HSLC Chairs Goal Accomplishments
Presentation
Presented to:
CNE Coordinating Council, Executive Vice President and Chief
Operating Officer, Dennis Murphy; Dean Manheimer, Senior
Vice President, Human Resources; Jay Anderson, Vice President
for Operations and Quality
October 2009
CNE Coordinating Council Meeting
• Welcome Guests
•
Introduction and Announcements
• Shared Leadership Committee Structure
Shared Leadership Committee Structure
CNE Coordinating Council
Hospitalwide Shared Leadership Committees (HSLCs)
Nursing
Professional
Practice
Committee
Nursing Best
People &
Professional
Excellence
Committee
Nursing
Research &
EvidenceBased Practice
Committee
Nursing
Education &
Professional
Development
Committee
Nursing
Quality &
Patient Safety
Committee
Nursing
Technology
and Informatics
Committee
Departmental Shared Leadership Committees (DSLCs)
Unit-Based Committees
Nursing
Finance
Committee
Chief Nurse Executive Council
Shared Leadership Committee 2009 Accomplishments
October 13, 2009
Committee: Nursing Best People and Professional Excellence
Committee
Chair and Presenter: Sarah Buenaventura
Northwestern Memorial
Hospital
Committee:
Current Membership:
•
•
•
•
•
•
•
•
•
•
•
•
•
Maureen Slade, Director of Psychiatry/Medicine, Facilitator
Denise Anderson, Manager, Medicine
Sarah Buenaventura, Medicine, Chair
Rachel Johnson, Surgical, Co-chair
Jill Vargas, Psychiatry
Abby Jones, Neuro ICU
Deb Welch, Float Pool
Chris Maly, Case Management
Jason Patton, Interventional Radiology
Beth McCormick, Outpatient Surgery
Olga Beltran-Cortez, Human Resources
Kara Edgeworth, Labor and Delivery
Maggie Murphy, Emergency Department
Goals for FY 2009
1.
2.
3.
4.
5.
6.
7.
Advance Strategies that Promote a Healthy Work Environment,
including Healthcare Worker Fatigue and Take a Break projects.
Implement Retention Strategies including: New Hires Socialization
program; “Keep in Touch” program; Improving the PMP and Peer Review
process; Create an Optimum Work Environment for the Aging Work Force.
Develop a process for Communicating Current Career Path
Opportunities for nurses at NMH.
Develop a Plan to Foster Nurse Involvement in Professional
Organizations.
Review current status of eNursingNow at least twice annually and
make recommendations for improvement.
Develop global Strategies for Increasing Employee Engagement
Based on results of November Gallup Survey Results.
Provides leadership for Addressing Issues Identified in the Magnet
Gap Analysis.
Goal # 1 Implement Retention Strategies:
New Hires Socialization Program
•
Brief description of goal: Year long programming for newly hired nurses,
ages 21 – 30 yo. Pilot for new nurses hired between Dec. 2008 – February
2009, 11 mentors, 33 mentees
•
What strategies were implemented to meet goal?
–
–
–
–
•
Mentor program
Meets monthly for 6 months, then again at 9 month and 12 month marks.
6 hour day includes NMH presentation of important resources in morning, followed by a local community
activity in afternoon
Data was collected regarding program and its impact at 2, 4, 6 months, and will be for the 9 and 12 months
Impact/Outcomes
–
–
–
Reduce 1st year turnover by 50% (no one in program has left at 6 month mark)
Survey scoring on 4 point scale of how satisfied one is working at NMH (4 = most satisfied) is 3.9 mean for
all participants.
Feedback is transcending into the Habits for Excellence Orientation Program and new FY 2010 Goal for
Developing Departmental Social Committees
New Hires Socialization: Scavenger Hunt
Goal #2: Communicate NMH Career
Opportunities for nurses
•
Brief description of goal: In the absence of a career ladder, we wanted nurses to
see the range and depth of career development opportunities across the
organization.
•
What strategies were implemented to meet goal?
