Wood County Hospital scored 72.3% on patient responsiveness according to HCAHPS surveys, below the 80% CMS requirement. A study was conducted to analyze call light response times, who answers call lights, and hourly rounding adherence. Recommendations include implementing individual nurse communication devices to improve response times and patient satisfaction scores, helping the hospital meet CMS standards and increase reimbursement. Changing to a new communication system requires using the Transtheoretical Model of behavior change to successfully adopt the new approach.
There are issues with clinical handovers in the ICU unit. A son of a patient was unaware of a CT scan done overnight and the doctor on duty did not know about the scan or why it was performed. Later, the doctor was also unaware of an issue with the patient's hand. Clinical handovers are important for transferring responsibility and accountability between care teams. Poor communication during handovers accounts for 80% of preventable medical errors. The unit should develop its own handover tool that is simple, applicable, brief, comprehensive, written, and possibly electronic to help standardize information transfer between shifts.
This document discusses various aspects of patient safety, including definitions, challenges, common errors, and strategies to improve safety. It defines patient safety as efforts to reduce unsafe acts in healthcare and describes how both active errors and latent system failures can lead to accidents. The document outlines factors that contribute to errors, such as complexity, limited knowledge, and human factors. It also discusses approaches to improving safety through a culture of safety, disclosure of errors, human factors engineering, and use of checklists and protocols.
effective risk management systems can best be achieved in an atmosphere of trust.
Successful risk management provides assurance that the organisation’s objectives will be
achieved within an acceptable degree of residual risk.13 It also creates an environment in which
quality improvement occurs as the natural consequence of the identification, assessment and
elimination or minimisation of risk. Risk management can therefore also be considered as an
aspect of the organisation’s ongoing continuous quality improvement program.
Patient safety is an important part of healthcare. It aims to prevent harm caused by accidents, errors, and complications during treatment. Some key aspects of ensuring patient safety include accurate patient identification, effective communication of medical information, safe medication practices, reducing risks of infections, conducting risk assessments, following safety protocols for radiation and surgery, and maintaining a safe clinic environment. Organizations are working to promote a culture of safety and establish systems to safeguard patients.
This document discusses a case involving a patient who received incompatible blood products during treatment for injuries from a car accident and later died. A root cause analysis found the nurse was pressured into administering the wrong blood by a surgeon during a busy period in the emergency department. The document then outlines considerations for addressing accountability and promoting a culture of safety, including defining disruptive behavior, just culture principles, and tools for evaluating safety culture such as leadership rounds. It provides example scripts and guidelines for conducting leadership rounds to openly discuss safety issues with frontline staff.
The document discusses patient safety culture and climate. It defines safety culture as the shared values and behaviors regarding safety in an organization. Safety climate refers to perceptions of safety at a point in time and is measurable. The document outlines tools for assessing safety culture, including the AHRQ Hospital Survey on Patient Safety Culture, which measures 12 dimensions of safety culture. It provides guidance on using the survey results to identify strengths and areas for improvement to enhance patient safety.
This document discusses patient satisfaction in healthcare. It defines patient satisfaction as an indicator of how well patients are treated. Surveys are commonly used to measure patient satisfaction and provide insights for healthcare providers. Factors that affect patient satisfaction include appropriate care, respect, safety, availability, efficacy, effectiveness, continuity of care, and timeliness. The document provides tips for improving patient satisfaction such as training employees, educating patients, differentiating staff roles, empowering nurses, being flexible, and following up with patients. It distinguishes between patient experience and satisfaction and discusses using question prompt lists to enhance communication and patient participation.
The document discusses patient safety in healthcare. It defines patient safety and identifies common medical errors. The goals are to establish a culture of safety, minimize errors, and implement standardized practices and reporting. A patient safety committee coordinates these efforts by managing risk, establishing reporting procedures, and collecting/analyzing safety data to identify root causes and implement corrective actions. The leadership role is to create an environment that recognizes safety importance and implements a patient safety program.
There are issues with clinical handovers in the ICU unit. A son of a patient was unaware of a CT scan done overnight and the doctor on duty did not know about the scan or why it was performed. Later, the doctor was also unaware of an issue with the patient's hand. Clinical handovers are important for transferring responsibility and accountability between care teams. Poor communication during handovers accounts for 80% of preventable medical errors. The unit should develop its own handover tool that is simple, applicable, brief, comprehensive, written, and possibly electronic to help standardize information transfer between shifts.
This document discusses various aspects of patient safety, including definitions, challenges, common errors, and strategies to improve safety. It defines patient safety as efforts to reduce unsafe acts in healthcare and describes how both active errors and latent system failures can lead to accidents. The document outlines factors that contribute to errors, such as complexity, limited knowledge, and human factors. It also discusses approaches to improving safety through a culture of safety, disclosure of errors, human factors engineering, and use of checklists and protocols.
effective risk management systems can best be achieved in an atmosphere of trust.
Successful risk management provides assurance that the organisation’s objectives will be
achieved within an acceptable degree of residual risk.13 It also creates an environment in which
quality improvement occurs as the natural consequence of the identification, assessment and
elimination or minimisation of risk. Risk management can therefore also be considered as an
aspect of the organisation’s ongoing continuous quality improvement program.
Patient safety is an important part of healthcare. It aims to prevent harm caused by accidents, errors, and complications during treatment. Some key aspects of ensuring patient safety include accurate patient identification, effective communication of medical information, safe medication practices, reducing risks of infections, conducting risk assessments, following safety protocols for radiation and surgery, and maintaining a safe clinic environment. Organizations are working to promote a culture of safety and establish systems to safeguard patients.
This document discusses a case involving a patient who received incompatible blood products during treatment for injuries from a car accident and later died. A root cause analysis found the nurse was pressured into administering the wrong blood by a surgeon during a busy period in the emergency department. The document then outlines considerations for addressing accountability and promoting a culture of safety, including defining disruptive behavior, just culture principles, and tools for evaluating safety culture such as leadership rounds. It provides example scripts and guidelines for conducting leadership rounds to openly discuss safety issues with frontline staff.
The document discusses patient safety culture and climate. It defines safety culture as the shared values and behaviors regarding safety in an organization. Safety climate refers to perceptions of safety at a point in time and is measurable. The document outlines tools for assessing safety culture, including the AHRQ Hospital Survey on Patient Safety Culture, which measures 12 dimensions of safety culture. It provides guidance on using the survey results to identify strengths and areas for improvement to enhance patient safety.
This document discusses patient satisfaction in healthcare. It defines patient satisfaction as an indicator of how well patients are treated. Surveys are commonly used to measure patient satisfaction and provide insights for healthcare providers. Factors that affect patient satisfaction include appropriate care, respect, safety, availability, efficacy, effectiveness, continuity of care, and timeliness. The document provides tips for improving patient satisfaction such as training employees, educating patients, differentiating staff roles, empowering nurses, being flexible, and following up with patients. It distinguishes between patient experience and satisfaction and discusses using question prompt lists to enhance communication and patient participation.
