journey to nursing excellence at uza - rku · engagement/tevredenheid van medewerkers en studenten...
TRANSCRIPT
Stijn Slootmans – Change manager Danny Van heusden – Magnet program director
Journey to nursing excellence at UZA
Antwerp University Hospital (UZA)
• Academic hospital founded in 1979
• 573 beds
• 400 physicians and 38 medical fields
• Over 3000 employees – 1200 nurses
• 650,000 patients treated yearly
UZA Lean & accreditation journey
S2 2010 –S1 2011 Mrch 2011 Sept-Dec 2011 Sept 2011 Nov 2013
Preparation Site visits & implementation planning UZALean
Communication Roadshow: 25 information sessions + magazine, intranet,…
Jan-Febr 2014 Juli 2014 Jan 2015 April 2015 Aug 2015
Training PW
OR
ER
Productive
Ward
Pharmacy
Outpatient ICT
Oct 2015 Febr 2016 Oct 2016 Aug 2017
Poli 2020
Application Written
documentation
Site visit
Model of Lean in healthcare
Transformational leadership
• Strong connection with Lean leadership
→ Shingo model for enterprise excellence
Ideal results require
ideal behaviour
Leadership development
• Training:
• Lean leadership (2012-2013)
• Inspirational and Coaching Leadership (2015-2017)
• End-to-End thinking of the patient journey (2017)
Management by walking around
• Regular Gemba-visits by CEO and C-suite
• Creates improvement dynamic & sustainability
• Concern & support very much appreciated by nursing teams
Strategy deployment
Excellentie
Kennis - Kwaliteit
Missie en visieAls universitair centrum willen wij een vooraanstaande positie innemen in patiëntenzorg, wetenschappelijk onderzoek en opleiding. Wij willen erkend worden als een innovatieve
kwaliteitsorganisatie met een uitstekende reputatie, een krachtig netwerk en enthousiaste medewerkers.
UZA Lean Leadership & Mindset
· Verbeteren van de
patiëntervaring:
bejegening
educatie
pijnbeleid
patiënt oproep
· Verbeteren van patiënt
betrokkenheid door verdere
uitbouw bedside briefing
· Standaardiseren van normen
t.a.v. patiënt educatie
(waaronder teach back)*
· Zorg afstemmen op
professioneel praktijkmodel
· Verbeteren van Nurse
Sensitive Outcomes:
HAPU 2
CAUTI
CLABSI
VAL met letsel
ð invoeren van bundels
· Pijnbeleid (NRS >7)
· Compliance behouden met JCI
standaarden, inclusief
uitvoeren van SIP
· Ontwikkeling van procedures/
processen o.b.v. EBP*
· Implementatie van trainingen
en vormingsbeleid in kader
van accreditatie*
· Alignering van strategie tot
team en medewerkersniveau
· Evaluatie van medewerkers
inclusief opstart peer review,
vastleggen
opleidingsbehoeften,
persoonlijke doelstellingen
· Aanpassen
governancestructuur i.f.v.