–
–
–
•
Committee members developed a comprehensive list of RN roles available to the NMH nurse and then categorized them using
the NMH framework based on Henderson
Decided that a pictorial diagram was the best way to communicate
Chose tree as the way to display opportunities as it represents a non-linear approach to self fulfillment and actualization. The
branches reflect the seven categories of: clinical practice, research, leadership, professionalism, quality, safety and education
that represent the foundation of nursing and are aligned with our hospital-wide shared leadership structure.
Impact/Outcomes: To communicate via eNursing Now and nursing webpage. Plan
to hyperlink categories on-line to more detailed information about each opportunity
Nursing Career Path Opportunities
Goal #3: Advance Strategies that Promote
a Healthy Work Environment: Take a
Break
Brief description of goal: Take a Break program is focused on assuring all nurses across NMH
consistently receives 30 minute meal breaks (uninterrupted).
•
•
•
•
•
What strategies were implemented to meet goal?
–
–
–
–
Presentations to all managers
Numerous surveys asking for staff nurses’/clinical coordinators’ feedback
Committee members coached units that reported inconsistencies
Chair and Facilitator rounded on these units to identify barriers and communicate best practices and share strategies
Impact/Outcomes: Nurses’ Week Survey May 2009-on Likert Scale, 60% of nurses responded
“frequently” or “almost always” receive a break, 65% had been educated on the importance of
taking meal breaks-cultural verses system barriers, i.e. feel “guilty”
September 2009 on-line poll question results: Almost 50% of nurses (out of 732 who responded)
report “frequently” or “almost always” receiving a 30-minute, uninterrupted break
Shared our literature review, survey results, impact and outcomes nationally at the National
Magnet Conference (October 2009); feedback to be incorporated into new committee goal in
2010
One of the five strategic nursing goals and objectives includes Creating a Healthy Practice
Environment
Example of “Take a Break” Survey
Why were these goals important to
committee members? What did we learn?
•
The theme of our committee has been to help create a healthy work
environment for our nurses. Committee members have been the initiators
and drivers of communicating our strategies and confronting barriers. This
goal is not only important to our hospital but is a nation-wide goal.
•
We have learned the importance of keeping these initiatives front and
center in order for sustained change to occur. We have continually
surveyed, obtained feedback, revised and implemented several different
strategies to complete our goals.
•
We have had the opportunity to participate with departments outside
patient care and with senior leadership to move our goals forward. Ie.
Nurses Week Committee Members, New Hires Socialization program,
Nurse Liaison program, Recognition Tool Kit, Shared posters at Magnet
Conferences at Rush Hospital, Chicago, IL and ANCC National Magnet
Conference in Louisville, KY.
FY 2010: What will our committee be
working on?
•
•
•
Continue our focus on Creating a Healthy Work
Environment for Nurses
Community Service Activities (engaging Nurse
Liaisons):
A) “Nursing as a Career” presentations to Chicago
Public
Schools
B) Nurses involvement in NMH sponsored activities
C) Develop a NMH affiliated, international nursing
project
Retention Strategies:
A) Implement Tenured Nurse Program
B) Plan and Implement Departmental Social
Questions or Comments?
Chief Nurse Executive Council
Shared Leadership Committee 2009
Accomplishments
October 13, 2009
Committee: Nursing Education and Professional
Development
Chair and Presenter: Margaret Duggan, R.N.,
B.S.N.
Objectives
• Review of Committee membership
• Review of FY 2009 Committee goals
• Review of additional FY 2009 projects
• Review of FY 2010 Committee Goals
Nursing Education and Professional
Development Committee (NEC) 2009
Membership
Margaret Duggan, Chair
Rebecca Harap, Co-Chair
Carol Payson, Facilitator
Audrey Benford
Helga Brake
Renee Catalano
Yalanda Comeaux
Princess Ivy
Linda Jones
Inne Kaumpungan
Madge Patyk
Pam Pfeifer
Diane Pokrovac
Karen Ray
Arutha Thompson
Heidi Wheeler
Sarah Witt
Overarching Goal
The NEC strives to provide NMH nurses with the
necessary tools and information to provide patients with
care that is…
Safe,
Effective,
Efficient, and
Patient-Centered.
Committee Goals
1.
2.
3.
4.
5.
6.
7.
