lean Six Sigma. She currently works as an account manager and adjunct faculty. Previously she held roles in data analysis, quality services, and surgical technology. She has a MBA in IT Management and is certified in Six Sigma Green Belt, surgical technology, and project management.
Rg0035 A Guideto Service Improvement Nhs Scotlandprimary
This document provides a guide to using various tools and techniques for improving health care services. It focuses on using process mapping to analyze patient journeys through the health care system. Process mapping involves capturing each step of a patient's experience in a visual map to identify issues like bottlenecks, unnecessary steps, or handoffs between staff. Preparing for process mapping by defining the scope and goals and involving relevant staff and patients is important. Once complete, process maps can reveal problems and opportunities for improving efficiency and patient experience.
Martin Bardsley: Quality In Austerity-Indicators of QualityNuffield Trust
1) There are concerns that financial pressure from austerity measures may negatively impact healthcare quality, though more data is needed to establish clear relationships.
2) Multiple organizations currently monitor various quality indicators, but coverage is uneven across different settings and dimensions of quality.
3) Developing a comprehensive and standardized set of quality indicators that can be tracked over time across different care settings is an important goal, but collecting useful data, especially from patients and independent sectors, remains challenging.
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
The document is the first annual report from the Health Results Team, which was created by the Minister of Health and Long-Term Care to improve patient access to healthcare in Ontario. The report details progress made in the first year to transform the healthcare system through initiatives like establishing Local Health Integration Networks, reducing wait times, implementing Family Health Teams, and improving information management. The Health Results Team worked across the healthcare community and achieved many milestones to deliver on the vision of creating a more integrated, sustainable, and patient-centered healthcare system.
Increase Patient Satisfaction and Physician Productivityrweymier
The document discusses how increasing patient access and continuity can improve patient satisfaction and physician productivity. It emphasizes that practices should focus on improving access by having availability to meet patient demand and see the provider of choice. Providing access and continuity eliminates issues like cancellations and no-shows while making demand more predictable.
This document outlines a webinar series from the Patient Experience Network (PEN) discussing initiatives that have improved patient experience. The webinars will feature presentations on a homeless hospital discharge program in the UK that improved outcomes for homeless patients, and a digital platform called Patient Connect and Staff Connect that provides personalized health information and engagement tools. The webinar series runs from September to November 2015 and invites attendees to learn about successful approaches to enhancing patient experience.
Taking Efficiency to Scale: Spread of a Delegate Model in an FQHCJSI
A large rural federally qualified health center (FQHC) in Maine seeks to increase access to and quality of care through decreasing variability in efficiency and panel sizes among its primary care teams across 5 of 17 sites through spread of a "delegate model." Secondary objectives are to enhance provider and team job satisfaction, increase team function, and decrease provider and staff burnout.
Baystate Health marketing at Harvard UniversityRenown Health
The document describes how Baystate Health redesigned its cancer care program through a partnership between marketing and physicians to improve the patient experience, which led to increased patient satisfaction, physician referrals, and program volumes. Key steps included engaging patients and staff in the design process, aligning marketing and operations around a brand focused on expertise and relationships, and transforming the culture to deliver on promises to patients.
Transforming care for cancer patients - spreading the winning principels and ...NHS Improvement
Transforming Care for Cancer Patients - Spreading the Winning Principles and Good Practice This publication, the third in a series*, supports the Cancer Reform Strategy’s (2007) Transforming Inpatient Care Programme. Its aim is to illustrate ‘how’ NHS Trusts are spreading tested improvements (Published July 2009).
The document discusses implementing a strategic plan and performance measurement framework for an oncology program. It outlines establishing goals across five key dimensions: patient experience, clinical outcomes, financials, workforce, and system integration. A strategy map and balanced scorecard will be used to link goals, monitor progress, and enhance accountability. Regular performance reporting is needed to effectively manage processes and clinical/operational outcomes toward achieving excellence in cancer care.
Real-time Clinical Communication and Care CoordinationiCareQuality.us
clinicalMessage is a communication platform that facilitates real-time collaboration across clinical teams through mobile devices. It transforms clinical communication compared to pagers by enabling streamlined processes using technology. Key capabilities include mobile communication, patient handoffs, closed-loop messaging, performance measurement, and supporting an expert learning community to continuously improve care.
