The document describes a planned quality pilot project to design and implement shared care teams at a hospice organization. Key points:
- The project will create two pilot shared care teams consisting of a nurse, social worker, chaplain and aide to share patient workload and responsibilities.
- Shared care involves interdisciplinary teams working together to provide holistic care, with all members aware of patient needs and goals. It aims to improve coordination, clinical care, efficiency and satisfaction.
- The pilot teams will receive training and be evaluated over three months on outcomes like quality of care, addressing staff issues, and employee satisfaction. Meetings will refine expectations and monitor progress.
The document describes a shared care planning program in New Zealand that aims to improve health outcomes through integrated care, shared access to patient information, and the use of technology. The program provides a shared care record and communication tools to enable coordinated care across providers. Early results show increased communication and task coordination among care teams, as well as improved care plan development. Recommendations include establishing clear governance, understanding funding models, and taking an iterative approach to technology and workflow refinements.
OPENPediatrics: Improving Pediatric Care WorldwideBCcampus
油
Each year, 6 million children die from preventable causes, more than the population of Boston. OPENPediatrics was launched in 2014 to improve pediatric care worldwide by providing an open-access online library of medical education resources. It has grown significantly, with over 450,000 resources shared across 1,171 hospitals in 129 countries. User feedback indicates the materials have helped reduce infection rates and save lives by improving understanding of best practices. The organizers aim to continue expanding the community and types of resources provided, including for nurses, parents and continuing medical education.
- Only About Children (Oac) is Australia's leading provider of early learning and education for children aged 0-6 years.
- Oac embraces a holistic 21st century approach to high quality early learning focused on education, health, wellbeing, and nutrition.
- Oac's dedicated educators lead programs from newborn care through to school readiness using Oac's unique educational curriculum called Oac Grow.
This project aimed to improve pediatric care coordination between primary care physicians and three specialty practices (neurology, orthopedics, pulmonology) in Michigan. The project focused on five areas: referral guidelines, records transfer, communication modalities, referral management workflows, and co-management protocols. Outcomes after one year showed improvements in access such as decreased wait times, fewer denied referrals, and increased patient and physician satisfaction. The project demonstrated how integrating care across specialties can help reduce barriers to specialty access.
Right care shared-decision-making-core-clinical-presentation-23-march2011ian.mckinnell
油
Shared decision making is a process where patients are active partners with clinicians in making healthcare decisions. It is appropriate when there are multiple treatment options and can help patients better manage long-term conditions. Patients want more involvement in their care and choice of treatments. However, shared decision making is not widely practiced. Using decision aids and support can help patients make informed choices that align with their values and preferences, while reducing unnecessary treatment. The NHS aims to make shared decision making the norm so that no decision is made about a patient without their input.
Working multisectorally to improve maternal and child nutrition in India: Odi...POSHAN-IFPRI
油
The document summarizes Odisha's strategies for improving maternal and child nutrition through multisectoral collaboration. Key strategies include strengthening delivery systems like ICDS, collaborating across sectors like health and agriculture, decentralizing nutrition programs through self-help groups, and targeting vulnerable groups in high burden districts through district-specific planning. Mechanisms for convergence include nutrition councils, joint monitoring committees, and engaging communities through mothers' committees and growth monitoring. The impact of these efforts is seen in improved indicators for infant and young child feeding practices, immunization coverage, and reduced malnutrition according to survey data.
The document discusses Third Screen Media's mobile advertising opportunities. It provides an overview of the mobile market and its growth. It then describes TSM's mobile advertising platform, which includes their ad network, AOL Mobile, and carrier on-deck advertising with Verizon Wireless and Virgin Mobile. It discusses mobile ad formats, measurement capabilities, and sample campaign results and proposals.
This document discusses strategies for implementing a successful family centered care course. It begins with an overview of why the course was designed, including a nursing survey that found a strong desire to adopt family centered care concepts but little existing content in nursing school curriculums. A course planning committee was formed that included patients, families, nurses and other healthcare professionals. The course objectives are outlined which aim to enhance communication and partnerships between patients, families and providers. The course consists of 4 modules including an introductory online module and 3 interactive in-person sessions covering topics like caring for families in crisis. The document reviews benefits of family centered care like improved outcomes and satisfaction. Organizational changes needed to fully adopt this model are also discussed.
