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EMBEDDING CHANGE IN THE PROCESS OF CARE

EMBEDDING CHANGE IN THE PROCESS OF CARE. 2008 Quality Symposium November 6, 2008. Steven J. Corwin, MD Executive Vice President & Chief Operating Officer Wilhelmina Manzano, RN, MA Senior Vice President & Chief Nursing Officer. NewYork-Presbyterian Hospital: An Extraordinary Decade.

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EMBEDDING CHANGE IN THE PROCESS OF CARE

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  1. EMBEDDING CHANGE IN THE PROCESS OF CARE 2008 Quality Symposium November 6, 2008 Steven J. Corwin, MD Executive Vice President & Chief Operating Officer Wilhelmina Manzano, RN, MA Senior Vice President & Chief Nursing Officer

  2. NewYork-Presbyterian Hospital: An Extraordinary Decade • Delivery of Great Patient Care • Strategically Significant Volume Growth • Improved Patient Throughput • National Reputation on the Rise • Financially Sound • Unparalleled Capital Investment & Philanthropy

  3. Key Drivers of Success • Clear Articulation of Vision and Values • Effective Organizational Structures and Processes • Consistent Communication to Align Organization • Measurement Systems to Improve Performance • Ability to Drive and Sustain Commitment

  4. Our Vision To be Among the Top Academic Medical Centers in Clinical and Service Excellence, Patient Safety, Research, and Education

  5. The Patient is at the Core of All We Do “ In addition to our excellent reputation for quality of care, we want to be second to none in the service we provide to our patients.” Herbert Pardes, MD President and CEO

  6. Key Elements of The Patient Experience

  7. Commitment to NYP Values • RespectEvery Person Counts • Teamwork Working Together • ExcellenceExceptional Quality and Service • EmpathyListen, Understand and Respond • InnovationCreative Ideas, Cutting Edge Solutions • ResponsibilityHonoring our Past, Ensuring our Future

  8. Our Strategic Initiatives Support The Patient ..and provide a common direction and shared focus

  9. Investment in Patient Centered Care

  10. Nursing: Central to the Strategy • Single Nursing Board Led by Chief Nursing Officer • Center for Professional Nursing Practice • Align Nursing Goals with NYP Strategic Initiatives • Enhance NYP Nursing Presence • Ensure Robust Nursing Workforce

  11. Nursing Recruitment & Retention Strategies • Leadership Development • Affiliation with Over 25 Schools of Nursing • Major Investments in Nursing at Bedside • Nursing Residency Programs • Rewards and Recognition

  12. Declining Nursing Vacancy Rates RNs 2006 - 4,119 RNs 2007 - 4,342 RNs YTD 2008 -4,523 2007Benchmark Data National (ASHHRA) Nursing: 7.80% New York State: (HANYS): 8.8% NYP 6.67% 5.67% 3.94% 11

  13. Decrease in Nursing Turnover 2007Benchmark Data National (ASHHRA) Nursing: 14.2% New York State: (HANYS): 13.0% NYP 10.63% 10.41%. 9.05% 12

  14. Engage and Empower Care Team • Feel Valued & Take Pride In Their Work • Connect With Their Patients • Support From Supervisors • Know Their Voice Is Heard Creates A Better Patient Experience

  15. Raising the Bar in Quality & Safety Re-Energized Structure & Processes Worked Closely with Clinicians Launched Key Initiatives Solidified Quality / Operations Partnership Began to Foster Ownership by All

  16. Invigorated Quality Processes • Set NYP Quality Strategy • Prioritize Initiatives • Facilitate Front-Line Implementation • Monitor Performance • Identify High-Risk Activities • Analyze Data & Monitor Performance Quality Council Quality Operations Committee Risk Mitigation Committee

  17. Engaging Physicians • Single, Integrated and Collaborative NYP Medical Board • Links Physicians With: • Caregivers • Administration • Trustees • Creation of a Patient Safety Culture: • Medication Reconciliation • Patient Verification • Critical Results Reporting

  18. Strong Physician Partnerships • Engaging Residents: Housestaff Quality Council • Strategic and Operational Alignment with Schools and FPO • Invigorating Service Line Physician Leadership

  19. The Communication Imperative • Integrated and Streamlined Messages • Clear • Accurate • Relevant • Two-Way • Multidisciplinary Executive Committee • Office of Internal Communications • Enhanced Communication to Caregivers

  20. Measurement Systems and Managing with Data • Quarterly/Annual Targets • Monthly Dashboards • Automated & Expanded Internal Data Distribution • Unit & Campus Level • Timely Reporting

  21. N/A Improved Employee Satisfaction NewYork-Presbyterian Hospital Overall Job Satisfaction 2002 - 2008

  22. Improved Patient Satisfaction

  23. Significant Impact on Hand Hygiene

  24. Reduced Hospital Acquired Pressure Ulcer Rate

  25. Ongoing Challenges as We Continue to Build, Improve, and Sustain Commitment

  26. Patient Safety Fridays • All 5 Campuses Every Friday • Led by Quality & Patient Safety with Operations • Embrace National Patient Safety Goals • Clinical and Environmental Rounds • No Distractions amd Everyone Participates

  27. It’s Always About the Next Patient!

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