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CSSI Home > Breakout Session Two CSSI Program Conference - Breakout Session Two
Break-out Session 2.1 Salem Hospital: Deployment and Integration of Communication and Teamwork Principles Using LifeWings A cornerstone of Salem Hospital's patient safety efforts in recent years has been the deployment and integration of communication and teamwork principles for all physicians and staff. Use of the LifeWings training and methodology has improved patient safety by creating better teamwork, communication, care processes, and system reliability. The Communication and Teamwork training is based on the best practices of High Reliability Organizations. The Program provides a baseline understanding of the principles of communication and teamwork and leads to the development of specific tools that can be used on a day-to-day basis (checklists, communication scripts, standard protocols, etc.) to hardwire a permanent change in the culture. West Valley Hospital, a part of Salem Health and a member of Oregon Rural Quality Healthcare Network (ORHQN): TeamSTEPPS Team STEPPS, Developed by Department of Defense's Patient Safety Program in collaboration with the Agency for Healthcare Research and Quality, is a teamwork system designed for health care professionals. It is a source for ready-to-use materials and a training curriculum to successfully integrate teamwork principles into all areas of your health care system. Providence Willamette Falls Hospital: Improving Surgical Patient Safety Using Crucial Conversations This project will implement Crucial Conversations Training (developed by VitatSmarts in conjunction with the American Association of Critical Care Nurses) for all stakeholders in the care of surgical patients (physicians, nurses, housekeepers, attendants, administrators, therapists, and technicians), and conduct concurrent monitoring of all surgical patient records, which will provide feedback and recommendations to medical providers. In 2009, Willamette Falls Hospitals aims to achieve a 95% compliance rate with the six SCIP (Surgical Care Improvement Program) measures. Adventist Medical Center: Service Excellence The aim of the project is to implement the transformational evidence-based practice of hourly patient rounding to produce increased patient safety, satisfaction, and more effective care at the bedside. The goals are: 1) To statistically increase patient satisfaction and decrease patient harm through purposeful protocol-driven hourly rounding; 2) To pilot rounding on one unit and using the PDSA model remove barriers, then spread learning to other hospital units. Asante Rogue Valley Medical Center: Improving Patient Care in Areas Identified by IHI Trigger Tool The project proposal for use of 2009 CSSI funds is to improve patient care through funding teams to address antiemetic use and insulin management, two areas of patient care identified through the use of the IHI Global Trigger Tool. Teams will be comprised of direct care providers and led by a Registered Nurse. Results of the teams will be reported to the Rogue Valley Medical Center (RVMC) Patient Safety Council and then to the RVMC Quality Committee of the Asante Board of Directors. Legacy Health System Hospitals: Tracing for Excellence This project will develop a Tracer Methodology Program to conduct concurrent review of the care individual patients are receiving in order to identify opportunities to improve the coordination, safety and quality of care provided to patients. The team is developing tracer tools to address pressure ulcers, adverse drug events, high alert medications, and MRSA (Methicillin resistant Staphylococcus aureus). They will begin by conducting reviews at the Mt. Hood Medical Center with the goal of spreading to other facilities after the methodology is tested.
Break-out Session 2.2 LifeWorks Northwest: Medical Integration into Mental Health Care for Persons with Serious Mental Illness LifeWorks Northwest has integrated a Registered Nurse into a mental health clinic in Gresham. The RN coordinates care with primary care and specialty clinics and assists clients in receiving effective and timely care. She also conducts basic health evaluations, provides health education, and screens clients for Metabolic Syndrome. Virginia Garcia Memorial Health Center (VGMHC): Primary Care Renewal, Integration of Behaviorist into a Primary Care Clinic Presenters will share what Virginia Garcia Memorial Medical Center, a Federally Qualified Health Center, and LifeWorks, NW, a community mental health organization have learned by working together to integrate behavioral health into the primary care team. They will share successes, challenges and directions for their future work together. CRC/Allied Health Services: Successful Transition to Employment; STEP Two This project will help patients who are in treatment and are unemployed or underemployed. AHS on Belmont will assist patients to overcome both vocational and non-vocational barriers to their successful employment or re-employment. The goal of the project is to assist participants to become gainfully employed in a job that matches their individual goals and abilities. Efforts will focus on a supported employment pilot (based on an evidence-based model for people with disabilities) for a subset of clients and group models for life skills and self efficacy. CODA: Improving Treatment Outcomes CODA’s medication-assisted treatment program for opioid dependent individuals will improve the rate and quality of interventions for those patients who continue to use illicit substances which will result in a reduction of positive urine drug screens. Improvement process will involve the implementation of a contingency management protocol that targets clients who receive positive drug or alcohol screen results post-six months from admission. Cascadia Behavioral Health: Outcomes Improvement for Woodland Park Addictions Programs This project will target clients receiving addictions treatment services at Cascadia’s Woodland Park clinic location. Programs available at this site include the Family Involvement Team (services provided to women identified by the courts or DHS as being at risk of or having lost their children due to drug and alcohol issues) and outpatient drug and alcohol treatment services. Change initiatives will be implemented to improve outcomes consistent with NiaTx aims: reduce waiting times between request and first treatment session, reduce no-shows, increase admissions, and increase continuation between first and fourth treatment session. Women’s Healthcare Associates: Laboratory Medicine Standards for Patient Safety & Communication Women’s Healthcare Associates (WHA) will direct this quality improvement effort to implementing standards for patient safety and communication practices for laboratory medicine with a focus on the in-house central laboratory that was added in 2008. The project will develop processes to eliminate errors in specimen labeling and processing which will result in timely notification of results to patients and minimize the risks associated with delays. Pacific Medical Group: Improving Diabetic and Preventive Care Measures with a Patient Portal This project developed and implemented Intergy Practice Portal in the electronic medical record system. Pacific Medical Group will design new workflows to promote online prescription renewal, appointment scheduling and billing questions to optimize patient’s ease of access. The team implemented a small test group project to develop best approach utilizing e-mail secure messaging to work with and support Diabetic patients in between clinic appointments. Northwest Human Services: Culture of Improvement and Integrating of Evidence-Based Practices The goal of the project is to foster continuous improvement and sustainability of the current embedded practice standards in the electronic medical record. The project team will enhance the chronic disease management reporting functionality, develop an electronic recall “tickler” and tracking system to better manage the patient population and promote health maintenance/management, and provide ongoing training and development in the electronic medical record for staff.
Break-out Session 2.3 Steady Improvement, Inc., Demystifying Lean
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