Magnet accreditatie
· Leiderschapsvorming*
· Focus op UZA als
aantrekkelijke stageplaats
(WPL sites ↑)
· Monitoren en verbeteren van
engagement/tevredenheid van
medewerkers en studenten
· Borging Lean PW methode
· Doelmatige inzet van de
mobiele equipe*
· Staffingsbeleid in functie van
budget*
· Objectiveren van processen en
capaciteit a.d.h.v. BI
toepassing*
· Dossiervoering met oog op
voorbereiding EPD*
· Herbepalen van workflows
i.f.v. doelmatiger aanwenden
van middelen
Kwaliteit en veiligheidPatientWerkomgeving
MedewerkersKosten Efficiëntie
Productive Ward – Releasing Time to Care
• Lean approach designed by the NHS (UK)
• Evidence based change management in healthcare
• Based on Lean & Prince 2
• Specific for nursing wards
• Focus on eliminating waste & adding more value for patients & nurses
• Goal:
• Visualization of performance at ward level
• Regular team meeting
• Discussion of results
• Define and monitor action items
• Content:
• Indicators and results
• Nurse sensitive clinical outcomes
• Other quality and patient safety indicators
• HR indicators (e.g. employee engagement)
• Department indicators → choice based on patient population
• Improvement suggestions
• Safety incidents
Improvement Boards and Team Meetings
Providing Data on KPI’s
Development of a comprehensive B.I.-system
Developing PDCA Thinking
Model of Nurse Second-Order Problem-Solving
Adapted from Tucker and Edmondson
A3 Training Sessions
• Regular Training Sessions open to all staff
• Integration of A3 in Project Management Methodology
Projectmanagement @ UZA - Projectgrootte
Criteria met omschrijving
Score
Ja Ne
e Kost (i.e. investeringskost, werkingskost, personeelskost
(zowel externe als interne, …) ≥ 150.000 € 7 0
Mensdagen ≥ 50 dagen 2 0 Actief meewerkende partijen [intern: diensten; extern:
aanspreekpunten (geen onderaannemers)] ≥ 5 2 0
Doorlooptijd ≥ 1 jaar 2 0 Projectteam (projecteigenaar, -coördinator, -
deelverantwoordelijken, -medewerkers incl. externen) ≥
10 2 0
Betrokken directies(leden van het directiecomité) ≥ 3 1 0
Totaal
A3 problem solving
Bedside Nursing Handover
Patient Satisfaction
8,3 / 10
Nurse Satisfaction
6,6 / 10
Shift handover → Value for the patients?
Team of “reference nurses Q&PS” Brainstorming on concept, designing future state,
coaching team & ward leader
Expected results (evidence-based) Patient empowerment, better care plan follow-up,
improvement of care safety and quality, overtime
reduction, handover efficiency,…
Time spent on Direct Patient Care
Increase of Direct Patient Care 10%
Results Productive Ward
Active PW versus passive PW
Employees of active PW
report significantly
less workload
“Enthousiasm for Lean”
grows with time
Results organization context
• Overall increase of positive perception
of nurse-physican relation
• Higher mean active PW
• Strong increase of positive perception of nursing
management (active & passive PW)
• Higher mean active PW
→ Lean implementation & leadership development
• Increase of positive perception organization support but
significant lower scores
• Higher mean active PW
Magnet Worldwide
Background and aim
• To transform the hospital organization guided by a
research programme to improve organizational
context of nursing practice and patient quality and
safety outcomes (2007)
• Transformation process inspired on the principles of
the ANCC Magnet Recognition Program™ to create a
healthy nurse practice environments that stimulate
nurse professionalism, retention, productivity,
satisfaction, and safe quality patient care.
Background and aim
• Three of the original 14 forces of magnet guided a
transformation process from an organisation form that
was classic hierarchical and departmental to one that
was flat and interdisciplinary:
• (1) flat organizational structures, where unit-based
decision making prevailed, with sufficient nurse
representation in the organizational committee structure;
• (2) a participative management style incorporating
sufficient feedback from staff nurses and the presence of
visible and accessible nursing leaders; and
• (3) positive interdisciplinary relations with mutual respect
amongst all disciplines.
Breathe Magnet ®…
“Magnet is not something you can start
and stop; you have to live and breathe it
every day, and if you don't get that
concept, you have to step back and
reevaluate your journey.”