The document discusses patient safety in healthcare. It defines patient safety and identifies common medical errors. The goals are to establish a culture of safety, minimize errors, and implement standardized practices and reporting. A patient safety committee coordinates these efforts by managing risk, establishing reporting procedures, and collecting/analyzing safety data to identify root causes and implement corrective actions. The leadership role is to create an environment that recognizes safety importance and implements a patient safety program.
Patient safety and Risk Management in hospitalsAvanti Kulkarni
The presentation is about ensuring the safety of patients by installing controls, preventive techniques and assuring optimal quality of care in the hospital setting.
Effective communication in patient safety and healthcareTaher Kagalwala
This document discusses strategies for effective communication in healthcare settings. It identifies challenges to communication such as cognitive load, competence, conflict between parties, and organizational pressures. It promotes assertive communication and provides tools for structured communication. The SBARQ technique outlines communicating situation, background, assessment, recommendation and asking questions. The CUS method serves as a signal phrase when a provider is concerned, uncomfortable or feels a situation is unsafe. The two-challenge rule advises communicating up the chain of command if concerns are not addressed after two assertive attempts. Effective communication is key to preventing medical errors and improving patient safety and outcomes.
The document outlines Saudi Aramco's loss prevention policy which aims to prevent incidents, accidents, injuries, illnesses, and property damage. It details Saudi Aramco's commitment to maintaining the highest safety standards and continuously improving its loss prevention program. The policy assigns responsibilities to managers, employees, and contractors to identify and manage risks, comply with regulations, communicate safety procedures, train staff, safely operate and maintain facilities, and report and investigate all incidents.
This document discusses 10 key facts about patient safety:
1) Patient safety is a global public health issue recognized by WHO.
2) As many as 1 in 10 patients are harmed while receiving hospital care in developed countries.
3) Developing countries have an even higher risk of patient harm from issues like healthcare-associated infections which are 20 times more common than in developed nations.
4) WHO and its World Alliance for Patient Safety are working with countries to improve safety practices and reduce risks to patients worldwide.
The document discusses emergency department handoffs and describes several studies on the topic. It finds that up to 80% of serious medical errors involve miscommunication during handoffs. A 1998 study of 54 malpractice incidents found an average of 8.8 teamwork failures per case, and that better teamwork could reduce errors, improve care quality, and lower litigation risks. A 2007 study of ED malpractice claims found that missed diagnoses, which often involved multiple breakdowns and factors, accounted for 65% of claims and harm including death in some cases. The document advocates for improving ED teamwork and communication to enhance safety.
Patient safety is a global public health issue, as medical errors and unsafe care can harm patients. It is estimated that 1 in 10 patients experience harm while receiving hospital care in developed countries. Common issues include hospital-acquired infections, which affect 14 out of every 100 patients admitted, and lack of access to safe medical devices for many. While progress has been made in some areas like reducing unsafe injections, continued efforts are needed to improve safety, such as through hand hygiene, infection control measures, and engaging patients.
The document discusses various aspects of quality in healthcare including definitions, common medical errors, factors that contribute to errors, and frameworks for ensuring and improving quality such as ISO standards, accreditation, and the Joint Commission International's patient-centered standards. Key areas addressed in the Joint Commission standards are access to care, patient rights, patient assessment, care delivery, education, and organizational management factors that support quality healthcare.
This document introduces the concept of patient safety and discusses occurrence variance reporting (OVR) and international patient safety goals. It notes that medical errors injure 1 in 25 hospital patients and kill 44,000-98,000 people per year in the US. The goals of patient safety are to detect safety issues, implement preventive actions, and reduce risks. OVR involves voluntary reporting of process variations to improve quality and prevent recurrences. It identifies adverse events, near misses, and sentinel events. The six international patient safety goals focus on correctly identifying patients, improving communication, increasing medication safety, ensuring correct surgical procedures, reducing healthcare-associated infections, and decreasing falls.
The document discusses best practices for staffing adult inpatient units based on patient census and acuity. It provides background on the history of patient classification systems and acuity tools. Several studies concluded that there is a need for a universal acuity tool and that staffing should consider multiple factors beyond just patient ratios, including acuity, skill mix, and nursing workload. While some tools have been developed and tested, more research is still needed to establish standardized acuity measurement and determine optimal staffing levels based on patient acuity.
This document discusses patient safety and the role of nurses in ensuring patient safety. It makes three key points:
1) Patient safety is an essential part of nursing care according to regulatory bodies, but healthcare carries risks of adverse events due to the large number of available diagnoses, procedures, and medications. A patient has a much higher chance of experiencing a safety incident in the hospital than being killed in a plane crash.
2) Studies show that higher levels of registered nurses on staff are associated with fewer patient complications and lower mortality. Less experienced nurses and those with higher workloads also tend to make more medication errors and have more wound infections.
3) To improve safety, reports recommend increasing nurse staffing levels, making
Patient safety is the absence of preventable harm to a patient during the process of health care and reduction of risk of unnecessary harm associated with health.
A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use key performance indicators at multiple levels to evaluate their success at reaching targets
This document provides information about disaster management in hospitals. It begins with an introduction to disaster management, defining key terms like disaster, management, and disaster management. It then discusses the phases of disaster management and outlines disaster action plans, management plans, and relevant acts. It also covers hospital disaster plans and committees. The document discusses various types of disasters and provides examples of recent hospital disasters in India. It emphasizes the importance of disaster preparedness and provides guidelines for various emergency responses, including to fires and floods.
There are several main dimensions most frequently used to measure hospitals performance via clinical efficiency ( Clinical quality , evidence -based practices , health improvement and outcomes for individual and patients)
This document discusses medical audits and provides information on various types of audits including internal and external audits, managerial/organizational audits, medical/clinical audits, and financial audits. It explains the need for audits to maintain safety, quality, reputation and funding. The document outlines the six stages of clinical audits including preparing, selecting criteria, measuring performance, making improvements, sustaining improvements, and re-auditing. Methods used in audits like direct observation, checklists, documentation reviews, questionnaires and interviews are also mentioned.
Nurse Call - How Much Does a Nurse Call System Cost by Room? | MD MD Buyline
Find out how much a nurse call system costs hospitals by room. For more information on how MD Buyline helps hospitals save money with cost analysis, visit www.mdbuyline.com
Hourly rounding was implemented in a long term care facility to reduce falls among residents. The pilot program involved education of staff on hourly rounding and use of a checklist to document rounds. Initial results showed a 43% reduction in falls during the 30 day pilot period compared to the previous year. However, compliance with hourly rounding decreased due to staffing shortages. Continuous education and supervision are recommended to sustain fall reductions through consistent hourly rounding. Direct observation of staff also improved adherence to the rounding protocol.