Quality assurance aims to close the gap between actual health care performance and desirable outcomes through systematic activities like setting standards, monitoring compliance, and improving quality. It benefits clients through better health outcomes and satisfaction, providers through a more satisfying work environment, and institutions through higher patient satisfaction and reputation. Ensuring quality requires perspectives from communities, providers, and managers to meet stakeholder needs.
This document discusses a project to redesign a hospital's staffing model to improve patient and staff satisfaction. The goals were to enhance the patient experience, increase staff satisfaction scores, and increase the likelihood of patients recommending the hospital. Staff felt they lacked involvement in decisions and resources to provide the best care. The strategy involved implementing primary nursing and redefining the charge nurse role. Post-implementation survey results showed improvements in staff feeling involved in decisions, exceeding benchmarks for autonomy and decision making. Scores for likelihood of recommending the hospital also improved.
The document provides a checklist for assessing the quality of healthcare in Kenya based on the Kenya Quality Model for Health (KQMH). It outlines 12 dimensions of quality that are organized around structure, processes, and results. The dimensions cover areas like leadership, human resources, policies/guidelines, facilities/infrastructure, supplies management, equipment management, and financial management. It also provides standards and requirements for key clinical processes like outpatient services, patient-centered care, infection prevention, inpatient care, emergencies, safe delivery, and more. Documentation required for assessment is listed. The scoring system for each dimension is also defined.
This document discusses developing enterprise-wide electronic medical records (EMRs) and summarizes as follows:
1) Healthcare providers are under pressure to ensure critical patient information is available across their growing networks of facilities. Traditional stand-alone systems are evolving into enterprise solutions that can integrate multiple facilities.
2) Enterprise EMRs promise benefits like enhanced care, reduced costs, and improved performance by providing a holistic view of patient information. However, a one-size-fits-all approach does not work given facilities have different needs.
3) A tailored analysis of each facility's requirements is needed to identify the right EMR solution. Options range from basic to partial to full enterprise systems. This ensures the solution
Our mission is to reduce the cost and increase the value of pre-admission testing programs. We understand each client has unique needs and will develop a customized pre-admission testing program. This includes providing reliable staffing, standardized high-quality testing across specialties, and cost reduction through specialized coding training and advanced billing.
Directory of Diagnostic Services for Commissioning Organisations NHS Improvement
This document provides a directory of diagnostic services for commissioning organizations in the NHS. It includes descriptions and links to resources on several diagnostic modalities including endoscopy, pathology, genetics, and cross-diagnostics. The resources were developed by National Clinical Directors to inform decisions about commissioning diagnostic services and ensure patients have access to the best care.
Clinical Governance: As Drive for Patient Safety in Clinical Dentistry Ruby Med Plus
The focus on patient safety is an international phenomenon. Patient safety is an integral component of the quality of care. The governance of patient safety ‘encompasses panoply of regulatory processes that directly or indirectly intend to manage, prevent or limit iatrogenic events in oral health care services’.
This document discusses quality assurance in nursing. It defines key terms like quality, quality care, assurance, standards of care, and quality improvement. It describes the historical development of quality assurance in nursing since Florence Nightingale. It outlines approaches to quality assurance like credentialing, accreditation, certification, peer review, nursing audits, and utilization review. It discusses the goals, purposes, and need for quality control in nursing. Finally, it identifies factors that can affect quality assurance in nursing care delivery.
Nurs 465 wiki powerpoint (discharge) v.final (1)ehollywo
This document discusses effective communication strategies for interdisciplinary discharge planning. It emphasizes the importance of communication between nurses, patients, and other healthcare professionals during the discharge planning process. It recommends forming discharge planning teams with members from different disciplines to improve coordination and ensure accurate, timely communication. The SBAR technique is presented as a standardized method to facilitate effective communication during patient handoffs and transfers. Overall the document provides guidance on optimizing communication to achieve smooth care transitions and reduce risks associated with poor coordination during discharge.
