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Saturday, 16 November 2013
Learning Objective 1: Identify structures and processed influencing substantive change in the reliability and authenticity of response time.
Learning Objective 2: Apply implementation strategies described to impact and sustain patients’ perception of staff responsiveness.
The healthcare environment mandates an understanding of all drivers of exceptional patient and family inpatient experience to ensure it is patient centered, timely, safe, effective, efficient, and equitable. At a Midwest teaching hospital, transformational nursing leadership consistent with the Magnet Model prompted nurses to ask: 1) How do we provide an exceptional patient and family experience? 2) How do we make sense of all the factors influencing patient-centered care? 3) Does improving the patient and family experience make a difference in nursing quality outcomes? Strategies designed and implemented included structures (shared leadership with cascading reporting from the bedside to the boardroom, responsiveness algorithm designed by direct care, team retreats aimed at innovation design and testing), processes (education, actions, and behaviors bringing reliability to the authenticity and responsiveness between patients and providers), and roles (unit and facility based coaches). Process indicators included response time and response authenticity to patient needs. Outcome indicators included patient satisfaction with responsiveness and facility performance with nurse-sensitive indicators. Pre- and post-initiative results include sustained improvement in response time, fall prevention and patient satisfaction. Response time decreased from 4 minutes to 1 min 37 seconds, correlated positively with a fall rate decrease from 2.8 to 1.78 per 1000 days and a 25% increase in the number of nursing units outperforming the Magnet comparative. Patient satisfaction with responsiveness demonstrated improvement and will be highlighted. This presentation will detail examples of structures, processes and roles influencing sustained results.
The healthcare environment mandates an understanding of primary and secondary drivers of exceptional patient and family inpatient experience. One Midwest teaching hospital demonstrated remarkable impact on this imperative through transformational leadership. Structures, processes and roles were redesigned resulting in sustained improvement in response time, fall prevention performance and patient satisfaction.
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See more of: Oral Paper & Poster: Evidence-Based Practice Sessions
See more of: Oral Paper & Poster: Evidence-Based Practice Sessions