Patient safety and Risk Management in hospitalsAvanti Kulkarni
The presentation is about ensuring the safety of patients by installing controls, preventive techniques and assuring optimal quality of care in the hospital setting.
Effective communication in patient safety and healthcareTaher Kagalwala
This document discusses strategies for effective communication in healthcare settings. It identifies challenges to communication such as cognitive load, competence, conflict between parties, and organizational pressures. It promotes assertive communication and provides tools for structured communication. The SBARQ technique outlines communicating situation, background, assessment, recommendation and asking questions. The CUS method serves as a signal phrase when a provider is concerned, uncomfortable or feels a situation is unsafe. The two-challenge rule advises communicating up the chain of command if concerns are not addressed after two assertive attempts. Effective communication is key to preventing medical errors and improving patient safety and outcomes.
The document outlines Saudi Aramco's loss prevention policy which aims to prevent incidents, accidents, injuries, illnesses, and property damage. It details Saudi Aramco's commitment to maintaining the highest safety standards and continuously improving its loss prevention program. The policy assigns responsibilities to managers, employees, and contractors to identify and manage risks, comply with regulations, communicate safety procedures, train staff, safely operate and maintain facilities, and report and investigate all incidents.
This document discusses 10 key facts about patient safety:
1) Patient safety is a global public health issue recognized by WHO.
2) As many as 1 in 10 patients are harmed while receiving hospital care in developed countries.
3) Developing countries have an even higher risk of patient harm from issues like healthcare-associated infections which are 20 times more common than in developed nations.
4) WHO and its World Alliance for Patient Safety are working with countries to improve safety practices and reduce risks to patients worldwide.
The document discusses emergency department handoffs and describes several studies on the topic. It finds that up to 80% of serious medical errors involve miscommunication during handoffs. A 1998 study of 54 malpractice incidents found an average of 8.8 teamwork failures per case, and that better teamwork could reduce errors, improve care quality, and lower litigation risks. A 2007 study of ED malpractice claims found that missed diagnoses, which often involved multiple breakdowns and factors, accounted for 65% of claims and harm including death in some cases. The document advocates for improving ED teamwork and communication to enhance safety.
Patient safety is a global public health issue, as medical errors and unsafe care can harm patients. It is estimated that 1 in 10 patients experience harm while receiving hospital care in developed countries. Common issues include hospital-acquired infections, which affect 14 out of every 100 patients admitted, and lack of access to safe medical devices for many. While progress has been made in some areas like reducing unsafe injections, continued efforts are needed to improve safety, such as through hand hygiene, infection control measures, and engaging patients.
The document discusses various aspects of quality in healthcare including definitions, common medical errors, factors that contribute to errors, and frameworks for ensuring and improving quality such as ISO standards, accreditation, and the Joint Commission International's patient-centered standards. Key areas addressed in the Joint Commission standards are access to care, patient rights, patient assessment, care delivery, education, and organizational management factors that support quality healthcare.
This document introduces the concept of patient safety and discusses occurrence variance reporting (OVR) and international patient safety goals. It notes that medical errors injure 1 in 25 hospital patients and kill 44,000-98,000 people per year in the US. The goals of patient safety are to detect safety issues, implement preventive actions, and reduce risks. OVR involves voluntary reporting of process variations to improve quality and prevent recurrences. It identifies adverse events, near misses, and sentinel events. The six international patient safety goals focus on correctly identifying patients, improving communication, increasing medication safety, ensuring correct surgical procedures, reducing healthcare-associated infections, and decreasing falls.
The document discusses best practices for staffing adult inpatient units based on patient census and acuity. It provides background on the history of patient classification systems and acuity tools. Several studies concluded that there is a need for a universal acuity tool and that staffing should consider multiple factors beyond just patient ratios, including acuity, skill mix, and nursing workload. While some tools have been developed and tested, more research is still needed to establish standardized acuity measurement and determine optimal staffing levels based on patient acuity.
This document discusses patient safety and the role of nurses in ensuring patient safety. It makes three key points:
1) Patient safety is an essential part of nursing care according to regulatory bodies, but healthcare carries risks of adverse events due to the large number of available diagnoses, procedures, and medications. A patient has a much higher chance of experiencing a safety incident in the hospital than being killed in a plane crash.
2) Studies show that higher levels of registered nurses on staff are associated with fewer patient complications and lower mortality. Less experienced nurses and those with higher workloads also tend to make more medication errors and have more wound infections.
3) To improve safety, reports recommend increasing nurse staffing levels, making
Patient safety is the absence of preventable harm to a patient during the process of health care and reduction of risk of unnecessary harm associated with health.
A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use key performance indicators at multiple levels to evaluate their success at reaching targets
This document provides information about disaster management in hospitals. It begins with an introduction to disaster management, defining key terms like disaster, management, and disaster management. It then discusses the phases of disaster management and outlines disaster action plans, management plans, and relevant acts. It also covers hospital disaster plans and committees. The document discusses various types of disasters and provides examples of recent hospital disasters in India. It emphasizes the importance of disaster preparedness and provides guidelines for various emergency responses, including to fires and floods.
There are several main dimensions most frequently used to measure hospitals performance via clinical efficiency ( Clinical quality , evidence -based practices , health improvement and outcomes for individual and patients)
This document discusses medical audits and provides information on various types of audits including internal and external audits, managerial/organizational audits, medical/clinical audits, and financial audits. It explains the need for audits to maintain safety, quality, reputation and funding. The document outlines the six stages of clinical audits including preparing, selecting criteria, measuring performance, making improvements, sustaining improvements, and re-auditing. Methods used in audits like direct observation, checklists, documentation reviews, questionnaires and interviews are also mentioned.
Nurse Call - How Much Does a Nurse Call System Cost by Room? | MD MD Buyline
Find out how much a nurse call system costs hospitals by room. For more information on how MD Buyline helps hospitals save money with cost analysis, visit www.mdbuyline.com
Hourly rounding was implemented in a long term care facility to reduce falls among residents. The pilot program involved education of staff on hourly rounding and use of a checklist to document rounds. Initial results showed a 43% reduction in falls during the 30 day pilot period compared to the previous year. However, compliance with hourly rounding decreased due to staffing shortages. Continuous education and supervision are recommended to sustain fall reductions through consistent hourly rounding. Direct observation of staff also improved adherence to the rounding protocol.
Utilize the 8 "Vital Behaviors" to integrate Purposeful Hourly Rounding into our daily clinical practice. Anticipated to improve our current practice of hourly rounding to be more purposeful with intention.
This document discusses hourly rounding, a quality improvement project to improve patient satisfaction and outcomes. It describes who can perform hourly rounding, which involves assessing patients' pain, bathroom needs, possessions, mobility, and other needs every hour. Studies show hourly rounding can increase patient satisfaction scores, decrease call light usage and falls, and improve the work of nurses and other staff. Proper staff training and support is needed to successfully implement hourly rounding.