Fox Chase Cancer Center implemented Vericom's ChannelCare digital signage and SoundCare on-hold messaging solutions to better communicate with patients, employees, and physicians. The solutions provide relevant information to audiences to promote patient safety, increase satisfaction, and reinforce Fox Chase's culture of excellence in care. ChannelCare displays messages and videos across 24 monitors, while SoundCare engages callers with important information. Both solutions have become integral to Fox Chase's internal and external communications strategies.
Vericom\’s ChannelCare digital signage and SoundCare on-hold messaging communicates with Fox Chase audiences to communicate patient safety, increase employee and patient satisfaction, and bond with physicians and researchers.
Vinod Reddy is a highly accomplished physician executive and Cerner-certified physician with over 5 years of experience implementing and supporting EMR technologies. He has expertise in Cerner solutions like Powerchart, Firstnet, Dragon Medical, and Dynamic Documentation. Reddy has led numerous EMR implementations and provided training to physicians on optimizing their clinical workflows through these systems. He currently serves as the Clinical Informatics Leader, CMIO, and Cerner Physician Champion at Gerald Champion Regional Medical Center, where he is working to improve adoption, optimization, and best practices.
The McKesson Pharmacy Systems and Automation division wanted to improve customer service levels across multiple legacy systems supported by teams in their Atlanta center. The center lacked consistency in training, processes, and service culture. Under the new Customer Support Manager Janina Arritola, the teams implemented standardized workflows, knowledge bases, and training. They selected Impact Learning Systems' Getting to the Heart of Technical Support and Making It Happen programs to teach reps to focus on customer needs and set expectations. After 16 hours of classroom training over 4 weeks, measurements after a year showed improved first contact resolution, decreased escalations, and higher customer satisfaction scores.
This document outlines a webinar series from the Patient Experience Network (PEN) discussing initiatives that have improved patient experience. The webinars will feature presentations on a homeless hospital discharge program in the UK that improved outcomes for homeless patients, and a digital platform called Patient Connect and Staff Connect that provides personalized health information and engagement tools. The webinar series runs from September to November 2015 and invites attendees to learn about successful approaches to enhancing patient experience.
Taking Efficiency to Scale: Spread of a Delegate Model in an FQHCJSI
A large rural federally qualified health center (FQHC) in Maine seeks to increase access to and quality of care through decreasing variability in efficiency and panel sizes among its primary care teams across 5 of 17 sites through spread of a "delegate model." Secondary objectives are to enhance provider and team job satisfaction, increase team function, and decrease provider and staff burnout.
Baystate Health marketing at Harvard UniversityRenown Health
The document describes how Baystate Health redesigned its cancer care program through a partnership between marketing and physicians to improve the patient experience, which led to increased patient satisfaction, physician referrals, and program volumes. Key steps included engaging patients and staff in the design process, aligning marketing and operations around a brand focused on expertise and relationships, and transforming the culture to deliver on promises to patients.
Transforming care for cancer patients - spreading the winning principels and ...NHS Improvement
Transforming Care for Cancer Patients - Spreading the Winning Principles and Good Practice This publication, the third in a series*, supports the Cancer Reform Strategy’s (2007) Transforming Inpatient Care Programme. Its aim is to illustrate ‘how’ NHS Trusts are spreading tested improvements (Published July 2009).
The document discusses implementing a strategic plan and performance measurement framework for an oncology program. It outlines establishing goals across five key dimensions: patient experience, clinical outcomes, financials, workforce, and system integration. A strategy map and balanced scorecard will be used to link goals, monitor progress, and enhance accountability. Regular performance reporting is needed to effectively manage processes and clinical/operational outcomes toward achieving excellence in cancer care.
Real-time Clinical Communication and Care CoordinationiCareQuality.us
clinicalMessage is a communication platform that facilitates real-time collaboration across clinical teams through mobile devices. It transforms clinical communication compared to pagers by enabling streamlined processes using technology. Key capabilities include mobile communication, patient handoffs, closed-loop messaging, performance measurement, and supporting an expert learning community to continuously improve care.