Conduct annual educational needs assessment in
collaboration with the NM Academy
Provide leadership for addressing issues identified in
Magnet Gap Analysis
Monitor and evaluate the effectiveness of the NMH
Nursing Framework based on Virginia Henderson
Redesign the preceptor orientation process
Develop a plan for further advancing specialty
certifications
Evaluate the SNE and Back to Practice Programs and
make recommendations for improvement
Evaluate NMH’s on-boarding and nursing orientation
processes
Priority Goal: Annual Needs Assessment
Goal: Conduct an annual education needs assessment
in collaboration with the NM Academy.
The needs assessment answered two important
questions:
-What are the potential education needs of nurses?
-How do we know that it is truly an educational
need?
The findings were included in the FY 2010 hospital-wide
nursing education work plan.
Completed August 2009
Priority Goal: NMH Nursing Framework
Goal: Monitor and evaluate the effectiveness of the
NMH Nursing Framework based on Virginia Henderson
as it relates to professional development.
Education pieces for major roll-outs that are drafted by
the NEC will have a “why” component which will be
explained in terms of the NMH Nursing Framework
based on Virginia Henderson.
Completed April 2009
Additional FY 2009 Projects
• Development of monthly Staff Educator Forums
•
Standardizing nursing competency checklists
• The NEC has taken ownership of monthly on-line M&M
topics.
•
The NEC has taken ownership of compliance summary
forms for hospital-wide mandatory education
•
Continued AED education at hospital fairs
FY 2010 Goals
• Healthcare Education Fair
•
Continued discussion of how to better integrate
education into nurses’ daily workflow and improve
nurses’ participation in on-line educational modules and
other educational offerings
•
Continued discussion of how to make continuing
education units (CEUs) more available to nurses
•
Continued work on FY 2009 goals
Thank You!
Chief Nurse Executive Council
Shared Leadership Committee 2009 Accomplishments
October 13, 2009
Committee: Nursing Professional Practice Committee
Chair and Presenter: Rebekkah Beil, RN BSN
Northwestern Memorial
Hospital
Committee:
Membership:
• Stephanie Seburn, co-chair
• Carol Payson, Facilitator
• Daisy Abraham
• Dinna Barker
• Carol Burns
• Susan Collazo
• Katie Erickson
• Stephanie Musolf
• Kristen Pope
• Sandra Reiner
• Yvonne Rucker
• Jonna Burchett
• Kristen Geroulis
• Tamara Morgan
• Grace Tokarski
Goals for FY 2009
1. Provide leadership for addressing issues identified in the Magnet Gap
2.
3.
4.
5.
6.
7.
Analysis
Integrate the ANA Scope and Standards of Practice, Social Policy
Statement, and Code of Ethics into nursing practice at NMH.
Facilitate the plan to imbed the guiding principles of the NMH
Framework for Practice based on the work of Virginia Henderson to all
areas for nursing.
Facilitate the dissemination and imbed key principles from the Patient
Centered Care Model into nursing areas throughout NMH.
Advance nursing practice at NMH in relation to falls, pressure ulcer
prevalence, patient comfort, and mobility.
Lead the optimization of the IPC as the source of truth in the driver of
patient plan of care incorporating Case management as a key part of
the process.
Examine the efficacy of NMH’s nursing acuity system, which includes
reviewing staffing data as required by the Staffing by Acuity legislation
twice yearly.
# 1 Goal with High Impact!
•
Goal: Examine the efficacy of NMH’s nursing acuity system, which includes
reviewing staffing data as required by the Staffing by Patient Acuity legislation
twice yearly
•
Brief description of goal: Evaluate NMH acuity system; determine if new
system is needed
•
What strategies were implemented to meet goal?
- Quarterly updates on acuity data entered in Intragale
- Visit to Loyola and conference calls with two UHC institutions; evaluating
their systems and investigating possibility of adopting and applying at NMH
- Conducted literature search; investigating possibility of new system
- Data collection from all inpatient units, evaluating current tool and its
reliability
•
Impact/Outcomes
- Current system reliable when used properly
- Units who developed own acuity tool showed higher correlation of reliability
# 2 Goal with High Impact!
• Goal: Develop a new effective method to track and review policies.
• Brief description of goal: This goal was not a part of our original
•
•
fiscal year goals, but was something additional the committee felt
necessary to address.
What strategies were implemented to meet goal?