This document provides an introduction to quality improvement. It defines quality improvement as a formal approach to analyzing performance and systematically improving it, as opposed to quality assurance which focuses on finding faults. The Model for Improvement, consisting of setting an aim, establishing measures, and testing changes via the PDSA (Plan-Do-Study-Act) cycle, is introduced as a framework for quality improvement. Key aspects like establishing a team, choosing appropriate measures, developing potential changes using techniques like flowcharts, and testing changes through small tests of change are discussed. An example case focusing on reducing pain for emergency department patients with fractures is used to demonstrate applying the Model for Improvement.
The document summarizes a quality improvement project using the Six Sigma methodology to reduce potentially harmful objects found with patients in Saudi Arabian hospitals. Specifically:
1. The project aims to reduce reports of harmful objects found with hospitalized patients at Al-Amal Hospital in Jeddah from 9 reports per month to 3 reports per month by June 2011.
2. The Define phase of the Six Sigma methodology is used, including developing a project charter, scope, process maps, and SIPOC (Supplier, Input, Process, Output, Customer) diagrams for patient searches and maintenance order responses.
3. Key stakeholders include the project lead, quality manager, nursing and maintenance officers, and quality officers. Data
The document discusses falls among older adults, noting that 1 in 3 adults aged 65 and older fall each year, with 20-30% suffering moderate to severe injuries. Falls are costly, with medical costs for fall injuries among older adults increasing to $34 billion in 2013. The costs of fall injuries rise with age and are higher for women. The document provides examples of ways non-clinical staff can assist older adult patients to prevent falls by helping with items in their environment, but should not perform clinical tasks and should get clinical staff if needed.
Improvement of Hospital Project Cost and Schedule Mgmt Final RptEd Kozak
Of pressing concern to the CFO of our client hospital were the spending issues and schedule
slippages of internal implementation projects--issues that he felt contributed to the
current cash flow problem of the hospital that would grow to an even greater problem if
EMR capabilities weren’t fully implemented and operational by 2015. The CFO solicited
external help to 1) validate why there has existed such a level of overspending and
schedule slippage on projects, 2) propose a recommendation for solutions, and 3) change
the existing process to ensure better project budget and schedule control in the long run.
Successful Projects For Leaders (SP4L) had been hired as a consultant to assess what
went wrong with that implementation and to improve how projects in general would be
conducted so that it could move forward with the EMR project successfully. By using a systematic approach, we identified several areas in the project Initiation-Planning-Execution-Control-Closing process that needed modification. The net result is
better project cost and schedule performance, leading to better cash flow budgeting and
planning, with an expected savings of more than $350,000 annually as well as improved
acceptance and ownership by the end-users. Based on the proactive response to their
issues, the CFO, CNO, and PCCs are satisfied and are serving as excellent centers of
influence for the rest of Senior Management and the nursing staff, respectively.
Preston Robinson is a director and manager of sales operations with over 20 years of progressive experience in sales, operations, finance, and people leadership. He has consistently exceeded profit goals by 5% annually and driven $7.5M in incremental profit. Robinson has experience transitioning between finance and sales roles, engaging teams, and fitting within diverse cultures. He focuses on employee growth, performance management, and developing talent.
Quality & Service Improvement - Sally Fowler-DavisSHUAHP
This document discusses improving quality and service for allied health professionals through understanding systems and measuring outcomes. It notes that while there is evidence of hard work and leadership, there is limited measurement of outcomes and impact. The document advocates defining problems and desired outcomes with stakeholders, understanding how changes fit into the system, measuring baselines and results of changes, and sharing improvements across organizations. It provides examples of services that could better measure costs savings, sustained healthy behaviors, and population-level outcomes. The document emphasizes that data is critical to understand initial conditions and quality improvement efforts.
This document discusses three topics for nursing units to consider implementing: bedside report, hourly rounding, and team huddles. Bedside report involves developing a standardized process for nurses to conduct shift change at the patient's bedside. Hourly rounding focuses on checking patients every hour on key tasks like pain, positioning, and bathroom needs. Team huddles are short, scheduled meetings called by any staff member to facilitate fast communication and collaboration. The document provides references for further information on implementing these approaches.
Hourly rounding was initiated at Deer Lodge Centre to further reduce falls among older adult patients. Previous efforts had reduced falls but not achieved the anticipated results. A working group examined restarting hourly rounding by identifying barriers and facilitators. They changed the rounding method with a new policy and documentation. An action plan for long-term sustainability was created, outlining steps, timelines, responsibilities and monitoring. Lessons showed that change takes time, staff buy-in requires involvement, and ongoing audits and feedback are needed to address issues and engage staff in the new approach. The initiative aims to establish consistent understanding of hourly rounding benefits for quality care, safety and satisfaction.
University of Utah Surgical Unit Improves Response to Call LightsUniversity of Utah
University of Utah's Kathy Schumann, RN, CCTN, provides an overview of how a nursing intervention to improve response to call lights improved pain management outcomes, increased patient satisfaction, quality outcomes and patient safety.
Evidence based practice hourly rounds power point bettershannic99
Hourly rounding involves nurses proactively checking on patients on an hourly basis to address any needs related to pain, bathroom use, positioning, and proximity of items. Studies have shown that hourly rounding can reduce call light usage by 38%, falls by 50-60%, pressure ulcers by 14%, and improve patient satisfaction scores. Hospitals that implemented hourly rounding also saw increased nursing satisfaction and efficiency due to answering fewer call lights and having more time for other tasks.
\nNurses play an important role in quality improvement by monitoring for adverse events and complications, and providing timely care to patients experiencing issues. Quality improvement in nursing involves reviewing data to identify areas for improvement, formulating goals, and evaluating nursing performance to improve patient care and work environment. Nurses can collect quality improvement data through various tools like patient safety surveys, error reporting, and record reviews. Common nursing quality indicators include falls, pressure ulcers, pain assessment, and staffing levels.
Nursing rounds involve a head nurse or teacher leading rounds with staff or students to understand patient conditions and the effects of nursing care. The purposes of rounds include observing patients' physical and mental states, staff work, introducing patients to personnel, carrying out care plans, evaluating treatment results, and teaching students. Rounds are conducted by discussing objectives outside patients' rooms first, then briefly visiting patients. Advantages are testing students' knowledge, benefiting informed students, orienting new nurses, and evaluating nursing activities and challenges. Disadvantages can include hampering confidentiality and distractions reducing attention. Standing orders provide emergency treatment guidance for areas without doctors by promoting temporary care until a doctor can be seen.
Total Quality Management (TQM) is an integrated organizational approach to delighting customers by continuously meeting and exceeding their expectations through improvement efforts across all processes. TQM requires communication and involvement from all organizational members and suppliers/customers. It originated from efforts to improve postwar Japanese industry and emphasizes continuous learning and improvement, employee empowerment, fact-based decision making, and customer focus. For services industries, implementing an effective TQM system requires commitment from management and staff to establish smooth business processes and satisfy customers.