Quality assurance aims to close the gap between actual health care performance and desirable outcomes through systematic activities like setting standards, monitoring compliance, and improving quality. It benefits clients through better health outcomes and satisfaction, providers through a more satisfying work environment, and institutions through higher patient satisfaction and reputation. Ensuring quality requires perspectives from communities, providers, and managers to meet stakeholder needs.
This document discusses a project to redesign a hospital's staffing model to improve patient and staff satisfaction. The goals were to enhance the patient experience, increase staff satisfaction scores, and increase the likelihood of patients recommending the hospital. Staff felt they lacked involvement in decisions and resources to provide the best care. The strategy involved implementing primary nursing and redefining the charge nurse role. Post-implementation survey results showed improvements in staff feeling involved in decisions, exceeding benchmarks for autonomy and decision making. Scores for likelihood of recommending the hospital also improved.
The document provides a checklist for assessing the quality of healthcare in Kenya based on the Kenya Quality Model for Health (KQMH). It outlines 12 dimensions of quality that are organized around structure, processes, and results. The dimensions cover areas like leadership, human resources, policies/guidelines, facilities/infrastructure, supplies management, equipment management, and financial management. It also provides standards and requirements for key clinical processes like outpatient services, patient-centered care, infection prevention, inpatient care, emergencies, safe delivery, and more. Documentation required for assessment is listed. The scoring system for each dimension is also defined.
This document discusses developing enterprise-wide electronic medical records (EMRs) and summarizes as follows:
1) Healthcare providers are under pressure to ensure critical patient information is available across their growing networks of facilities. Traditional stand-alone systems are evolving into enterprise solutions that can integrate multiple facilities.
2) Enterprise EMRs promise benefits like enhanced care, reduced costs, and improved performance by providing a holistic view of patient information. However, a one-size-fits-all approach does not work given facilities have different needs.
3) A tailored analysis of each facility's requirements is needed to identify the right EMR solution. Options range from basic to partial to full enterprise systems. This ensures the solution
Our mission is to reduce the cost and increase the value of pre-admission testing programs. We understand each client has unique needs and will develop a customized pre-admission testing program. This includes providing reliable staffing, standardized high-quality testing across specialties, and cost reduction through specialized coding training and advanced billing.
Directory of Diagnostic Services for Commissioning Organisations NHS Improvement
This document provides a directory of diagnostic services for commissioning organizations in the NHS. It includes descriptions and links to resources on several diagnostic modalities including endoscopy, pathology, genetics, and cross-diagnostics. The resources were developed by National Clinical Directors to inform decisions about commissioning diagnostic services and ensure patients have access to the best care.
Clinical Governance: As Drive for Patient Safety in Clinical Dentistry Ruby Med Plus
The focus on patient safety is an international phenomenon. Patient safety is an integral component of the quality of care. The governance of patient safety ‘encompasses panoply of regulatory processes that directly or indirectly intend to manage, prevent or limit iatrogenic events in oral health care services’.
This document discusses quality assurance in nursing. It defines key terms like quality, quality care, assurance, standards of care, and quality improvement. It describes the historical development of quality assurance in nursing since Florence Nightingale. It outlines approaches to quality assurance like credentialing, accreditation, certification, peer review, nursing audits, and utilization review. It discusses the goals, purposes, and need for quality control in nursing. Finally, it identifies factors that can affect quality assurance in nursing care delivery.
Nurs 465 wiki powerpoint (discharge) v.final (1)ehollywo
This document discusses effective communication strategies for interdisciplinary discharge planning. It emphasizes the importance of communication between nurses, patients, and other healthcare professionals during the discharge planning process. It recommends forming discharge planning teams with members from different disciplines to improve coordination and ensure accurate, timely communication. The SBAR technique is presented as a standardized method to facilitate effective communication during patient handoffs and transfers. Overall the document provides guidance on optimizing communication to achieve smooth care transitions and reduce risks associated with poor coordination during discharge.
