1. South Sacramento Department Quality Councils
Creating a structure of empowerment
PROCESS
CONCLUSION
2013: Department Quality Councils established
2014: Standardized roles and interprofessional structure to include Management and Staff co-leads, frontline staff, educators, quality nurse consultants, and medical directors.
2015: Formal Process Improvement training on Problem statement and SMART goal development, Project charters, process mapping, and PDSA planning and evaluation. Staff surveys conducted to evaluate staff perceptions of the Department Quality Councils to make improvements and better empower staff.
2016: Engagement of Patient Advisory Council to co-create SMART Goals and plan PDSAs
Every year leadership hosts a symposium “The DQC Breakfast” to honor the dedication and celebrate the accomplishments. This creates momentum and excitement to sustain motivation and engagement.
By creating a structure of empowerment and using transformational leadership to build relationships, develop trust, and engage frontline staff, the medical center has experienced increasingly improved engagement, staff satisfaction, and patient satisfaction.
PURPOSE
To engage all members of the department, including managers, supervisors, physicians, and employees to:
Improve the quality and safety of patient care in the department
Increase the vitality and retention of nurses
Engage and improve patient and family member experience of care
Improve the effectiveness of the entire care team
NEXT STEPS
Spread DQC success to other nursing units
Strengthen connection between Nursing Research Council and DQCs to formalize use of Evidence Based Practice in PI work
Collaborate with Area Portfolio Leader to align DQC projects with Strategic Priorities
RESULTS
HCAHPS Rate Hospital
Increased avg: 66.9% in 2011 to 74% in 2016
HCAHPS Nurse Communication
Increased avg: 72.5% in 2011 to 78.8% in 2016
People Pulse Work Effect. Index
Increased from 73% in 2012 to 80% in 2015
Total Harm Events
Decreased from 141 events in 2015 to 80 events in 2016