This document summarizes a meeting between representatives of Patient Participation Groups (PPGs) and the NHS Oldham Clinical Commissioning Group (CCG). The meeting celebrated the achievements of PPGs in involving patients and helped the groups understand their level of maturity. A self-audit exercise found that about half of the groups were considered "mature". The groups discussed how to better support each other through networking and information sharing. They also discussed how PPGs can influence clinical commissioning at the CCG, such as by feeding information via practices or directly. The CCG committed to providing guidance and administrative support to help PPGs develop further.
Mid Yorkshire Hospitals- Improving end of life care experience- PEN 2017RuthEvansPEN
油
The initiative aimed to improve end of life care experiences by ensuring staff had easy access to dignity items and information for families based on what matters most to patients. They developed a resource capturing multiple comfort items in one space and trialled it on an acute respiratory ward where most patients are palliative. They gained support from various departments and volunteers. Outcomes included positive patient and family feedback, staff finding it released time to care and standardized their approach, and reduction in stock levels.
Mid Yorkshire Hospitals- Improving end of life care experience- PEN 2017RuthEvansPEN
油
The initiative aimed to improve end of life care experiences by developing a centralized resource of dignity items and information for patients, families, and staff based on feedback. They trialled this approach on an acute respiratory ward where most patients were palliative. The resource included comfort packs, mouth care items, property bags, and informational posters and leaflets. Outcomes included positive patient and family experience feedback, as well as staff comments about increased organization and time savings which allowed staff to spend more time with patients. Overall the initiative helped standardize and improve end of life care experiences.
Personal Health Budgets and Continuing HealthcareMS Trust
油
This document provides information about personal health budgets and continuing healthcare. It begins with an overview of personal health budgets, including findings from a national pilot that showed benefits for quality of life, wellbeing and cost effectiveness. The document then discusses the case of "Dave", who has multiple sclerosis and received a personal health budget, and how it improved his independence, care consistency, social activities, pain control and more. It also provides details on the process for personal health budgets and continuing healthcare assessments and eligibility. Breakout session examples discuss cases and whether individuals would qualify for continuing healthcare assessments.
Dr Ian Sturgess: Optimising patient journeysNuffield Trust
油
This document discusses optimizing patient flow through emergency care by segmenting patients into categories based on length of stay and clinical needs. It advocates using expected date of discharge and clinical criteria for discharge as goals to coordinate care and discharge planning. Key steps include allocating patients early to specialty teams, standardizing care pathways, minimizing handovers, and conducting daily board rounds to focus on constraints and moving patients smoothly through their care. The overall aim is to get patients home safely and faster while improving outcomes.
Transition of Patient from Hospital to Home/Next Level of CareKaiser Permanente
油
A unique opportunity is available when caring for our patients and families experiencing end of life decisions. Authentic presence, listening, and problem solving empower our patients along their journey.
This document provides a supervisor's policies and procedures manual for a family birthing center. It outlines the responsibilities and expectations of supervisors which include providing excellent patient care, maintaining security measures, conducting seminars, coaching subordinates, and building team unity. It also covers topics like communication skills, hiring practices, complaints, grievances, performance evaluations, staff development, managing conflict and negative behaviors, workplace safety, and characteristics of violence-prone individuals. The goal is to acquaint new supervisors with the policies and procedures to effectively manage the family birthing department.
This document provides a supervisor's policies and procedures manual for a family birthing center. It outlines the responsibilities and expectations of supervisors which include providing excellent patient care, managing staffing levels, and ensuring security measures are followed. It also details policies around hiring, complaints, performance evaluations, developing customer service, and maintaining workplace safety. Supervisors are expected to attend monthly seminars, properly handle any conflicts or confrontations, and counsel employees when needed.
This document discusses end of life planning and the tool "Think Ahead". It describes several studies conducted to evaluate the acceptability and usefulness of "Think Ahead" for patients. The studies found that individuals are capable of engaging with end of life planning, and that "Think Ahead" is a useful tool for this. General practice was also found to be a suitable environment to address end of life planning with patients. The document encourages discussing end of life planning routinely with older patients and those with significant diagnoses.
