Quality Nurse Champion
• 質の看護婦のチャンピオン
Objectives
• Infuse quality into the culture of ARMC
• Achieve Top Hospital status in the
implementation of Best Practice Guidelines
• Provide leadership in the education and
implementation of Quality projects, to
include Core Measure guidelines, 100,000
Lives Campaign initiatives, and identified
Performance Improvement activities.
Definition
• A Quality Nurse Champion is a Registered
Nurse from ICU/PCU, Surgical Services,
Emergency Department and two medicalsurgical floors who will actively participate
and engage other associates in
accomplishing the goals of Quality projects.
Each QNC will commit four hours per
month to this role in areas identified by the
Quality Outcomes Management Department
Justification
Physician Champions have been identified
and utilized since the beginning of our
commitment to the Core Measure initiatives
and have proven to be a catalyst to positive
change in physician practices.
MD Driven Measure
Utilizing the Quality Nurse Champion we
hope to demonstrate the same positive
catalyst effect on nurse-driven quality
outcomes.
Nurse Driven Measure
CHF - All Discharge Instructions
100
90
80
71
70
60
50
50
42
39
38
Jul-Sep 2004
Oct-Dec 2004
54
40
30
20
10
0
Jan-Mar 2004
Apr-Jun 2004
Jan-Mar 2005
Apr-Jun 2005
By 2007, full financial implications will be realized
on a per hospital basis. This impact will be
based on 2006 compliance percentages; time has
become a critical component for implementing
change.
The Quality Nurse Champion can bridge the
knowledge gap between the nurses working at the
core of the process and those currently leading the
Core Measure Initiatives.
The Quality Nurse Champion will have the
opportunity to develop a keener
understanding and sense of ownership for
hospital strategic initiatives while
developing leadership skills.
Implementation:
Opportunities and eligibility requirements of the
QNC position will be advertised in the Employee
Newsletter and on the elevators.
Application process will be similar to that done for
the Ambassador Program (actual application to be
developed).
The QOM staff will review potential candidates with
the nurse management prior to the interview
process.
A special hospital badge identifying them as a 2006
Quality Nurse Champion will recognize selected
staff.
QOM will provide preceptorship and role orientation
in addition to ongoing evaluation of role
effectiveness
The QNC will maintain this role for a twelve-month
period followed by program and participant
evaluations
QOM will determine the specific assignments for
each QNC on a monthly basis and provide
individual calendars of scheduled activities
QNC may be full or part-time, but total hours should
not exceed 40 hours per week. The 4-hour time
commitment should be above his/her regular work
hours.
The time commitment will be scheduled separately
from the nurses time on the unit; experience has
shown that assigning an additional area of focus
while also staffing the unit is unsuccessful.
Hours will be attributed to cost centers per
administrative direction.
Participation as a QNC will become part of
employee’s annual evaluation
Recognition at Annual Associate Celebration
Banquet
Timeline
: October and November-applications and
selection
: December-education
: January- implementation
Assignments and Role
Description
The QNC will be an active participant in PI teams
associated with their individual units related to the
Core Measures or 100k Lives campaign.
The QNC will assist in the education of staff on
Quality Improvement activities. This will include
policy and procedure changes, sharing knowledge
of the impact that the quality indicators have on
the hospital from a quality as well as financial
perspective.
The QNC will participate in chart audits related to
Core Measures and other quality improvement
activities.
The QNC will act as a liaison between the quality
department and the individual nursing units to
identify areas of focus to accomplish goals.
The QNC will write an article for the employee
newsletter related to a quality improvement
activity with which they have been involved.
• The only sustainable process is one that participants believe in…The
best way to create vision and understanding is to directly involve
participants in improving the process.
-IHI Going Lean in Health Care