Baptist South HospitalSurgical Intensive Care Unit

Jessica Cooper, Torie Fredrickson, Jessica Godwin, Jesslyn Harrison, TaCarla

Johnson

12 Bed Unit Located on 6 North

Vision Statement

• Help people in communities we serve maintain and improve their health and quality of life.

• Collaborate with other community organizations to provide needed services.

• Be the healthcare provider of choice for all who need care in the communities we serve.

• Be the employer of choice for healthcare professionals with a positive attitude.

• Be the healthcare system of choice for physicians and other healthcare providers.

• Provide high quality services at appropriate costs.

History

• Since its founding in 1963, Baptist Medical Center South has grown to become Montgomery's largest healthcare facility and Baptist Health's tertiary care center, offering unsurpassed specialty services and treatment. Through advanced technology, professional expertise and an exceptional level of personalized care, Baptist Medical Center South is the comprehensive resource for family healthcare in central Alabama.

• Known for its outstanding cardiovascular, orthopedic, neurology and surgical services, Baptist Medical Center South is home to skilled and dedicated physicians, nurses and staff.

Karen Hoven

• Nurse Manager of SICU, PACU• Takes patients in SICU

National Patient Safety Goal

• NPSG.01.01.01: Use at least two patient identifiers when providing care, treatment, and services.– Patient name – Date of Birth

How NPSG is Being Addressed

• Medical Record Number• DOB• Identification is especially important in SICU

since the majority of patients are intubated and sedated

“Patient safety is the priority goal for everyone at Baptist.”

It is a Priority

“Not checking identifiers can result in job termination. Patient identification is part of being a professional. It also compromises

patient safety.” • Nurse Hoven checks behind RNs with the use of

scanning. She uses an audit tool to determine: – how many times the patient was scanned– the medications– how many times they were scanned together

Assessing NPSG

• Outcomes• Standard of care• NIMS (Nosocomial Infection Marking System)

One Need for Change

• Improve Team Work and Attitudes– ¾ of staff is team oriented, the other ¼ wish to

work alone.

“There needs to be an attitude change, the patient MUST come first.”

Making it Happen

• Promoting change– The staff decides if the charge nurse takes patients

or works out of staff.• Barrier to change– Attitudes of staff

Planning and Organizing

“The entire organization must be supportive, from the charge nurse to the CEO. The entire organization must support patient needs. The

RN determines needs, which are followed up by the charge nurse, nurse manager, all the way

through senior leadership.”

Conflict Resolution Strategy

Staffing Process

• Six week schedule• Self staffing• 2 unit conferences in a month

Staffing con’t.

• Recruiting• Retaining

Motivation

• Positive attitude• Staff praise • Hand-written thank you notes• Baptist Bucks

“If good, positive behavior is recognized and rewarded, then they will continue the positive

behavior.”

Patient Care• Model– 16 of 24 hours in a day must be spent with the

patient; productive people work only at the bedside.

– Patient and family centered care• Effectiveness– NIMS– Patient satisfaction surveys

Patient Care con’t.

• Classification– Lines– Time and care

• Acuity– Stability

Financial Issues

• The nurse manager has a budget, called DOR, which includes revenue and money spent. – The DOR includes payroll. July-June is the fiscal

year. – The nurse manager has a say in the budget – Chief Financial Officer does the final budget, while

the nurse manager plans orientation dollars.

References

• www.baptistfirst.org• Karen Hoven, Nurse Manager SICU