Chief Allied Health Professions Officers Conference 2016
Workshop 3: Integrated Care Chair Lindsey Hughes
iCares population based delivery of care. Ruth Williams, Clinical Directorate Lead, Community and Therapies Clinical Group. Sandwell and West Birmingham Hospitals NHS Trust.
This document outlines how nurse-led clinics can be established in general practices to manage preventative health and chronic disease care through a team-based approach. It discusses recruiting target patient populations, conducting assessments, developing care plans, involving GPs, using software and templates, billing appropriately, and establishing recall systems. The goals are to expand services, improve outcomes, and utilize nurses' clinical expertise while enhancing practices' competitiveness. Close collaboration between nurses and GPs is emphasized.
Seven Day Services Regional Sharing and Learning Event - North Region, 15 Sep...NHS England
油
Seven Day Services Regional Sharing and Learning Event North Region Manchester
際際滷s 1-18 Aintree University Hospitals NHS FT
際際滷s 19-40 Calderdale and Huddersfield NHS FT
際際滷s 41-55 Leeds Teaching Hospitals NHS FT
際際滷s 56-72 The Newcastle upon Tyne Hospitals NHS FT
際際滷s 73-95 Northumbria Healthcare NHS FT
際際滷s 96-103 Sheffield Childrens NHS FT
際際滷s 104-117 Sheffield Teaching Hospitals NHS FT
際際滷s 118-144 SYMYND Working Together Partnership
際際滷s 145-155 University Hospitals of South Manchester NHS FT
Communication using the SBAR tool, Patient Safety Team, NHS Improving Quality,
more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
This document summarizes a health science internship completed at Grand Strand Regional Medical Center in the speech therapy department. The internship lasted from May to July 2016 and provided the intern with experience observing evaluations, treatments, and procedures. Through observing and assisting, the intern gained knowledge on common diagnoses and treatment approaches. The intern also completed various projects during the internship, including case studies, educational materials, and a study guide for future interns. The internship experience reinforced the intern's goal of becoming a speech language pathologist.
A service improvement focused on frailty using an R&D approach, pop up uni, 3...NHS England
油
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 贈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
The document discusses the importance of research in improving patient care, teaching, and other missions of the emergency medicine department. It provides examples of questions that could be answered through research, such as whether new policies and procedures actually improve outcomes, and how to ensure research studies use proper methodology to obtain reliable evidence. The document emphasizes applying scientific principles and ethics when conducting research with human subjects.
This document summarizes an ED director's presentation on using Lean principles and processes to drive cultural change and improve performance in the emergency department. The director discusses how their hospital used Lean interventions like value stream mapping, Kaizen events, and daily huddles to reduce wait times, lengths of stay, and improve patient satisfaction. Targets were set to reduce admission throughput time to under 60 minutes and get overall ED length of stay under 3 hours. Through engaging staff and continuous improvement efforts over several years, they were able to meet these goals and see patient satisfaction rankings rise from the 50s to the 90s percentile.
This document provides an overview of the operations and roles within a healthcare business called Chagrin Falls Leadership. It describes the organizational structure and various clinical, administrative, and patient-facing roles. These include patient intake, medication management, shipping/receiving, a canine therapy dog program, and the patient service representative role. It also discusses the focus on compassionate care and how the experience benefited the author's understanding of healthcare leadership and communication.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Pooled referrals are quickly becoming a very popular choice among patients being referred to a specialist. Some Saskatchewan specialists that are using pooled referrals are reducing patient wait times by as much as a half.
Better Care
Corrine Jabs
This document discusses trends in outpatient orthopedic surgery and rehabilitation, the current structure and services of Wake Forest University Baptist Medical Center's sports medicine program, operational performance metrics, competitors, and recommendations for marketing strategies. Specifically, it notes growing demand for outpatient services, the sports medicine program's current clinics and outreach, opportunities to expand capacity, positioning in niche markets, competitor Forsyth Medical Center's program, and strategies for building brand identification and market share through athlete-focused marketing and community sponsorships.
This document summarizes Carol Gray's experience in strategic planning and her work facilitating strategic planning processes at various organizations. It outlines her employment history from 1995-2005 at institutions including Appalachian State University, UNC, and Wake Forest Baptist Medical Center. The document then details some of the specific strategic planning projects and processes she has led, including those related to behavioral health, sports medicine, oncology, and growth strategies. It provides examples of the multi-phase approaches and criteria used in these strategic planning initiatives.