Annette Bartley: Making it happen - Intentional RoundingThe King's Fund
Annette Bartley, Independent Healthcare Consultant, The Health Foundation, highlights the key findings of the CQC report on the State of Care and discusses the benefits of Intentional Rounding for patients.
Hospital Pathways programme - Intentional RoundingThe King's Fund
Intentional nurse rounding is a structured process where nurses regularly check on patients to address pain, bathroom needs, positioning, and comfort. The evidence shows it can reduce patient call lights by 38%, increase patient satisfaction scores by 12 points, and lower falls by 50% and pressure ulcers by 14%. Key factors for successful implementation include linking the rounds to aims like fall reduction, using measures related to the aims, getting staff and patient input, achieving results before expanding, and celebrating successes.
The document discusses inefficiency in emergency rooms. It identifies several contributing factors to overcrowding including non-emergency patients, uninsured patients, and patients using the ER for prescription refills or pain management. This inefficiency impacts quality of care, access to care, and wait times, negatively affecting patient satisfaction. An action plan is proposed to improve patient flow, maximize resources, implement education programs, and establish performance metrics to monitor goals. Facilitating change may require addressing challenges like culture shifts or staff resistance through reinforcement, education, and adjustments based on feedback. Both productivity and quality must be balanced for optimal patient treatment and satisfaction.
This document discusses quality improvement in healthcare. It begins by posing questions about defining quality, what quality improvement is, and how quality can be improved. It then discusses the safety paradox in healthcare - that despite highly trained staff and technology, errors are common and patients are frequently harmed. Several studies on adverse event rates in hospitals are summarized. The document discusses concepts for safety and quality improvement like reliability, variation, measurement, and change management. It provides examples of quality improvement tools and approaches like process mapping, care bundles, measurement, and the PDSA (Plan-Do-Study-Act) cycle. Overall, the document provides an overview of key issues and approaches related to quality and safety in healthcare.
Hourly rounding has been shown to reduce patient fall rates in hospital settings compared to using tab or bed alarms alone. Study 1 found that implementing hourly rounding on inpatient units resulted in a 23% reduction in falls, though it was not statistically significant. Study 2 was a systematic review finding that most studies reported hourly rounding as an effective way to reduce fall rates in hospitals. Together these studies indicate that hourly rounding may help prevent falls more than other interventions alone and has been associated with reductions in fall rates in various hospital settings.
The multi-disciplinary team implemented a visual communication board called "Get to Green" to improve team communication and reduce ventilator hours in the MICU. The board displayed the status of parameters needed for extubation for each patient. It was updated every 2 hours and a green checkmark was added when parameters were met. Physicians, nurses and respiratory therapists discussed barriers to extubation daily and weekly dashboards tracked progress. This intervention reduced average ventilator days by 37% from 4.1 to 2.6 days within 10 months and decreased time from meeting criteria to extubation from 82 to 35.4 hours, achieving the project's aims.
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6Health Catalyst
Multiple studies have estimated that at least 30% of US healthcare expenditures are wasteful. But how do you identify and reduce that waste? In this session, we will share with you a three-part framework for understanding, measuring and addressing waste reduction. In particular, we will highlight the importance patient safety and injury prevention, framing the importance of shifting from a system of incident reporting (which creates a culture of blame and guilt) to a system in which patient injury is regarded as a process failure rather than a person failure. To make that transition, health systems will need to 1) define process flows and metrics for each major type of patient injury; and 2) create a learning environment in which team members are engaged in process redesign to prevent process failure and injury. A leading health system in patient safety and quality will also share their best practices in how they have created a culture of patient safety and quality.
This document discusses defining value in regional anesthesia and who gets to define important outcomes. It notes that patients define outcomes related to their experience, providers focus on quality and efficiency, and governments increasingly influence outcomes through incentive programs. It reviews programs in the US, UK, and Ontario that link hospital funding to performance on metrics related to patient experience, quality, and cost. The document argues that regional anesthesia can improve value by reducing pain and complications, increasing efficiency through models like block rooms, and potentially improving population health outcomes like mortality.
This document describes a quality improvement project at Al-Iman General Hospital to reduce variability in cardio-pulmonary resuscitation (CPR) success rates. Data showed failure rates ranging from 60-80% monthly, above the benchmark of below 60% set by the Ministry of Health. A team analyzed causes of variation using a fishbone diagram and identified outdated CPR policies, lack of ACLS training, and lack of defibrillator maintenance as key issues. The team selected remedies including updating CPR policies, establishing maintenance schedules, and providing additional training. A pilot implemented the solutions and saw improved availability of supplies and a reduction in failure rates and missing team members. Ongoing monitoring is planned to sustain gains.
Capstone Project Change Proposal Presentation for Faculty Review a.docxbartholomeocoombs
Capstone Project Change Proposal Presentation for Faculty Review and Feedback
Assessment Description
Create a 10-15 slide Power Point presentation of your evidence-based intervention and change proposal to be disseminated to an interprofessional audience of leaders and stakeholders. Include the intervention, evidence-based literature, objectives, resources needed, anticipated measurable outcomes, and how the intervention would be evaluated. Submit the presentation in the digital classroom for feedback from the instructor.
PICOT Question (See other file uploaded)
Interventions
Falling incidences can cause several complications, including health care costs, severe health issues, immobility, etc. With the severity of this issue, appropriate interventions should take place. In this context, proper monitoring is one of the significant interventions to prevent this incidence (Huang et al., 2020). Hence, incorporating educated and efficient technicians while providing patient care can be an essential step. Yet, due to decreased mobility or functionality, older people often require help in doing basic activities, in this aspect, providing help to the patients while changing to hospital-approved gowns (Liu-Ambrose et al., 2019). In addition, one significant and effective intervention is providing quick education to the patient regarding fall prevention strategies (Radecki, Reynolds & Kara, 2018). Another critical aspect is providing a safe environment for clinical care. Outpatient clinics should improve their workflow and environmental condition, such as removing hazardous materials, and keeping the floor clean and dry, so that the clinic can provide a safe area for older patients. These interventions can help prevent falls (Guirguis-Blake et al., 2018).
Benchmark - Capstone Change Project Objectives
1. Prevent elderly falls in an outpatient radiology clinic.
Rationale: Falls occur as age advances due to individual risk factors or environmental factors. For example, gait or balance deficits, chronic conditions, medications, and footwear the patient is wearing. Assisting these patient populations can prevent falls in the department.
2. Educate patients and people in the community on how to prevent falls.
Rationale: Educate patients regarding physical changes and chronic health conditions that cause or probability of falls.