Fox Chase Cancer Center implemented Vericom's ChannelCare digital signage and SoundCare on-hold messaging solutions to better communicate with patients, employees, and physicians. The solutions provide relevant information to audiences to promote patient safety, increase satisfaction, and reinforce Fox Chase's culture of excellence in care. ChannelCare displays messages and videos across 24 monitors, while SoundCare engages callers with important information. Both solutions have become integral to Fox Chase's internal and external communications strategies.
Vericom\’s ChannelCare digital signage and SoundCare on-hold messaging communicates with Fox Chase audiences to communicate patient safety, increase employee and patient satisfaction, and bond with physicians and researchers.
Vinod Reddy is a highly accomplished physician executive and Cerner-certified physician with over 5 years of experience implementing and supporting EMR technologies. He has expertise in Cerner solutions like Powerchart, Firstnet, Dragon Medical, and Dynamic Documentation. Reddy has led numerous EMR implementations and provided training to physicians on optimizing their clinical workflows through these systems. He currently serves as the Clinical Informatics Leader, CMIO, and Cerner Physician Champion at Gerald Champion Regional Medical Center, where he is working to improve adoption, optimization, and best practices.
The McKesson Pharmacy Systems and Automation division wanted to improve customer service levels across multiple legacy systems supported by teams in their Atlanta center. The center lacked consistency in training, processes, and service culture. Under the new Customer Support Manager Janina Arritola, the teams implemented standardized workflows, knowledge bases, and training. They selected Impact Learning Systems' Getting to the Heart of Technical Support and Making It Happen programs to teach reps to focus on customer needs and set expectations. After 16 hours of classroom training over 4 weeks, measurements after a year showed improved first contact resolution, decreased escalations, and higher customer satisfaction scores.
Custom Messaging Fills Communications Gaps with SoundCare & ChannelCareMarya Calhoun
Connecting employees, physicians, patients and their families,
SMH uses both Vericom’s SoundCare on-hold messaging and
ChannelCare™ digital signage to communicate effectively with
diverse audiences both
on- and off-campus.
Southeast Missouri Hospital, a magnet-designated hospital connects employees, physicians, patients and their families with Vericom\'s SoundCare on-hold messaging and ChannelCare digital signage to communicate effectively with diverse audiences.
Virtual Nurse_Adding Value to the Perioperative ExperienceKristy Bishop
A team developed a program to have registered nurses (RNs) conduct preoperative calls for low-risk patients to test feasibility. A nurse practitioner pilot was successful. Additional RN positions were hired to expand the program and prepare more patients before surgery. A clinical lead nurse practitioner role was created to oversee the RN callers. Technologies were implemented to provide real-time patient information for decision making. The virtual RN calls aimed to optimize the patient experience and add value to the perioperative process through medication and record reconciliation without in-person visits. This improved efficiency and allowed for engaging more surgical patients.
Quality management in nursing professionSANJAY SIR
Quality improvement requires in any field to provide best services to the community in the health care system. it is uploaded to aware the the paramedics & nursing personnel to improve the quality care & helps educators to teach their students.
Quality management in nursing professionSANJAY SIR
This document discusses quality management and continuous quality improvement in healthcare. It emphasizes that quality management aims to exceed patient expectations by managing processes and outcomes through data-driven strategies. Continuous quality improvement involves ongoing assessments to ensure service delivery meets best practices. Total quality management and Six Sigma methods are highlighted as approaches to systematically improve processes and reduce defects through employee involvement. Quality tools can help analyze causes of problems, processes, and outcomes to make informed decisions for improvement.
The document is the 2014 annual report for the nursing department at Reading Hospital and Health System. It discusses the nursing department's commitment to elevating nursing and transforming patient care through their nursing professional practice model. Key achievements in 2014 include beginning the journey to Magnet designation, expanding shared governance, increasing BSN-prepared nurses, and making improvements to reduce infections and falls. The report outlines priorities and initiatives for 2014-2015 such as relationship-based care delivery redesign, the GetWellNetwork patient engagement program, and research/evidence-based practice development.
Janina Arritola was hired as the Customer Support Manager for McKesson's Pharmacy Systems division to improve inconsistent service levels across different legacy systems. She implemented standardized processes, a centralized knowledge base, and training from Impact Learning Systems. Representatives received 16 hours of classroom training over 4 weeks on technical support excellence and reinforcement from supervisors. This initiative improved first contact resolution rates, decreased escalations, and increased customer satisfaction scores based on measurements taken one year later.