- Developed a color-coded spreadsheet to track all nursing policies
- Created a sub-committee, to review policies on their annual due
date
Impact/Outcomes
- Committee reviewed approximately 60 policies
- Committee functions with greater efficiency
Why were these goals important to
Committee Members? What Did You
Learn?
• The new policy review process has allowed the
•
•
committee to function more efficiently, allowing more
time to focus on our annual goals.
Our committee is responsible for the clinical practice of
the nurses here at NMH. We strive to ensure that our
current practice reflects that which is evidenced-based
and current in comparison to other UHC institutions.
We discovered several units with “best practices” that
can be applied house-wide.
FY 2010 On What will our Committee be
Working?
•
•
•
Utilize new sub-committee to assist with annual review
of policies.
Continue to build on work we have done with the acuity
system.
Integrate PCCM and Service Matters into practice by
incorporating them into policy development.
Questions or Comments?
Chief Nurse Executive Council
Shared Leadership Committee 2009 Accomplishments
October 13, 2009
Nursing Quality and Patient Safety
Chair: Katie Doyle
Co-Chair: Leslie Klemp
Facilitator: Ann Schramm
Northwestern Memorial
Hospital
Committee Members
Lauren Bealafeld, RN Float Pool
Carol Burke, APN Women’s Health
Dianna Doepp, RN Case Management
Karina Gonzalez, RN Neuro/Ortho
Donna Hawkins, RN Outpatient Radiology
Lynn Huber, RN Psychiatry
Jane Menendez, RN Surgical Services
Jeffrey Murphy, RN Emergency Department
Charlotte Patten, RN Oncology
Molly Reagan, RN Manager SICU
Kim Scholma, Risk Management
Goals for FY 2009
1.
2.
Develop annual quality plan and identify key indicators
for the dashboard.
Monitor nursing dashboard to ensure that goals/metrics
are consistently achieved and make recommendations
for new DMAIC teams based on identified quality
trends or issues.
3. Provide quality education and mentoring to advance
4.
5.
the work of the unit-based quality committees.
Explore ways to advance nursing quality through
developing a more interdisciplinary approach.
Provide leadership for addressing issues identified in
the Magnet Gap Analysis.
Nursing Dashboard & DMAIC
Goal #2-Monitoring the nursing dashboard to ensure that
goals/metrics are consistently achieved and make
recommendations for new DMAIC teams based on
identified quality trends or issues.
Nursing Dashboard & DMAIC
• Nurse sensitive indicators from the Quality dashboard
•
•
•
give us an opportunity to change and grow.
When an area for improvement is identified, a group of
experts are gathered to form a DMAIC team.
The DMAIC team reports to NQ&PS the work they have
accomplished and further goals they may have.
If the DMAIC team suggests change to procedure or
policy they seek the appropriate Nursing Committee for
approval.
F Y09 GLOB A L M ET R IC S
M ET R IC T YP E B A SELIN E GOA L
SEP
OC T
N OV
Q1
D EC
JA N
F EB
Q2
M AR AP R M AY
0.19
0.29
0.31
0.26
0.42
0.25
0.32
0.33
95-100% 99%
N/A
N/A
99%
100%
N/A
N/A
100% 99.1%
Q3
JUN
0.34
C ardiac/ R espirato ry A rrests
Cardiac/ respiratory arrests (# of preventable nonICU arrests/ non-ICU patient days)*1,000
Outcome
0.29
0.29
0.34
0.20
0.19
0.24
N/A
N/A
96.8% TBD
P ressure Ulcers
Compliance with Braden assessment
# of Stage 3, 4 reportable nosocomial pressure
ulcers
% of Nosocomial Pressure ulcers
Process
Outcome
99%
7
0
5
N/A
N/A
5
7
N/A
N/A
7
3
N/A
N/A
3
5
Outcome
7.88%
3.62%
8.3%
N/A
N/A
8.3%