3. Provide a safe environment for clinical care in the outpatient clinical setting.
Rationale: Design the clinical area accessible to patients in wheelchairs, with assistive devices, and with mobility deficits. Have handrails on walls and hallways for support, clean, non-skid floors, and lighted pathways in hallways, rooms, and bathrooms.
4. A patient care technician (PCT) is available in the outpatient clinical area for patients.
Rationale: Having a PCT in the clinical area, especially around the dressing rooms, would benefit the patients needing help when changing to hospital-approved gowns and monitoring patients for risk.
Getting started at the national level from demonstration to spreadProqualis
This document summarizes a presentation on implementing and scaling patient safety programs nationally in Scotland. It discusses how Scotland implemented a national patient safety program across all hospitals to reduce mortality and adverse events. Key points included establishing clear aims to reduce mortality by 15% and adverse events by 30%, implementing improvement programs in five areas, achieving significant reductions in outcomes like ventilator-associated pneumonia and central line infections, and creating the conditions for large-scale change through establishing aims, priorities, measurement, resources, and testing and spreading new learning.
The impact of high-capability electronic health records on length of stay. Presented by Steven Shaha, Center for Policy & Public Administration, UK, at HINZ 2014, 12 November 2014, 11.15am, Marlborough Room 3
Ruma rssp qi in resource poor settings 050211nyayahealth
A 6-month-old boy presented to a hospital in Nepal with severe respiratory distress. Despite his poor condition, supportive treatment was delayed. That evening, a power outage caused equipment failures and the inability to provide oxygen. The child was found unresponsive hours later and died after unsuccessful resuscitation efforts. Quality improvement tools that can be used in resource-poor settings include quality committees, standards/checklists, clinical audits, patient interviews, and morbidity/mortality conferences to systematically analyze care quality and identify areas for improvement.
MicroGuide app, pop up uni, 1pm, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
This document summarizes a quality improvement project at a large oncology practice to reduce the response time for symptom management calls. The project team implemented a case management system, reallocated nursing staff, and developed standardized protocols. These changes increased the percentage of symptom management calls receiving a clinical intervention within 2 hours from 54% at baseline to 73% after implementation. The number of non-clinical calls reaching the triage nurse also decreased significantly. The case management system provided data to identify additional opportunities for improvement beyond triage response times.
Using Implementation Science to transform patient care (Knowledge to Action C...NEQOS
Master Class presentation and workshop materials from the NENC AHSN Collaborating for Better Care Partnership's Master Class, led by Professor Jeremy Grimshaw' on 1st September 2014
Does Regional Anesthesia have a place in Modern Perioperative Care?Colin McCartney
Regional anaesthesia (RA) provides significant short and long-term benefits for patients and the healthcare system. It improves patient experience through better pain control and recovery. RA is associated with reduced mortality, length of stay and complications, improving population health. While RA increases efficiency and reduces readmissions, pressures in modern medicine have decreased its use. Key questions remain around post-discharge pain, novel recovery measures, knowledge translation and RA's impact on opioid use. RA aligns with the Triple Aim of improving patient experience, population health and per capita costs, but challenges remain implementing it fully due to barriers like siloed budgets and education.
This document outlines a proposal to implement a rapid response team (RRT) at an urban Magnet hospital to improve patient outcomes on medical and surgical units. The purpose is to determine if an RRT can reduce hospital stays, decrease transfers to higher levels of care, and increase patient functionality at discharge. The proposal describes the background on RRTs, significance to nursing practice, literature review on clinical outcomes, relevant nursing theories, and the Iowa Model framework. It provides details on the methodology, team development and training, communication systems, education, documentation, and implementation process including activation protocols and safety huddles. The goal is to activate the RRT for at-risk patients showing signs of respiratory distress, changes in mental status, abnormal
The document discusses challenges in healthcare transitions and coordination between different providers. It proposes a new model of care for hip and knee replacements that includes centralized intake clinics, case managers, data-informed quality measures, and case rate funding. The model aims to improve outcomes, efficiency, and reduce delays. It also describes programs for fragility fractures and hip replacements that have improved access to surgery and reduced lengths of stay.
The document discusses key concepts in developing a Management Information System (MIS) for a hospital. It outlines the components and modules of an MIS, including collecting data on patient registration, admissions/discharges, operating theaters, laboratories, and finances. The summary describes how an MIS helps monitor performance indicators like mortality/morbidity rates, bed occupancy rates, infection rates, and average length of stay to analyze the efficiency and quality of health services. Developing relevant indices and comparing them to norms allows hospitals to identify issues and make improvements.
1. Improving Staff
Responsiveness to Patient
NeedsLourdes University
College of Nursing
BY: COURTNEY ARTHUR, COURTNEY GILLILAND, MARIA HOLUP, RACHAEL KILGUS, KRISTEN
OXENDER, JILL SCZESNY, TAYLOR ZAPADKA
2. Problem
o Wood County Hospital is scored at 72.3% in the category of
responsiveness to patients when evaluated by Hospital Consumer
Assessment of Healthcare Providers and Systems (HCAHPS) score
compared with the 80.0% required by the Centers for Medicare and
Medicaid Services (CMS).
4. Potential Problems
oFall risk
oPressure ulcers
oHarm to patient
oDecreased pain management
oIncreased call light usage
oDecreases other HCAHPS scores
oDecrease reimbursement from CMS
Call! Don't Fall! for Pediatric Patients. (2015). Retrieved November 18, 2015, from https://www.mskcc.org/cancer-care/patient-education/call-don-t-fall-peds
5. Root
Cause
Analysis
o Why is this a problem?
oScoring
oWhy did this happen?