This document summarizes a meeting between representatives of Patient Participation Groups (PPGs) and the NHS Oldham Clinical Commissioning Group (CCG). The meeting celebrated the achievements of PPGs in involving patients and helped the groups understand their level of maturity. A self-audit exercise found that about half of the groups were considered "mature". The groups discussed how to better support each other through networking and information sharing. They also discussed how PPGs can influence clinical commissioning at the CCG, such as by feeding information via practices or directly. The CCG committed to providing guidance and administrative support to help PPGs develop further.
Mid Yorkshire Hospitals- Improving end of life care experience- PEN 2017RuthEvansPEN
油
The initiative aimed to improve end of life care experiences by ensuring staff had easy access to dignity items and information for families based on what matters most to patients. They developed a resource capturing multiple comfort items in one space and trialled it on an acute respiratory ward where most patients are palliative. They gained support from various departments and volunteers. Outcomes included positive patient and family feedback, staff finding it released time to care and standardized their approach, and reduction in stock levels.
Mid Yorkshire Hospitals- Improving end of life care experience- PEN 2017RuthEvansPEN
油
The initiative aimed to improve end of life care experiences by developing a centralized resource of dignity items and information for patients, families, and staff based on feedback. They trialled this approach on an acute respiratory ward where most patients were palliative. The resource included comfort packs, mouth care items, property bags, and informational posters and leaflets. Outcomes included positive patient and family experience feedback, as well as staff comments about increased organization and time savings which allowed staff to spend more time with patients. Overall the initiative helped standardize and improve end of life care experiences.
Personal Health Budgets and Continuing HealthcareMS Trust
油
This document provides information about personal health budgets and continuing healthcare. It begins with an overview of personal health budgets, including findings from a national pilot that showed benefits for quality of life, wellbeing and cost effectiveness. The document then discusses the case of "Dave", who has multiple sclerosis and received a personal health budget, and how it improved his independence, care consistency, social activities, pain control and more. It also provides details on the process for personal health budgets and continuing healthcare assessments and eligibility. Breakout session examples discuss cases and whether individuals would qualify for continuing healthcare assessments.
Dr Ian Sturgess: Optimising patient journeysNuffield Trust
油
This document discusses optimizing patient flow through emergency care by segmenting patients into categories based on length of stay and clinical needs. It advocates using expected date of discharge and clinical criteria for discharge as goals to coordinate care and discharge planning. Key steps include allocating patients early to specialty teams, standardizing care pathways, minimizing handovers, and conducting daily board rounds to focus on constraints and moving patients smoothly through their care. The overall aim is to get patients home safely and faster while improving outcomes.
Transition of Patient from Hospital to Home/Next Level of CareKaiser Permanente
油
A unique opportunity is available when caring for our patients and families experiencing end of life decisions. Authentic presence, listening, and problem solving empower our patients along their journey.
This document provides a supervisor's policies and procedures manual for a family birthing center. It outlines the responsibilities and expectations of supervisors which include providing excellent patient care, maintaining security measures, conducting seminars, coaching subordinates, and building team unity. It also covers topics like communication skills, hiring practices, complaints, grievances, performance evaluations, staff development, managing conflict and negative behaviors, workplace safety, and characteristics of violence-prone individuals. The goal is to acquaint new supervisors with the policies and procedures to effectively manage the family birthing department.
This document provides a supervisor's policies and procedures manual for a family birthing center. It outlines the responsibilities and expectations of supervisors which include providing excellent patient care, managing staffing levels, and ensuring security measures are followed. It also details policies around hiring, complaints, performance evaluations, developing customer service, and maintaining workplace safety. Supervisors are expected to attend monthly seminars, properly handle any conflicts or confrontations, and counsel employees when needed.
This document discusses end of life planning and the tool "Think Ahead". It describes several studies conducted to evaluate the acceptability and usefulness of "Think Ahead" for patients. The studies found that individuals are capable of engaging with end of life planning, and that "Think Ahead" is a useful tool for this. General practice was also found to be a suitable environment to address end of life planning with patients. The document encourages discussing end of life planning routinely with older patients and those with significant diagnoses.
