Upload
juliana-pearson
View
217
Download
3
Tags:
Embed Size (px)
Citation preview
Building Your SUSP Team Part I
Armstrong Institute for Patient Safety and Quality
2
Learning Objectives
• Describe the importance of your SUSP team• Develop a strategy to build a successful team• Define roles and responsibilities of team
members• Identify characteristics of successful teams
and barriers to team performance
An overview of the SUSP team
The Armstrong Institute Model to Improve Care
Surgical Unit based Safety Program
(SUSP)
1. Educate staff on science of safety
2. Identify defects
3. Recruit executive to adopt unit
4. Learn from one defect per quarter
5. Implement teamwork tools
Translating Evidence Into
Practice(TRiP)
1. Summarize the evidence
2. Identify local barriers to implementation
3. Measure performance
4. Ensure all patients get the evidence
• Engage• Educate• Execute• Evaluate
Reducing Surgical Site Infections
• Emerging Evidence
• Local Opportunities to Improve
• Collaborative learning
http://www.hopkinsmedicine.org/armstrong_institute Technical Work Adaptive Work
The Peri-operative SUSP Team
• Understands that patient safety culture is local• Composed of engaged frontline providers from pre-,
intra-, and post-operative care areas who take ownership of patient safety
• Includes staff members who have different levels of experience and perspectives
• Meets regularly (weekly or at least monthly)• Has adequate resources including protected time
– 2 to 4 hours per week for a team leader, surgeon, anesthesia, nurse, and infection preventionist
Team Performance
Outputs
• Performance
• Attitudes
• Behaviors
Inputs
• Environment
• Hospital &
Unit Context
• Team Composition
• Task Design
Processes
• Inside Team
• Outside Team
• Team Traits
SUSP Team Members
• Surgeons• Anesthesiologists• CRNAs• Circulating nurses• Scrub nurses / OR
techs• Perioperative nurses• Executive partner• Nurse leaders
• Physician assistants• Nurse educators• Anesthesia assistants• Infection
preventionists• OR directors• Patient safety officers• Chief quality officers• Ancillary staff
8
Team Composition
• A team leader
• Champions (nurse and physician)
• Local “opinion leaders”
• People with diverse opinions
9
Team Composition
• Someone outgoing
• Someone who sees the big picture
• Someone detail-oriented
• Everyone dedicated
10
Successful teams have…
• Reliable Processes
– Education and engagement activities
– Communication
– Leadership support/buy-in
– Conflict (and conflict resolution)
11
Successful teams have…(cont.)
• Norms
– Valuing individual contributions
– Cohesion (team unity)
– Goal agreement
– Self-assessment of knowledge /skills
– Participation of team members
• Role clarity
Forming your SUSP team
Engage Core SUSP Team Members
• Surgeons• Anesthesiologists• CRNAs• Circulating nurses• Scrub nurses / OR techs• Perioperative nurses• Executive partner• Nurse leaders
Kevin Driscoll CRNACRNA Lead
Deb Hobson RN“Coach”
Tracie Cometa RNLead RN
Mary Grace Hensel RNManager OR
Sean Berenholtz MDAnesthesia Lead
Lucy Mitchell RNNSQIP SCR
Elizabeth Wick MDSurgery Lead
Renee Demski MBASenior Director QualityJohns Hopkins Medicine
Executive
CoachNSQIPOutcomes
Steph Mullens CSTLead Tech
Tips for Engaging Physicians on the SUSP Team
1. Identify physician leaders
2. Create a forum for this role
3. Listen to physician concerns
4. Develop plans to address concerns
5. Reward physician leaders
6. Create a vehicle for communication
7. Develop a plan for communications
16
Physician Engagement Strategies
• Create a Compact (an Agreement) with management– Clearly define what is expected of physicians– Review performance regularly
17
Example Physician Champion Compact
• Hospital will provide support for percent of physicians’ time
• In return, physician will do the following:– Monitor and improve quality
• Implement CUSP and SSI interventions• Hold regular meetings with team• Involve other members of Medical staff in
quality• Report SSI rates and learning from defects
results to senior leaders and board
18
Example Physician Champion Compact
• Further, physician will do the following:
– Work with hospital to clarify what will be measured, who will measure it, and who will produce reports
• Meet quarterly to discuss progress
Tips for Scheduling Your Meetings
• Incorporate SUSP meetings into ongoing educational activities to ease scheduling challenges– Regularly scheduled nurse training– Grand rounds for physicians– Invite RNs to joint grand rounds
• Create incentives for participating– Educational credit for participation
20
Establishing clear roles and responsibilities on your SUSP team
Armstrong Institute, 2012
Action Items
• Form your team with an appreciation of the importance of WHO is on the team
• Complete the SUSP Team Membership Form
• Plan to attend Part II of Building your SUSP Team