oPatient satisfaction scores
oHow to reduce this from
happening again
oUse evidence-based practice
(2015.). Retrieved November 18, 2015, from http://www.becaudio.com/Shop/images/NHX-50M_small.jpg
6. Causes
System
oFunding of new technology
oCall light system
oPlacement
oLack of answering stations
People
oLack of motivation
oRole confusion
oLack of knowledge
Problem Resolution. (2015). Retrieved November 18, 2015, from http://www.statutorynuisancesolutions.co.uk/our-services/problem-resolution/
7. Suggestions
oDifferent call light placement
oIncrease number of call light answering
stations
oAlterative form of communication
oWalkie talkies
oBluetooth technology
oNurse phones
Lozze. (2015). Retrieved November 18, 2015, from http://lozzeisus.blogspot.com/p/suggestions-what-do-you-want-to-see.html
8. Data
Collection
Methods
oCollected over 5 hours
oResponse times measured
oTime to answer call light at central answering
station
oTime to respond to the call light by entering the
patients room
oHourly rounding monitored for each
patient
9. Staffing Ratio
On the day of data collection:
• Unit had a total of 28 patients
• Floor staffing consisted of 6 Registered Nurses, 3 Aides, and a Secretary
◦ Assignments consisted of:
◦ 4 RNs had 5 patients [1:5]
◦ 2 RNs had 4 patients [1:4]
◦ 2 Aides had 9 patients [1:9]
◦ 1 Aide had 10 patients [1:10]
10. Who Answered Call Lights
Medical-Cardiac Unit at an Acute Care Facility
11. Time to Answer Call Light
7:00-7:29 7:30-7:59 8:00-8:29 8:30-8:59 9:00-9:29 9:30-9:59
10:00-
10:29
10:30-
10:59
11:00-
11:29
11:30-
11:59
Total
Average 9.8 16.8 25.1 15.6 18.3 26.3 34.5 21.5 10.1 9.1 18.7
Median 8 10 18 14 9 20 15 14.5 8 7.5 12.4
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
AnswerTime(s)
Time Slot (AM) Medical-Cardiac Unit at an Acute Care Facility
12. Time for Staff to Enter Room
0.0
2.0
4.0
6.0
8.0
10.0
12.0
AVERAGEROOMENTRYTIME(MIN)
TIME SLOT (AM)
Room Entry Time
Medical-Cardiac Unit at an Acute Care Facility
14. Agency for Healthcare Research and
Quality (AHRQ)
oRecommendations for improvement:
oTreat all call lights as emergent
oProvide patient with correct number to call
oCreate empathy from nurses
oBe proactive
oInclude family
oStandardized white boards
Dave, A., Schulke, D., & Brady, C. (2013, February 13). Responsiveness. Retrieved November 18, 2015, from https://cahps.ahrq.gov/surveys-guidance/hospital/hcahps_slide_sets/responsiveness/responsivenesssl.html
Promise Hospital of Salt Lake » Promise Hospital of Salt Lake’s Interdisciplinary Patient Care Initiative Generates a Boost in Patient Satisfaction Scores. (2015). Retrieved November 18, 2015, from http://www.promise-saltlake.com/?page_id=206
15. Recommendations for Improvement
oIndividual nurse communication devices
◦ Cell phones, walkie talkies, Bluetooth
◦ Improves communication between staff and patients
oDirect communication from patient to nurse via individualized number:
oNoise reduced
oPatient call light being answered quickly
oDecrease cost
oDecrease unnecessary work hours
oCon: Cell phones/walkie talkies are bulky
Deamon et al., 2012, Digby, Bloomer, & Howard, 2011
16. Recommendations for Improvement
oEasily accessible placement of call light
receivers
oProvides safety and reassurance to patients
oHelps with monitoring alerts from rooms
oInconveniently placed call lights can result in poor
performance
oNurse call systems are a legal requirement and
there are legislations to help cover installation and
use
Dewsbury & Ballard, 2014
17. Recommendations for Improvement
oIncreased involvement from nurse managers
oEvidence-based practice leadership
oOrganize activities based on the issue
oModify the infrastructure to align with objectives
oActively intervene
oMonitor the work environment
oProvide teaching & coaching regarding objectives
oCommunicate about progress of meeting
objectives with staff
(2015). Retrieved November 18, 2015, from http://www.ionl.org/resource/resmgr/Images/Kellogg_pic.jpgStetler, Ritchie, Rycroft-Malone, & Charns, (2014)
18. Recommendations for Improvement
4 P’s Rounding Method:
Pain, Potty, Position, Periphery
(every 1-2 hours)
oIncrease in patient satisfaction
scores
oDecrease in patient call light use
oIncrease in urgency/seriousness
when call light activated
o“Patient complaints citing staff
rudeness decreased 43%”
(Blakley, Kroth, & Gregson, 2011)
Support Station. (2015). Retrieved November 18, 2015, from http://www.rifton.com/products/bathing-and-toileting-systems/support-station?tab=features
19. Recommendations
for Improvement
oIncrease awareness of call light answer times
oDiscuss call light response times at every opportunity
(i.e. team meetings, handoff report)
oPost informative information accessible to staff
oRaise staff awareness to improve the response to
patient calls
o“Increase of 5.21% of call lights answered in less than 5
minutes”
oDecrease in patient falls
Digby, Bloomer, & Howard
(2011)
20. Change Theory
oTranstheoretical Model
oBehavior focuses on personal change
and incorporates key aspects of learning
and behavioral change theories
oRecommended change:
oPersonal communication devices
Change. (2015, April 15). Retrieved November 18, 2015, from http://thisisagoodsign.com/change/
21. Change Theory
Stage One (Pre-contemplation)
oThose involved are unaware change is needed
Stage Two (Contemplation)
oStaff is aware the problem exists and thinks
about making a change, but does not take action
Stage Three (Preparation)
oPrepares for change in order to take action in the
future
oPreparation includes:
oResearch on the best devices
o Nurse input on the design of the device
o Current budgeting to purchase devices
o Research grants to cover costs
o Design a training program before implementation
22. Change Theory
Stage Four (Action)
oAction includes modifying behaviors to overcome the problem
oPurchase devices
oImplement training
oTrial runs to put the plan into action
Stage Five (Maintenance)
oEstablish change through intentional work to prevent reversion and
maintain gains
oMaintenance is achieved
23. Change Theory
Stage Six (Termination)
oChange process is complete and no further
work is needed to prevent reversion
oTermination is complete when:
oResponse time scores improve
oPatient satisfaction scores improve
oHCAHPS scores meet or exceed the national
standard
24. Hypothetical Evaluation Modification
POSITIVES:
Decrease in response times to patient needs
Decrease incidents of injury to patients
Increase patient satisfaction scores
Increase funding to the hospital
NEGATIVES:
Patient might feel like their care is being
interrupted
Patient safety issues resulting from system
failure
25. Hypothetical Evaluation Continued:
FINANCIAL:
Cost of implementing new communication
system(s)
Purchasing of the cell phones at another
institution had shown to save almost $125,000
a year in nursing work hours
Within 1 month, 166 Hours of nursing care
can be gained back
MORBIDITY:
Decrease in patient injuries
o Reduces patient falls by as much as 50%
o Reduces pressure ulcers by 14%
o Reduces use of call light by 38%
26. In Conclusion
oInterventions:
oIndividualized communication devices
oPurposeful hourly rounding
oIncrease staff awareness
oStaff education
oProper placement of call light answering
systems
oResults:
oImprove patient satisfaction scores
oDecrease cost to the hospital and patient
oDecrease risk of harm to the patient
Evidence-based
practice
27. Questions
Questions - Google Search. (2015). Retrieved November 18, 2015, from
https://www.google.com/search?q=questions&source=lnms&tbm=isch&sa=X&ved=0CAcQ_AUoAWoVChMI_cLxg86ayQIVQ3YeCh1brwT_&biw=1600&bih=736#imgrc=s36UoalyiHYH2M:
28. References
oBlakley, D., Kroth, M., & Gregson, J. (2011). The impact of nurse rounding on patient satisfaction in a medical- surgical hospital unit. MEDSURG Nursing,
20(6), 327-332 6p.