Chief Allied Health Professions Officers Conference 2016
Workshop 3: Integrated Care Chair Lindsey Hughes
iCares population based delivery of care. Ruth Williams, Clinical Directorate Lead, Community and Therapies Clinical Group. Sandwell and West Birmingham Hospitals NHS Trust.
This document outlines how nurse-led clinics can be established in general practices to manage preventative health and chronic disease care through a team-based approach. It discusses recruiting target patient populations, conducting assessments, developing care plans, involving GPs, using software and templates, billing appropriately, and establishing recall systems. The goals are to expand services, improve outcomes, and utilize nurses' clinical expertise while enhancing practices' competitiveness. Close collaboration between nurses and GPs is emphasized.
Seven Day Services Regional Sharing and Learning Event - North Region, 15 Sep...NHS England
油
Seven Day Services Regional Sharing and Learning Event North Region Manchester
際際滷s 1-18 Aintree University Hospitals NHS FT
際際滷s 19-40 Calderdale and Huddersfield NHS FT
際際滷s 41-55 Leeds Teaching Hospitals NHS FT
際際滷s 56-72 The Newcastle upon Tyne Hospitals NHS FT
際際滷s 73-95 Northumbria Healthcare NHS FT
際際滷s 96-103 Sheffield Childrens NHS FT
際際滷s 104-117 Sheffield Teaching Hospitals NHS FT
際際滷s 118-144 SYMYND Working Together Partnership
際際滷s 145-155 University Hospitals of South Manchester NHS FT
Communication using the SBAR tool, Patient Safety Team, NHS Improving Quality,
more at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
This document summarizes a health science internship completed at Grand Strand Regional Medical Center in the speech therapy department. The internship lasted from May to July 2016 and provided the intern with experience observing evaluations, treatments, and procedures. Through observing and assisting, the intern gained knowledge on common diagnoses and treatment approaches. The intern also completed various projects during the internship, including case studies, educational materials, and a study guide for future interns. The internship experience reinforced the intern's goal of becoming a speech language pathologist.
A service improvement focused on frailty using an R&D approach, pop up uni, 3...NHS England
油
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 贈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
The document discusses the importance of research in improving patient care, teaching, and other missions of the emergency medicine department. It provides examples of questions that could be answered through research, such as whether new policies and procedures actually improve outcomes, and how to ensure research studies use proper methodology to obtain reliable evidence. The document emphasizes applying scientific principles and ethics when conducting research with human subjects.
This document summarizes an ED director's presentation on using Lean principles and processes to drive cultural change and improve performance in the emergency department. The director discusses how their hospital used Lean interventions like value stream mapping, Kaizen events, and daily huddles to reduce wait times, lengths of stay, and improve patient satisfaction. Targets were set to reduce admission throughput time to under 60 minutes and get overall ED length of stay under 3 hours. Through engaging staff and continuous improvement efforts over several years, they were able to meet these goals and see patient satisfaction rankings rise from the 50s to the 90s percentile.
This document provides an overview of the operations and roles within a healthcare business called Chagrin Falls Leadership. It describes the organizational structure and various clinical, administrative, and patient-facing roles. These include patient intake, medication management, shipping/receiving, a canine therapy dog program, and the patient service representative role. It also discusses the focus on compassionate care and how the experience benefited the author's understanding of healthcare leadership and communication.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Pooled referrals are quickly becoming a very popular choice among patients being referred to a specialist. Some Saskatchewan specialists that are using pooled referrals are reducing patient wait times by as much as a half.
Better Care
Corrine Jabs
This document discusses trends in outpatient orthopedic surgery and rehabilitation, the current structure and services of Wake Forest University Baptist Medical Center's sports medicine program, operational performance metrics, competitors, and recommendations for marketing strategies. Specifically, it notes growing demand for outpatient services, the sports medicine program's current clinics and outreach, opportunities to expand capacity, positioning in niche markets, competitor Forsyth Medical Center's program, and strategies for building brand identification and market share through athlete-focused marketing and community sponsorships.