8.3%
N/A
N/A
8.3%
5.2%
N/A
N/A
5.2%
4.3%
99%
95-100% 100%
100%
98%
99%
95%
100%
96%
97%
99%
100%
100%
100%
100%
F alls
Falls- % interventions implemented on strict fall
patients
Call light rate (# call lights/ patient days)
Process
Process
13.89
M onitor
8.28
5.14
8.67
7.33
9.30
8.42
8.98
8.89
8.71
8.70
8.94
8.78
9.64
Fall Rate (# of falls/ patient days)* 1,000
Outcome
3.0
2.4
2.1
3.5
3.2
3.0
2.9
3.6
2.7
3.0
2.4
2.7
2.4
2.6
2.3
Falls with serious reportable injuries
Outcome
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
Inpatient admission med rec compliance
Outcome
92%
95-100% 96%
96%
Inpatient discharge med rec compliance
Outcome
96%
95-100% 97%
94%
High Risk "Clean your Hands" Compliance (Overall
Observations9 units)
"Clean your Hands"
Compliance (All Nursing Units)
Outcome
76%
95-100% 68%
70%
Outcome
N/A
95-100% 68%
70%
96%
95-100% 100%
100%
98%
93%
95-100% 95%
96%
86%
95-100% 94%
N/A
95-100% 95%
P atient Safety
C o mpliance with C A P , Smo king C essatio n
and C H F Educ
Compliance with d/c instruction documentation on Process
CHF
patientswith administration and documentation Process
Compliance
of pneumococcal vaccinations
Process
Compliance with 6 hours to antibiotics
Process
Compliance with Leapfrog CABG
No longer collected
74%
70%
64%
74%
74%
71%
72%
73%
79%
75%
77%
71%
66%
65%
66%
70%
73%
79%
74%
77%
99%
100%
99%
99%
99%
92%
94%
94%
93%
97%
91%
95%
96%
96%
94%
95%
97%
84%
88%
90%
97%
93%
88%
92%
94%
100%
91%
95%
97%
95%
95%
96%
91%
83%
92%
93%
100%
92%
85%
92%
86%
83%
94%
90%
89%
95-100% 100.0% 100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Compliance with distribution of smoking cessation
information
P atient Satisfactio n (Inpatient)*
Process
100%
COM PETENCE (Very Good %)
Outcome
60%
61.7%
63.2% 60.1% 54.9% 59.4% 56.5% 64.3% 60.1% 60.3% 60.0% 56.5% 56.0% 57.5% 54.0%
COM PASSION (Very Good %)
Outcome
64%
61.7%
60.1% 62.7% 59.5% 60.8% 60.0% 66.1% 62.5% 62.9% 62.4% 59.0% 59.0% 60.1% 57.9%
CONVENIENCE (Very Good %)
Outcome
50%
61.7%
48.2% 46.4% 44.8% 46.5% 46.2% 60.1% 48.0% 51.4% 46.5% 45.5% 45.3% 45.8% 43.9%
COURTESY (Very Good %)
P ro fessio nal P ractice
Outcome
65%
61.7%
63.5% 64.6% 59.5% 62.5% 63.7% 73.0% 64.9% 67.2% 61.7% 61.1% 61.5% 61.4% 60.1%
Nursing Voluntary Turnover (All Nursing)
Outcome
9.0%
<10%
N/A
N/A
N/A
8.74% N/A
N/A
N/A
8.88% N/A
N/A
N/A
7.58% N/A
Unit - based Quality Committees
• Goal #3- Provide quality education and mentoring to
•
advance the work of the unit-based quality committees.
Unit QC play vital role in improving the dashboards and
evoking change among the culture and practice at NMH.
•
•
•
Mentorship Role from NQ&PS
Monthly education sessions
Toolkit and Guidelines
Unit - based Quality Committees
•
All inpatient units have Quality Committees and we are
working with outpatient departments and hospital based
clinics to form new Quality Committees.
Relevance of Goals
• Areas for growth and improvement were identified.
• Importance of Quality in every aspect of the hospital.
• Nursing involvement in the interdisciplinary approach to
patient safety and satisfaction
Goals for FY10
• Strengthen structure and function of unit based quality
•
•
•
•
committees.
Monitor nursing dashboard with focus on outcome
measures related to PCCM.
Define and implement strategies that foster
interdepartmental unit quality committee sharing and
leadership.
Provide leadership to unit quality committees for
addressing nursing recognition and retention.
Process owner of Nursing Quality Peer Review.
Questions or Comments?