oCall! Don't Fall! for Pediatric Patients. (2015). Retrieved November 18, 2015, from https://www.mskcc.org/cancer-care/patient- education/call-don-t-fall-
peds
oDave, A., Schulke, D., & Brady, C. (2013, February 13). Responsiveness. Retrieved November 18, 2015, from https://cahps.ahrq.gov/surveys-
guidance/hospital/hcahps_slide_sets/responsiveness/responsivenesssl.html
oDearmon, V., Roussel, L., Buckner, E., Mulekar, M., Pomrenke, B., Salas, S.. Brown, A. (2012). Transforming care at the bedside
(TCAB): Enhancing direct care and value-added care. Journal of Nursing Management, 21, 668-678. doi:10.1111/j.1365- 2834.2012.01412x
oDewsbury, G., & Ballard, D. (2014). Nurse call systems: ensuring a fast response to emergencies. Nursing & Residential Care, 16(1), 32-34 3p
o Digby, R., Bloomer, M., & Howard, T. (2011). Improving call bell response times. Nursing Older People, 23(6), 22-27.
oDudkiewicz, P. B. (2014). Utilizing a caring-based nursing model in an interdepartmental setting to improve patient satisfaction. International Journal For
Human Caring, 18(4), 30-33 4p.
oHuey-Ming, T. (2010). Perspectives of staff nurses of the reasons for and the nature of patient-initiated call lights: An Exploratory
survey study in four USA hospitals. BMC Health Services Research, 1052-64. doi:10.1186/1472-6963-10-52
oKrepper, R., Vallejo, B., Smith, C., Lindy, C., Fullmer, C., Messimer, S., Myers, K. (2014). Evaluation of a standardized hourly rounding process (SHaRP).
Journal for Healthcare Quality, 36(2).
oStetler, C. B., Ritchie, J. A., Rycroft-Malone, J., & Charns, M. P. (2014). Leadership for evidence-based practice: Strategic and functional behaviors for
institutionalizing EBP. Worldviews On Evidence-Based Nursing, (4), 219.
Editor's Notes
The score has been decreasing over the months
Jan. 73.5%
Feb. 72.3%
March 72.9%
April 75.3%
May 74.7%
June 71.9%
July 72.4%
Aug. 72.5%
Sept. 72.3%
Oct. 70.9%
Nov. 69.7%
Graph represents HCAPHS scores beginning from January 2015-November 2015
Displays 3 different Trend lines:
-Where WCH Started
-Current WCH Score (Trendline demonstrates that without improvements, scores will continue to decline)
-CMS Benchmark
**Not sure if this needs a citation! Information for graph came from the photocopies that Casey made for the binder
Root Cause Analysis
Determine what happened.
Hospital was ranked at % and the benchmark is % in Responsiveness to staff
Determine why it happened.
Patients were given a survey of their experience while staying at the hospital and rated the staff low in this category
Figure out what to do to reduce the likelihood that it will happen again.
Staff will have a quicker response time to patients. Staff will reduce the time it takes to have patient needs meant.
Cause: This problem is an organizational cause. It is not one person’s fault, it is a group as a whole. Staff includes the whole hospital team, not just one department.
Suggestions for Improvement:
Have a better way of communication needs of patients to staff. Suggestions include call light in different placement, or have another call light phone station in all three nursing station corners, each nurse could have their own personal communication device like a walkie talkie, phone, or clip that the nurse could talk directly into device to have direct communication to other staff members.
Determine the two most likely problems:
We determined that the two main issues include communication and placement of the call light. For example, if the call light goes off and a nurse or nurse aid is not the one side of the nurse station, he/she is not able to reach it in a timely manner. The call light is placed in busy area where people frequently pass through but are not situated there during times of charting. It was noted during data collection that staff members would answer the call light and tell the patient that he/she would tell their nurse, and the staff member would not notify the nurse. Often times the staff member would continue to do what they were previously doing.
People may not know the importance of answering the call light
Funding for new technology is expensive and there may not be enough money in the budget
There is only one call light station for 3 different desk/counter areas, making it difficult to answer
People are under the impression that someone else will answer the phone, so no one answers the phone
Strengths and Weaknesses for each form of communication
Walkie talkies: Strengths: real time communication, cohesive because everyone hears what is being said to each other, affordable, user friendly
Weaknesses: Bulky, battery life, noise, patients can hear what is being said
Blue-tooth technology: Strengths: small, easily portable, current technology, confidentiality, less bother some, appears professional, evidence based practice is stating that this form of technology is the best form of communication
Weaknesses: cost, care of device, fragile, require training, dependent on technology to work,
Students were stationed at the call light phone and in each hallway. The time it took to answer the call phone was measured, and the time it took for someone to enter the patient’s room to fulfill their needs was measured. Students also recorded for each room if a staff member entered into every patient room every hour.
How long it took for call light to be answered (at call light answering station)
*WHO answered call light
How long it took to answer call light from answering station:
*Average (mean) response time: includes all data times
*Median: middle response time of collected data (another way to analyze response times; essentially, “outliers” are removed)
Time it took from call-light being answered (i.e. hung up at central answering station) to someone entering the patients room
*Average for each 30 min. increment
*Trendline indicates that as the day continues, response times to enter the patient(s) room increases
Uses number of active rooms (“off unit” not included for rounding)
The hallways with rooms 10-19 had the least amount of rooms checked for hourly rounding. It had a pattern where 3 of the rooms were missed more than twice in the 5 hour data collection period.
Emergent: Treat all lights as if it was a potential patient safety issue. You do not know why the patient is calling until you answer it.
Call number: if the nurse was to have his/her own phone or phone line, allowing the patient to have direct access to the phone number or code to call the nurse allows for direct communication
Empathy: During staff meetings have the staff sit on a bedpan or have a melting ice cube in their hand. This allows the nurse to feel what it is like to be a patient who is uncomfortable, which will create empathy. This can start to engage the staff in effective change theory.
Proactive: Purposeful hourly rounding, tell the patient when you will return
Including family: When including family members in the care of the patient, it can decrease call light usage and improve the family in caring for their loved one, which can improve care post-discharge
Standardized whiteboards: This displays the healthcare team for the day, it can have what the goals are for the day, what drugs the patient is taking, why they are taking them and when the next dose is due. This reduces the amount of times the patient uses the call light.
Day time hourly rounding is hourly, at night after 11 rounding should be every two hours (for stable, non-critical patients)
Stage one: One example includes pre-HCAHPS scores. These scores bring awareness to the problem.
Stage Two: They receive HCAHPS results and inform staff by posting them on their information boards and are available on the intranet. The floor focuses on one benchmark at a time. “Quiet Times” are the current focus on the medical-surgical floor.
Stage Four: Staff leaders (and Super-Users) should be involved in the training program to provide support to other staff.
Stage Five: Maintenance is achieved when nurses are properly utilizing equipment as part of their regular routine and they have accepted the change.