This document summarizes Carol Gray's experience in strategic planning and her work facilitating strategic planning processes at various organizations. It outlines her employment history from 1995-2005 at institutions including Appalachian State University, UNC, and Wake Forest Baptist Medical Center. The document then details some of the specific strategic planning projects and processes she has led, including those related to behavioral health, sports medicine, oncology, and growth strategies. It provides examples of the multi-phase approaches and criteria used in these strategic planning initiatives.
The document summarizes discussions from a Central Piedmont Access II board retreat work group session. It outlines plans to transition the organization's structure, including consolidating steering committees, establishing a network executive board, and defining board member roles and responsibilities. Metrics for measuring network performance are presented, along with examples of practice profiles and tools for monitoring individual provider quality. Goals for developing a strategic plan are discussed, including creating a mission, assessing strengths and weaknesses, and setting measurable objectives. A sample budget template is also included.
The document discusses mindful eating and intuitive eating as alternatives to dieting. It notes that over 100 million Americans diet each year, spending $20 billion annually, but diets typically fail with people regaining lost weight. Mindful eating involves paying attention to physical hunger and fullness cues rather than emotional triggers when deciding what and how much to eat. The goal is to enjoy food through reconnecting with the eating experience rather than restricting foods. Tips include slowing down eating, being present during meals, and allowing any food instead of labeling some as forbidden.
This document proposes a Patient Education Media Project (PEMP) to educate Medicaid patients in central North Carolina about healthcare access and health outcomes. The PEMP would utilize TV and radio advertisements, as well as waiting room videos, to teach the Medicaid population how to use their healthcare benefits and access services appropriately. The goal is to improve health outcomes and reduce costs by helping patients better navigate the healthcare system. The targeted Medicaid population has high rates of low health literacy and non-English speaking individuals. The PEMP aims to communicate important healthcare information to this population through accessible media formats.
This document provides information about Cape Fear HealthNet (CFHN), which aims to create a coordinated healthcare system for the uninsured in Brunswick and New Hanover counties, North Carolina. It discusses CFHN's mission, history, target populations, current safety net providers, goals, and plans to develop a healthcare system for the uninsured through recruiting specialty physicians and establishing advisory committees.
This document discusses the benefits of physical activity for managing diabetes. It recommends aerobic exercise like walking for 20-40 minutes 4-7 days per week, as well as strength training 2-3 days per week. Exercise helps control blood sugar levels and reduces the risks of diabetes complications. The document provides guidelines on monitoring blood sugar during exercise and what to eat at different blood sugar levels before exercising. It emphasizes that exercise and proper nutrition can help manage diabetes and reduce health risks.
1. Shared CareShared Care
Design ofDesign of a Quality Pilot Projecta Quality Pilot Project
Carol Gray, Service Excellence Project ManagerCarol Gray, Service Excellence Project Manager
January 13, 2009January 13, 2009
2. Meeting LogisticsMeeting Logistics
Facilitator, Carol GrayFacilitator, Carol Gray
Leader, Sue GronostajskiLeader, Sue Gronostajski
Design Team, All of UsDesign Team, All of Us
Clinical Directors, Staff ManagersClinical Directors, Staff Managers
Meet Once / WeekMeet Once / Week
Decisions Made Discussion / ConsensusDecisions Made Discussion / Consensus
Be HereCells & BBs Vibrate, SilentBe HereCells & BBs Vibrate, Silent
3. AgendaAgenda
Project / Meeting ObjectivesProject / Meeting Objectives
Information SharingInformation Sharing
Expected OutcomesExpected Outcomes
Pilot TeamsPilot Teams
ProjectProject
Questions / Next StepsQuestions / Next Steps
4. Project ObjectivesProject Objectives
Design a Pilot Team ProjectDesign a Pilot Team Project
Duration - 3 MonthsDuration - 3 Months
Produce 2 Pilot Teams in New HanoverProduce 2 Pilot Teams in New Hanover
Achieve OutcomesAchieve Outcomes
Determined by Design TeamDetermined by Design Team
Begin Late Spring 2009Begin Late Spring 2009
5. Meeting ObjectivesMeeting Objectives
Share InformationShare Information
Definition of Shared CareDefinition of Shared Care
Purpose and Value of Shared CarePurpose and Value of Shared Care
Determine Expectations ofDetermine Expectations of
Pilot TeamsPilot Teams
Pilot ProjectPilot Project
Answer QuestionsAnswer Questions
6. HistoryHistory
Senior Leaders Questioned Current Care ModelSenior Leaders Questioned Current Care Model
