G8 Felicia Laing - Releasing Time to Care
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Transcript of G8 Felicia Laing - Releasing Time to Care
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Releasing Time to Care Vancouver Coastal Health
BCPSQC Quality Forum March 1, 2013
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VCH Releasing Time to Care
Quality Forum Presentation 2013
• Felicia Laing Quality & Patient Safety Project Manager
• Lorelei Grosser LEAN Coordinator
• Natalie Shein RN 2South
• Sara Fatehifar LPN 3South
• Alicia Escobido LPN 3South
• Audra Leopold LPN 3North
• Jacquie Miller RN SGH
• Cindy Sellers Manager Acute Services Sea to Sky
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• Demonstration Project
• Squamish General – rural
• Richmond Hospital – 3 medical units
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Leadership Support
• RT2C Steering Committee
• Visit Pyramid
• Site Tours
• Facilitation by Squamish – LEAN
Coordinator
Richmond: Quality Project Manager & LEAN Coordinator
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The VCH RT2C Team
• Ward Leads – bedside nurse dedicates one shift per week
• Engagement of all staff
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Knowing How We’re Doing Determine unit-based measures to improve
Improve patient safety and reliability of
care
• Infection rates (MRSA, UTI, C.diff…)
• Hand Hygiene compliance rate
• In-hospital falls
• Timing of meal delivery
• Patient transfers
Improve patient experience
• Acute care patient experience
• Patient Satisfaction Survey
Improve staff well-being
• Survey/Dot-voting
• QI knowledge
• Staff absence
• Overtime
Improve efficiency of care
• Volume of patient admissions
• Direct care time
• LOS
• Readmission rates
• Materials and Stocking
• Bed moves
Program costs: • Training and education
• Staff appointed to the RT2C program • Products purchased (visual boards,
equipment, support package) • Consultancy support
Courtesy of S. Raschka
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Goal
• Increase nursing time for direct patient care to 60% or more within 12 months of starting the foundational modules
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Knowing How We’re Doing
0%
20%
40%
60%
80%
100%
SGH 3North 3South 2South
26% 27% 34% 31%
Direct Care Time Baseline
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Knowing How We’re Doing
Direct care, 26%
Motion, 11%
Admin, 7% Handovers, 7%
Medicines management,
9%
Discussion, 18%
Personal hygiene, 2%
Patient flow, 1%
Other, 16%
SGH Activity Follow March 29, 2012 Day Shift
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“This is the first time in my 30 years of nursing where I've seen frontline staff get involved with any quality improvement. I really believe that this will work and will be sustainable.”
- Educator
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“Releasing Time to Care gives us more time at the bedside and we're achieving a new level of team work.”
– Staff Nurse
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2 South Medical Richmond Hospital
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2 South – Bed Moves
• 140 bed moves in 4 month period
• Average 35 bed moves/month
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Isolation Acuity
Percentage 38% 62%
Total 53 87
0%
10%
20%
30%
40%
50%
60%
70%%
Rea
son
fo
r M
ove
s
Bed Moves by Category 2S August 2012 - November 2012
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Take bed with P1 out
-Take IV pole -Move side table, overbed table, all furniture (ie. bedside chair), equipment (ie. commode), personal belongings
Isolation Bed Move
P1 = Regular Patient P2 = Patients who needs isolation Room 1 = Regular patient’s single room Room 2 = Multiple bed room of P2
P 1 P 2
P1 waiting in hallway
Cleaning Room 1
Move P1 into Room 2
-Take IV pole -Move side table, overbed table, all furniture (ie. bedside chair), equipment (ie. commode), personal belongings
Move P2 into Room 1
-Take IV pole -Move side table, overbed table, all furniture (ie. bedside chair), equipment (ie. commode), personal belongings
Housekeeping Cleaning Room 2
Paper work
5-10 mins
15-30 mins
5-10 mins
5-10 mins
20-30 mins
5-10 mins
15 mins
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2 South – Bed Moves
• Impact on staff
– Time away from patients
– 15 minutes to move 2 patients
– 3 nurses involved
– 26.2 nursing hours per month
– 315.0 nursing hours in one year
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2 South – Bed Moves
• Impact on patient and family
– Anxiety
– Change in location
– Delayed med administration
– Increased medication errors
– Delayed care from Allied Team
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Outcomes and Next Steps
• Data made Leadership aware of issue
• ER prioritizes telemetry patients to 2S
• Team Leaders change to 12 hr shifts
• Restart Safety Cross to evaluate
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3 South Medical Richmond Hospital
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Ranged from 5mins to 110mins Average time 13mins to get patient ready for transfer Courtesy of LEAN Green Belt Program – A. Dosangh, S. Cole
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3 South - Patient Transfers
• Nurse searches and preps stretcher
• Multiple call bells going off and not answered
• Patient moved from room to outside nursing station – no call bell
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Ranged from 1min to 38mins Average wait time in hallway 12mins Courtesy of LEAN Green Belt Program – A. Dosangh, S. Cole
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3 South – Patient Transfers
Observations:
• Patient returns and is parked in hallway outside room
• Patient nauseated and vomiting
• – given tray and left at nursing station
• Patient continues to call out in discomfort
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Next Steps
Trial with Porters
• Unit is called ahead of time and Porter helps ready patient
• All nurses are expected to assist with any transfer
• Measure improvement
• Developed an SOP
• Post Observations
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To accomplish great things we must first dream, then visualize, then plan, believe and act.