Chief Nurse Executive Council
Shared Leadership Committee 2009 Accomplishments
October 13, 2009
Committee: Nursing Research and Evidence-Based Practice
Chair and Presenter: Becky Schuetz, RN-BC, BSN
Northwestern Memorial
Hospital
Committee
Membership:
• Becky Schuetz, Chair – CVT
• Jill Rogers, Facilitator –
Professional Practice and
Development
•
•
•
•
•
Pat Brown – Neuro/Ortho
Ashley Currier – Urology/Surgery
Barb Gobel – Oncology
Byron Lindsay – Neuro/Ortho ICU
Semico Miller – Rapid Response
Team
• Linda Morris – Respiratory Care
• Mary Jo Nutter – Office of Research
• Nathan Payne – Interventional
Radiology
•
•
•
•
Diane Peters – PWH-OB/PP
Richard Ray – Psychiatry
Elizabeth Tadina – GCRC
Scott Thomson – Health Learning
Center
• Nadya Valdovinos – Emergency
Department
• Fran Vlasses – Research Consultant
• Rhonda Abdullah – Oncology
• Nancy Seitz – Professional Practice
and Development
Goals for FY 2009
1. Drive a culture of inquiry for nursing across the organization
2. Identify the supports needed to imbed the Rosswurm and Larrabee
Model into nursing practice across the organization
3. Develop and oversee a plan for evidence-based initiatives at the
departmental level
4. Plan and implement the annual Nursing Research & EvidenceBased Practice Symposium
5. Monitor and evaluate the Research and Evidence-Based Practice
Lunch and Learn Series
6. Monitor progress on the Research Strategic Plan
7. Provide leadership for addressing issues identified in the Magnet
Gap Analysis
# 1 Goal with High Impact!
• Goal: Education
• Brief description of goal: Create a culture of inquiry, educate nurses on
many aspects of research (process, how to disseminate results, how to use
our HLC), and offer education in regard to the Chapman Scholar projects
• What strategies were implemented to meet goal?





Culture of Inquiry sessions for Managers/Directors
NR&EBP: A Nurse’s Guide courses
Research Lunch & Learn sessions
Chapman Scholar mentoring sessions
Resource Sheet
• Impact/outcomes
–
–
Attendance & feedback
8 Chapman Scholars
# 2 Goal with High Impact!
• Goal: Monitor progress on the Research Strategic Plan
• Brief description of goal: Review the Strategic Plan to monitor identified
tactics and progress towards goals
• What strategies were implemented to meet goal?
–
–
–
–
Regularly review the Research Strategic Plan
Received increased funding from The Woman’s Board
NMH participation in the Titler Falls Study, an external multi-site study
Implementation of policies (review of all nursing studies & credentials
of PIs for nursing studies)
• Impact/Outcomes
–
–
–
–
12 nursing studies were implemented
17 nurses were appointed Data Collectors
Increase in CITI-trained nurses
6 nurses were appointed Principal Investigators
Why were these goals important to Committee
Members? What Did You Learn?
•
By incorporating evidence-based practice into our NMH
guidelines/policies, we are providing the best care for our
patients
•
By creating a culture of inquiry, nurses will be more likely to
question and change practice, and managers/directors will
encourage this thinking
•
Building an infrastructure to support the advancement of
nursing research and evidence-based practice provides
mentoring, education, and resources for nurses
•
We have learned nurses lack the knowledge of research
resources, so we felt it was our responsibility to educate and
make those resources more visible to encourage research
FY 2010 On What will our Committee be
Working?
1. Continue with the goal of driving a culture of inquiry for nursing
across the organization
2. Expand knowledge and use of the Rosswurm and Larrabee
Model
3. Complete 2 departmental evidence-based practice projects
4. Plan and implement the 4th Annual Nursing Research
Symposium
5. Hold the Research Lunch & Learn sessions and evaluate
results at the end of the year
6. Continue to increase the number of nursing research and
evidence-based practice studies conducted at NMH
Questions or Comments?