Stephan Davis
DNP, MHSA, NEA-BC, CPHQ, FACHE
Director, Nursing Excellence and Utilization Management
Metropolitan Hospital Center
New York, NY
The new Magnet ® model
• Transition in 2008:
• 14 forces of magnetism 5 component Magnet ® model
• Focus on outcomes/results
Magnet model
Strategic Planning
Advocacy and Influence
Visibility, Accessibility, and
Communication
Professional Engagement
Commitment to Professional
Development
Teaching and Role Development
Commitment to Community
Involvement
Recognition of Nursing
Professional Practice Model
Care Delivery System(s)
Staffing, Scheduling, and Budgeting
Processes
Interdisciplinary Care
Accountability, Competence, and
Autonomy
Ethics, Privacy, and Confidentiality
Diversity and Workplace Advocacy
Culture of Safety
Quality Care Monitoring and
Improvement
Research
Evidence-based Practice
Innovation
Magnet Hospital Components
Magnet®
@
Magnet@ UZA - Cornerstones
Nursing Councils
UZA Professional Practice Model
01
02
03
04
05
Organizational Mission From organization to nursing fit
Nursing Professional Roles, responsibilities, and relationships. Mostly
derived from nursing theory
Patient Care Delivery System
Governance & Decision making Practice of nursing
Recognition & Rewards Meaningfull recognition
Professional Practice Model (’13 – 14)
Shared governance structure
• Mentor/coach
• Champions nursing care excellence
• Champions pain, palliative care and ethics
• Champions patient safety and hygiene
• Nurse managers
• Council structure
council structure
Continuous focus on outcomes
Continuous focus on outcomes
x 34
Transforming process
• Transformational leadership
• Nursing mission, vision, values and strategic (2007)
• Leadership program for nurse managers and nurse leaders
(2008)
• Structural empowerment
• Support for clinical units
• Quarterly unit meetings; agenda based on team member
consultation; setting unit goals per year; meetings between staff
nurses and physicians about dedicated unit level topics (2009)
• Nursing councils
• Nurse preceptors (2008)
• Patient safety and infection prevention & control (2010)
Transforming process
• Professional practice
• Interdisciplinary improvement projects
• Patient safety incident reporting system (2008)
• Unit level registration of pressure ulcers, falls with injuries and
physical restrains (2008)
• Introduction of EWS and SBAR (2010)
• Dedicated clinical projects
• Palliative care program (2011)
• Assessment and treatment of delirium (2011)
Following steps
Magnet Gap Analysis
Submit Magnet Application
Implement Magnet Standards and
Sources of Evidence
Submit Written Documentation
Site Visit
COM Vote
Magnet documentation website
You don’t do all of the great
things you do, to be Magnet®…
You are Magnet® because of
all the great things you do.
UZA magnet journey
Improve nursing practice and outcomes
References
• Van Bogaert P., Van heusden, D., Somers, A., Tegenbos, M., Wouters, K., Van der Straeten, J., Van Aken, P., & Havens D. (2014). Impact of
the Productive Ward program™ within a Hospital Transformation Process: A Longitudinal Multilevel Study of Nurse Perceived
Practice Environment, Burnout and Nurse Reported Quality of Care and Job Outcomes. Journal of Nursing Administration, 44, 452-461.
• Van Bogaert Peter, Van heusden Danny, Verspuy Martijn, Wouters Kristien, Slootmans Stijn, Van der Straeten Johnny, Van Aken Paul, White
Mark (2017) The productive ward program TM : a two-year implementation impact review using a longitudinal multilevel study
Canadian journal of nursing research - ISSN 0844-5621 - 1705-7051
• Van Bogaert Peter, Peremans Lieve, Van heusden Danny, Verspuy Martijn, Kureckova Veronika, Van de Cruys Zoë, Franck Erik (2017)
Predictors of burnout, work engagement and nurse reported job outcomes and quality of care : a mixed method study BMC nursing -
ISSN 1472-6955 - 16:5, p. 1-14
• Van Bogaert Peter, Peremans Lieve, Diltour Nadine, Van heusden Danny, Dilles Tinne, Van Rompaey Bart, Havens Donna Sullivan Staff
nurses' perceptions and experiences about structural empowerment : a qualitative phenomenological study PLoS ONE - ISSN 1932-
6203 - 11:4(2016), e0152654
• Gregory et al. (2014), Bedside Shift Reports What Does the Evidence Say? Journal of Nursing Administration, 44 (10), 541-545..
• Holden R.J., (2011) Lean Thinking in Emergency Departments: A Critical Review. Annals of Emergency Medicine, 57 (3), 265-278.