ParaMed implemented a mobile technology platform created in collaboration with CellTrak to improve home healthcare delivery. The platform includes a clinical documentation app and healthcare team portal that allow nurses to access patient records and receive supervisory feedback in real-time. Nurses report that the platform improves care by facilitating access to patient histories, enhancing communication, and supporting evidence-based practice. The data collected also helps ParaMed identify trends to shape policies and practices.
This document summarizes a quality improvement project aimed at enhancing and sustaining authentic hourly visitation (AHV) to improve patient outcomes and experience. Methodologies used included a SWOT analysis, interviews, questionnaires, literature review, PDSA cycles, and chart reviews. Barriers to consistent AHV identified through staff questionnaires included time constraints, inadequate staffing, patient conditions, and interruptions. The project recommendations are to maintain collaboration between leadership and staff, ongoing data collection and review, and for leadership to address staff needs and challenges.
The document discusses how The White Stone Group (TWSG) partners with healthcare organizations to help them achieve performance excellence through proven best practice guidance and solutions. TWSG has over 15 years of experience in the healthcare industry and currently partners with nearly 400 hospitals nationwide. Their approach involves strategic assessments to identify gaps and design improvements, implementation of enterprise content management solutions to empower better workflows and performance, and ongoing support to help partners achieve and maintain desired outcomes such as improved patient experience, physician and staff alignment, financial performance, and patient safety/quality. Customer surveys consistently rank TWSG as one of the highest rated companies.
How one Hospital Shaved Off 88 Minutes from their ALOSEmCare
With goals of getting the right processes and staffing in place, the administration and staff at LewisGale Medical Center in Salem, Virginia put a priority on patient-centered process improvements that would shorten wait times and length of stay in the emergency department (E.D.). Here’s how they improved metrics including decreasing the ED ALOS by 45 percent.
Diane Newman is a registered nurse with over 15 years of experience in pediatric clinics, critical care, and general nursing. She has a background in management and leadership of clinical sites and practices. Her skills include communication, quality improvement, developing new programs, and staff education. Most recently, she was a manager of pediatric clinics at Gillette Children's Specialty Healthcare where she helped start new clinics, implemented various clinical programs, and oversaw staffing.
Unleashing effectiveness and Quality Care with CnaPointClickCare.pdfArticles Reader
CNAPointClickCare offers a great numerous functionalities, difficulties might crop during prosecution. Reconciliation with being fabrics and guaranteeing harmonious information relocation can be intricate errands. In any case, patient marches and updates to the stage mean to address these difficulties, making the change smoother for medical services associations.
Similar to De Kalb Telemetry Case Study Final (20)
Unleashing effectiveness and Quality Care with CnaPointClickCare.pdf
De Kalb Telemetry Case Study Final
1. ChannelCare™ digital signage nursing
communications provide structure and
discipline to meet hospital’s strategic goals
Telemetry Nursing Case Study - DeKalb Medical
vericom.net 800.800.1090
2. nursing nursing nursing
Telemetry Nursing Case Study
DeKalb Medical
ChannelCare™ digital signage nursing communications
provide structure and discipline to meet hospital’s strategic goals
Vericom embarked on a digital signage communications project in
July 2009 with the telemetry nursing unit at DeKalb Medical, a not-for-
profit health system in the metropolitan Atlanta area. The goal was to
improve quality and patient safety by delivering consistent and visually
engaging communications through Vericom’s ChannelCare digital
signage to enhance the effectiveness of communication among nurses
and other direct care providers.
A ChannelCare high-definition LCD monitor
“ChannelCare messages are a unique was strategically placed out of public view
in the nursing unit, where patient care staff,
format for improving the quality of
particularly nurses, could see the monitor.
patient care by continually engaging ChannelCare targeted nurses where they
nursing with the most up-to-date work to improve performance and help
clinical information.” motivate them to comply with key processes
that support patient safety and satisfaction.