Heard Great Success of Shared CareHeard Great Success of Shared Care
7. Hospice Surveys
Hospice Care of Boulder & Broomfield
Counties Boulder, CO
San Diego Hospice & Palliative Care - CA
Capital Hospice Washington DC
Hospice of the Western Reserve
Cleveland, OH
Hosparus Louisville, KY
8. LCFH Types of CareLCFH Types of Care
Adult Home CareAdult Home Care
InpatientInpatient
Routine Home CareRoutine Home Care
Nursing Home CareNursing Home Care
On CallOn Call
Continuous CareContinuous Care
Extended careExtended care
Routine Home CareRoutine Home Care
Adult Home CareAdult Home Care
Nursing Home CareNursing Home Care
Shared Care
9. Purpose of Shared CarePurpose of Shared Care
Better Hospice CareBetter Hospice Care
Nursing ShortageNursing Shortage
10. What is Shared Care?What is Shared Care?
Interdisciplinary Care NotInterdisciplinary Care Not
Multidisciplinary CareMultidisciplinary Care
All Team Members Equally Aware Of PtsAll Team Members Equally Aware Of Pts
Physical, Emotional, & Spiritual StatusPhysical, Emotional, & Spiritual Status
Increase Focus On Patient NeedsIncrease Focus On Patient Needs
WHAT IS PT/FAMILYS GOAL, WISH,WHAT IS PT/FAMILYS GOAL, WISH,
IMPORTANT?IMPORTANT?
11. What is Shared Care?What is Shared Care?
Workload Shared Among All TeamWorkload Shared Among All Team
MembersMembers
Response To Pt & Family Needs IsResponse To Pt & Family Needs Is
Shared By All Team MembersShared By All Team Members
Emphasis On Team Support Rather ThanEmphasis On Team Support Rather Than
Individual Team Members DisciplineIndividual Team Members Discipline
12. What is Shared Care?What is Shared Care?
Team Schedules & Makes Admission VisitTeam Schedules & Makes Admission Visit
TogetherTogether
Admission Tasks SharedAdmission Tasks Shared
Discipline-Specific Assessments CompleteDiscipline-Specific Assessments Complete
Admission Visit Takes 1.5 HoursAdmission Visit Takes 1.5 Hours
Half the Time of Our Admission VisitHalf the Time of Our Admission Visit
13. What is Shared Care?What is Shared Care?
Allows Each Discipline New OpportunitiesAllows Each Discipline New Opportunities
Shift in ResponsibilitiesShift in Responsibilities
4 Ps4 Ps
Case CoordinationCase Coordination
Enable Disciplines to Utilize ImprovedEnable Disciplines to Utilize Improved
SkillsSkills
Builds Pt / Family RapportBuilds Pt / Family Rapport
14. What is Shared Care?What is Shared Care?
Each Hospice CareEach Hospice Care
TeamTeam
1 Social Worker (SW)1 Social Worker (SW)
1 Registered Nurse1 Registered Nurse
(RN)(RN)
遜 Chaplain (CP)遜 Chaplain (CP)
1 Hospice Aide (HA)1 Hospice Aide (HA)
~18 Patients~18 Patients
Visit LengthVisit Length
45-60 minutes45-60 minutes
45-60 minutes45-60 minutes
45-60 minutes45-60 minutes
> 1 Hour> 1 Hour
15. 4 Ps Most Common Concerns4 Ps Most Common Concerns
PainPain
PoopPoop
PillsPills
ProductsProducts
16. 4 Ps4 Ps
AT EVERY VISIT, EACH TEAMAT EVERY VISIT, EACH TEAM
MEMBER WILL ASSESS THE 4 Ps BYMEMBER WILL ASSESS THE 4 Ps BY
ASKING THESE 4 QUESTIONS:ASKING THESE 4 QUESTIONS:
1.1. HOW IS YOUR PAIN?HOW IS YOUR PAIN?
2.2. DO YOU NEED ANY MED REFILLS?DO YOU NEED ANY MED REFILLS?
3.3. HOW ARE YOUR BOWELS?HOW ARE YOUR BOWELS?
4.4. DO YOU NEED ANY SUPPLIES?DO YOU NEED ANY SUPPLIES?
17. Day to DayDay to Day
Team Roles RotateTeam Roles Rotate
Point Person of the Day (PPD)Point Person of the Day (PPD)
FacilitatorFacilitator
TimekeeperTimekeeper
Care Coordination Meetings (CCM) &Care Coordination Meetings (CCM) &
Comprehensive AssessmentsComprehensive Assessments
18. PPDPPD
Designated For Each Day At The CCMDesignated For Each Day At The CCM
Responds To Incoming Phone Calls ToResponds To Incoming Phone Calls To
Team That Day To CoordinateTeam That Day To Coordinate
Communication For The Patient AmongCommunication For The Patient Among
All DisciplinesAll Disciplines
Transfers/Changes in POCTransfers/Changes in POC
Pain/Symptom AssessmentPain/Symptom Assessment
DME & SuppliesDME & Supplies
19. Weekly MeetingsWeekly Meetings
IDT: Doctor, Director, BereavementIDT: Doctor, Director, Bereavement
Present; Status & POC Updated. Half ofPresent; Status & POC Updated. Half of
Patients Discussed.Patients Discussed.
Care Coordination: Planning This Week-Care Coordination: Planning This Week-
New Admissions, Team Assessments ofNew Admissions, Team Assessments of
Patients NeedsPatients Needs
Who needs to be seen today and who needsWho needs to be seen today and who needs
to go?to go?
20. Care Coordination MeetingCare Coordination Meeting
1 Team Only1 Team Only
Required - RN, SW, CP, HARequired - RN, SW, CP, HA
Rotating Roles Of Facilitator & TimeRotating Roles Of Facilitator & Time
Keeper Named Each MeetingKeeper Named Each Meeting
The PPD For That Day Should Not Be TheThe PPD For That Day Should Not Be The
Facilitator Or TimekeeperFacilitator Or Timekeeper
21. Initial VisitInitial Visit
Admissions RN Will Complete:Admissions RN Will Complete:
Admissions PaperworkAdmissions Paperwork
Nursing AssessmentNursing Assessment
(Not Psychosocial Or Spiritual(Not Psychosocial Or Spiritual
Assessments)Assessments)
Admissions RN Then Contacts PPD AndAdmissions RN Then Contacts PPD And
Reports Key Issues For PatientReports Key Issues For Patient
22. Initial VisitInitial Visit
PPD Then Contacts Pt/Family To Set UpPPD Then Contacts Pt/Family To Set Up
A Time For The Team To VisitA Time For The Team To Visit
This Is The Family Visit / ComprehensiveThis Is The Family Visit / Comprehensive
Assessment Assessment
Done Jointly By SW, RN, & CPDone Jointly By SW, RN, & CP
All Three Visit Together If At All Possible;All Three Visit Together If At All Possible;
At Least Two RequiredAt Least Two Required
23. Pilot TeamsPilot Teams
Member TraitsMember Traits
Clinically SoundClinically Sound
Open MindedOpen Minded
Not NegativeNot Negative
Not Afraid of ErrorsNot Afraid of Errors
Not Afraid of Giving/Receiving FeedbackNot Afraid of Giving/Receiving Feedback
24. Benefits of Shared CareBenefits of Shared Care
ImprovedImproved
Coordination/CommunicationCoordination/Communication
Clinical CareClinical Care
System EfficiencySystem Efficiency
Customer SatisfactionCustomer Satisfaction
Employee SatisfactionEmployee Satisfaction
Increased Utilization of SWs & CPs inIncreased Utilization of SWs & CPs in
Appropriate SituationsAppropriate Situations
25. Anticipated OutcomesAnticipated Outcomes
Improve Quality of Care DeliveredImprove Quality of Care Delivered
Address Clinical Issues of StaffAddress Clinical Issues of Staff
# Interruptions During the Day# Interruptions During the Day
Resolving Patient/Family CrisesResolving Patient/Family Crises
Waiting to Hear From / Inability to Reach aWaiting to Hear From / Inability to Reach a
Team MemberTeam Member
Improve Employee SatisfactionImprove Employee Satisfaction