~ Alfred A. Montapert
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3 North Medical Richmond Hospital
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3 North - Falls
• Patient population
– Older adults at high risk for falls
– Decreased mobility
– Dementia
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3 North - Falls
• Average 5.5 falls per month
• Staff unaware # of falls
• Underreporting – falls definition clarified
• Under-using bed alarms
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Attemptingto sit
Getting in /out of bed /
crib /stretcher
Involvingequipment
Turning/moving inbed / crib /stretcher /
chair
Using toilet/ commode
Walkingwithout
assistance,assistivedevice or
equipment
Walkingwith
assistance,assistivedevice or
equipment
UnknownAttempting
to stand
Bending/leaning/reac
hing
Fainted/collapsed
Other
Transferringto or from
bed/chair/stroller
% 6% 16% 3% 3% 19% 9% 3% 3% 19% 6% 0% 9% 3%
Total # 2 5 1 1 6 3 1 1 6 2 0 3 1
0%
5%
10%
15%
20%
25%
30%
35%
40%
% O
ccu
rre
nce
Reasons for Falls - 3N July 2012 to January 2013
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July Aug Sept Oct Nov Dec Jan-13
# Falls (Safety Cross) 8 1 5 5 12 9 4
0
2
4
6
8
10
12
Number of patient falls
# Falls RH 3North
Goal: To reduce falls by 50% by June 2013 to 3 falls per month.
Median = 5.5
-Risk assessment on admission
-Families pamphlet on fall prevention -Motion-sensored lights in all rooms -LOM on white boards
-Yconnectors with each bed alarm -Safety checks qshift
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3North - Well Organized Ward
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Relocating Patient Toileting Supplies
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X
X
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WOW Relocating Patient Toileting Supplies
Description Before After Savings
Walking Time 3 min 39 sec 1 min 20 sec 178 hrs per patient per year
# of Steps 211 126 248,200 steps per patient per year
Km Walked 0.16 0.10 175.2 km per patient per year
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Next Steps
• Reorganize clean core
• Install shelving units to provide access from each end of hallway
• Partner with Distribution to maintain stock at each location
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Squamish General Hospital
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Patient Status at a Glance (PSAG)
What is PSAG?
• A module that encourages frontline staff to develop a customized patient information board.
• Visual management is used to communicate the status of a patient to support staff.
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Patient Status at a Glance (PSAG)
What is the purpose?
• Create a visual plan for the individual patient’s journey during their hospital stay.
• Reduce staff interruptions related to patient status inquiries.
• Improve patient safety.
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Module Initiation
Activity Follow Results • Day Shift – 110
Interruptions to patient care in twelve hours – 36% of interruptions
were directly related to patient status
• Night Shift – 48 Interruptions to patient care in twelve hours – 41% of the interruptions
were directly related to patient status
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PSAG Implementation
• Staff Interviews
• Dot vote regarding content of PSAG
• Review of PSAG board examples from other facilities
• Template trial
• Daily audits to evaluate the new template
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The New PSAG Board
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Impact and Sustainment
• Weekly audits
• Staff feedback
• Education of staff regarding use and goals of the PSAG board.
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The Future of PSAG
• Improved staff satisfaction and less interruptions.
• Continue with weekly audits of the PSAG Board.
• Repeat the activity follow to quantify the reduction of interruptions.
• Celebrate our success!
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Manager’s Perspective
Getting Started • Ensure support and
agreement of your management team
• Funding
• ALL departments involved in delivery of care will need to participate
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Challenges
• There will be a few skeptics. Focus on harnessing their expertise.
• As the manager you need ‘TO LET
GO’.
• It may expose any unresolved issues, disputes or frustrations within your team.
• Workload increases initially.
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Participation as a Rural site
• Limited number of staff
• Difficult at times to free up staff to do module work
• Ripple effect – all departments are impacted immediately
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Benefits • With each success,
momentum grows and at times you may even have to apply the brakes to slow down the processes.
• Staff are actively
involved in problem solving
• Staff and patient
satisfaction
• Save time and money
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QUESTIONS?