Cathleen Wheatley, MS, RN
Senior Vice President, Chief Quality Officer
The DeKalb quality department also wanted
to employ ChannelCare to ensure an ever-
present, high-technology communications
platform that would enable nursing leadership
and hospital administration to speak directly to
nurses and other unit staff in real time. They
desired effective communication to support
training programs and foster participation
in continuing education, reinforce quality
measures, and enhance job performance,
with the ultimate goal of improving the quality
of care delivered at DeKalb.
vericom.net 2 800.800.1090
3. nursing nursing nursing
“Process compliance leads
to better outcomes,
and ChannelCare messages
help our nurses stay
on track and follow process.”
Ellen Hargett, RN
Lead Performance Improvement Coordinator
DeKalb Quality Institute
The ChannelCare program for
telemetry nursing
The Quality Institute, nursing leadership,
and unit-based teams decided to
focus the initial program on improving
performance for key publicly reported
measures, and organizational safety and Messages focused on the
quality priorities as established by the following topics, among others:
Board of Directors.
• Infection control via proper hand hygiene
• Effective pain management
• Ensuring proper discharge instructions,
“ChannelCare helps us communicate including medication reconciliation, for
better with our nurses, and lets them patients with congestive heart failure
know we are right there with them. We • Staff recognition for nurses, MTs, PCTs,
can provide recognition and results, and OSAs
• Telemetry nursing certification, including
and offer encouragement at any
practice test questions and answers for
time—for all shifts. ChannelCare is a PCCN exam
positive motivator for our nursing staff.” • New hourly rounding program (to help
Jan Gannon, RN, MSN
prevent falls, improve pain management,
Vice President Patient Care Services increase patient satisfaction, and more)
Chief Nursing Officer
• Messages from nursing leadership
including real time updates
vericom.net 3 800.800.1090
4. nursing nursing nursing
Adhering to process made the importance of compliance with
easy with message consistency documentation standards. To facilitate
compliance, screen shots of computerized
“Process compliance leads to better
medical record systems were broadcast via
outcomes, and ChannelCare messages
ChannelCare showing nurses the proper
help our nurses stay on track and follow
input areas on forms, and highlighting
process,“ says Ellen Hargett, RN, Lead
sections where mistakes tend to occur.
Performance Improvement Coordinator,
These messages gave nurses the
DeKalb Quality Institute.
information they needed to do their jobs
accurately, helping them not to forget
“ChannelCare messages help reinforce the details during busy shifts, and guiding them
crucial elements of pain management to provide nurses on the following shift
standards, and as a result, help improve with complete hand-off communication.
“ChannelCare messages help reinforce
performance on this most important
the crucial elements of pain management
element of patient care.” standards, and as a result, help improve
Ellen Hargett, RN performance on this most important element
Lead Performance Improvement Coordinator
DeKalb Quality Institute of patient care,” adds Hargett.
“Because messages are visible, ever
present, and consistent, ChannelCare
encourages discipline and imparts structure
for our staff and leadership.” In the absence
of structure, and without the right form of
communication, priorities become lost in
mixed messages as employees receive
and perceive information differently. Old
forms of communication such as post-it
notes, signs, or flyers posted throughout
the unit lead to miscommunication, and
verbal messages take on different meaning
the more they are passed around. Without
structure, a “firefighting” mentality ensues,
and communication breaks down.
ChannelCare communicated a series of
messages on pain management as part
of the initial program. The focus was not
only on assessment and reassessment
expectations, but also on emphasizing
vericom.net 4 800.800.1090
5. nursing nursing nursing
Communicating new programs trusting that staff will be routinely checking
and expectations in on them. By delivering messages that are
clear, consistent, succinct, and interesting,
At about the same time ChannelCare ChannelCare has provided a solid platform for
messages began playing in telemetry, communicating this new program along with
nursing leadership implemented a new expectations for patient care staff.
new hourly-rounding program. Using
ChannelCare, leadership has been able to
communicate the 4Ps of hourly rounding “When ChannelCare messages support
and reinforce the expectations of nurses. and remind nurses of the process, nurses
can meet the expectations of both
Messages emphasized the need for nurses
to: manage Pain, frequently change the patients and the hospital and can
Position of the person to minimize risk of significantly elevate the quality of
pressure ulcers, address Personal care care they provide.”
such as bathroom needs to prevent falls,
Kay Kennedy, RN
and ensure possessions are Proximal and Director of Nursing
within reach of patients.