Chief Nurse Executive Council
Shared Leadership Committee 2009 Accomplishments
October 13, 2009
Nursing Technology and Informatics
Chair: Katie Linn
Co-Chair/Presenter: Sarah Frazer
Northwestern Memorial
Hospital
Committee:
Katie Linn- Chair-Surgical Stepdown
Sarah Frazer- Co-Chair- MICU
Julie Garrett- Manager MICU
Pam Clark- IR
Brianne Condron- Prentice Float Pool
Katie Dejuras- CIS
Yeng Elano- Oncology
Socorro Feliciano- Float Pool
Nancy Kreider- IS
Joanna Lamott- ED
Donna Morrison- Surgical Services
Sheila O’Brien- Clinical Systems
Julie Oldenberg-Surgical Stepdown
Salina Schrump-GI Lab
Joy Springer- CNS
Deborah Yracheta-Case Management
Goals for FY 2009
1. Determine technology solutions to facilitate communication of
2.
3.
4.
5.
6.
committee activities so that there is effective discussion related to
committee work.
Develop a process to evaluate the tasking function in the electronic
health record (EHR) in relation to critical thinking and decision
making at the bedside.
Evaluate clinical effectiveness of existing and future technology
supporting patient care.
Evaluate and assist with implementation of new technology for
nursing as needed.
Collaborate with the Practice Committee to enhance electronic
tools to communicate and document the interdisciplinary plan of
care.
Provide leadership for addressing issues identified in the Magnet
Gap Analysis.
# 1 Goal with High Impact!
•
Goal:
•
Brief description of goal:
•
•
Evaluate clinical effectiveness of existing and future technology to
support patient care
Develop and implement a framework to
evaluate the impact of technology on nursing practice.
What strategies were implemented to meet goal? Lit
review used to develop a tool to evaluate individual technology projects
based on if the CIS is used, if it make a difference in quality of care,
clinician workflow or business decision making and if the change is related
to the technology implemented.
Impact/Outcomes:
Currently we have evaluated five systems to
assess the effectiveness in promoting clinical practice with targeted clinical
outcomes through the utilization of the clinical information system
framework. We will continue to evaluate new and currently used
technology with our framework.
Ranking Scheme – Benefits Realization
Rank
Population
Outcomes
CIS
contribution to
outcomes
1
Limited use
impacting < 25% of
population
No harm averted,
minor efficiency or
cost savings
achieved
Small CIS
contribution
2
Moderate use
impacting 50% of
population
Minor harm averted,
moderate efficiency
or cost efficiency
CIS plus other
approaches
Transferability to
other centers,
Maximum use
serious harm
Entirely related to
3
impacting 95 - 100%
averted, major
CIS
of population
efficiency
BRN = Population Rankimprovement,
x Outcomesmajor
Rank x CIS Rank
# 2 Goal with High Impact!
•
Goal: Provide leadership for addressing issues identified in the
•
Brief description of goal: Address impact of informatics and
•
•
Magnet Gap Analysis.
technology on nursing autonomy and interdisciplinary relationships.
What strategies were implemented to meet goal?
Identified areas for communication to nurses and created hot topics
for the SLCs and Powerchart pointers, between nurses in report
and created the med/surg electronic SBAR, and among disciplines
and created a more informative interdisciplinary plan of care (IPC).
Impact/Outcomes: The electronic SBAR has provided continuity
of care between nurses. More specialty SBARs are being created
due to the positive feedback of the med/surg nurses. The IPC is
being piloted and improvements have been made based on
feedback from the pilot unit.
Nursing SBAR - Situation
Nursing SBAR - Background
Nursing SBAR - Assessment &
Recommendation
IPC
Why were these goals important to
Committee Members? What Did You
Learn?
• Our committee’s focus is to identify, implement and
•
evaluate technology that will improve communication
and nursing workflow and support critical thinking and
decision-making at the bedside to lead to improved
patient outcomes.
We have learned the importance of nursing input to
improve communication and determine the role of
technology in enhancing patient care in an increasingly
complex care environment.
FY 2010 Work for the Committee
Utilize technology to increase the efficiency and
effectiveness of nurses at the bedside
•
•
•
Identify, evaluate and implement technology to increase
the effectiveness of nurses at the bedside
Identify and utilize technological solutions to support
critical thinking and decision making at the bedside.
Evaluate technology solutions to support safer
medication administration.
Questions or Comments?