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Learning Objective 1: 1) The learner will be able to describe the steps in successfully implementing skin to skin contact in the operating room after a cesarean birth.
Learning Objective 2: 2) The learner will be able to identify two benefits of using a framework like the KP leadership model to implement a practice change.
Purpose: The purpose of this presentation is to describe a leadership journey to facilitate family-centered birth experiences in the OR by implementing skin to skin contact following uncomplicated cesarean births. The target audience includes clinicians interested in the adventure of planning and implementing practice change projects.
Background: Although immediate skin to skin contact (SSC) benefits newborns and mothers following birth, few research or evidence-based projects about SSC after a cesarean delivery are reported in the literature.
Methods: An interprofessional team used the KP leadership model to plan and evaluate the feasibility of skin-to-skin contact in the OR after an uncomplicated cesarean birth. They 1) developed a process for offering SSC in the OR; 2) partnered with a group of nursing leadership students to develop a parent information flyer, staff orientation module and short video; 3) implemented staff education using the orientation module; 4) conducted a pilot with 44 families with scheduled uncomplicated cesarean births; 5) incorporated SSC into the EHR.
Results: Forty-four families participated in the pilot. Four declined SSC; 19 held their newborns at least15 minutes; 16 less than 15 minutes; five dyads experienced an infant or mother’s health condition that precluded SSC. Parents liked the experience, particularly those who had had previous cesarean births without SSC. Members of the health care team gave positive feedback and SSC is now offered to all appropriate families at the hospital. Plans are underway to teach SSC in the OR in six SLHS hospitals and a multi-state perinatal course.
Discussion: Adequate preparation by addressing staff concerns and involving an interprofessional team facilitated this practice change. Having the team work together to problem-solve the process as a simulation in the OR created a commitment to champion the change. Evaluating feasibility with a pilot eased staff concerns and generated enthusiasm for sustaining the change.
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