Hourly rounding has been shown to
improve patient safety and satisfaction. Staying true to the hospital mission
When patients know someone will be by
to address their needs and concerns, ChannelCare offers an effective management
they are more confident, and as a result, tool to help the hospital stay true to its
make fewer calls to staff. Hourly rounding mission. For example, when the board of
also helps to prevent falls as people don’t directors establishes the strategic goal of
get up on their own or act independently, reducing hospital-acquired infections, the
leadership team then translates that mission
into quantifiable performance objectives
according to evidenced-based guidelines
(from the W.H.O. or C.D.C.) Leadership
focuses on improving performance and
sustaining that improvement by delivering
consistent messages, and obtaining valid
measurement and feedback. ChannelCare
is the vehicle that drives attention to the key
areas for improvement.
vericom.net 5 800.800.1090
6. nursing nursing nursing
“During training, patient care staff learn that
the hands of employees are responsible for
people’s lives, and that their hands have
the capacity to heal or cause harm,” says
Hargett. “ChannelCare keeps training fresh
for staff when the message is always in
sight.” Hand hygiene messages provide
consistency for staff and clarify expectations
regarding how and when hand hygiene must
be performed. Messages also communicate
unit performance data, and are always in
rotation, visible for every nurse in the unit
on every shift. As a result, a mandate that
comes from the board can be given a
voice with ChannelCare, which allows
even the CEO to speak directly to each
nurse in realtime about how her individual
efforts help reduce the spread hospital-
acquired infections.
Engaging leadership to stay
on task
ChannelCare holds managers to a standard
and communicates, “safety matters at every
level.” It is a message that does not go
away, but becomes even more powerful
the more it is communicated. Message Positively impacting
consistency busts myths, rumors, and patient satisfaction
inaccuracies. ChannelCare provides
leadership with a tool that engages and Press Ganey HCAPHS post-discharge
focuses attention on priorities while delivering surveys focus on patient satisfaction.
rapid, consistent messages to a large group Patients who indicate their nurses responded
of individuals. to their concerns and kept them informed
during their hospital stay are supplying the
highest measure of patient satisfaction.
vericom.net 6 800.800.1090
7. nursing nursing nursing
“When ChannelCare messages support names displayed and find it motivating to
and remind nurses of the process, nurses read about the accomplishments of their
can meet the expectations of both patients peers.
and the hospital and can significantly
elevate the quality of care they provide,” Approximately 100 staff members make
says Kay Kennedy, RN, Director of Nursing. up the telemetry nursing unit at DeKalb
As teams develop strategies to improve, Medical. Even working different shifts, they
ChannelCare can instantly communicate are now able to routinely connect with one
the right information at the right time. another via ChannelCare. Vericom designed
a unique monitor identity for this
nursing unit, and a great sense
of pride and ownership among
staff immediately ensued.
Vericom also developed custom
backgrounds with photos of
leadership, so DeKalb could
create their own messages on
these backgrounds and change
them as often as needed. The
CNO can deliver a personal
message next to her photo at
3 a.m. to nurses working the
night shift, knowing the same
message is being viewed by
Recognition is the ultimate motivator nurses during the day. When staff can put
a name with a face and a message, they
ChannelCare publicly recognizes nurses feel valued and connected. And, when
and other staff members, welcomes new the message is accurate and timely, the
employees and visitors by name, identifies communications gap is closed.
those who have received awards or passed
certification exams, and more. Nurses
have indicated they are proud to see their
Vericom thanks the DeKalb telemetry nurses, nursing leadership, and the DeKalb Quality Institute for their commitment to
this campaign and for demonstrating how more effective internal communications through ChannelCare digital signage
positively impacts performance improvement.
For more information about ChannelCare digital signage, please contact Vericom at 800-800-1090 or visit www.vericom.net.
vericom.net 800.800.1090