Situering Productive Ward™ in de strategie van het departement patiëntenzorg Paul Van Aken – Directeur patiëntenzorg
Evidentie betreffende strategische keuzes
Evidentie betreffende strategische keuzes
Evidentie betreffende strategische keuzes
Evidentie betreffende strategische keuzes
Evidentie betreffende strategische keuzes
resultaten
• Verband tussen werkomgeving en… • • • • werkomgeving
Patient outcomes (HAE’s) Retentie verpleegkundigen Jobsatisfactie Lagere kosten
• Rol van leiderschap en engagement van organisatie
Leiderschap Samenwerking artsen Zorgpraktijk Opleiding
No nonsense ! The Antwerp University Hospital is an academic centre for top clinical and customer centered patient care, high – quality academic education and ground – breaking scientific research with an important international dimension. We want to be acknowledged as an innovative quality – organization with an outstanding reputation, a powerful network and engaged employees Het UZA wil het ziekenhuis zijn waar onze medewerkers zelf de patiënt willen zijn omdat zij zichzelf 100% engageren om excellente zorg te realiseren.
“Morgen kan ik zelf de patiënt zijn!”
Magnet® model
Anders gezegd…
Said Another Way… Great Leaders
Great Nurses
Great Structures
Great Outcomes
Great Knowledge & Innovation
Description of Magnet® •
Promoting quality in a environment that supports professional practice
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Identifying excellence in the delivery of nursing services to patients
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Providing a mechanism for the dissemination of “best practices” in nursing services
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Reflecting the presence of both organizational and nursing excellence
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Criteria-based evidence of a professional practice environment
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“Magnet is the highest international recognition for nursing excellence”.
Benefit van Magnet® Human Resources Increased RN retention and lower nurse burnout (Lacey et al., 2007; Aiken et al., 1997; Jones & Gates, 2007) Decreased RN vacancy rate and RN turnover rate (McConnell, 1999; Upenieks, 2003; Jones and Gates, 2007) Costs Reduction in RN agency rates (Upenieks ,2003) Reduction in staff needlestick rates (Jagger et al., 1990; Neisner and Raymond, 2002; Clarke et al., 2002) Reduction in staff musculoskeletal and other injuries (Stone and Gershon, 2006) Marketing Return on Investment – publication in lieu of ads (Woods 2002, Part 1; Woods and Cardin, 2002; Woods 2002, Part 2) Service Increased patient satisfaction (Gardner et al., 2007) Increased RN satisfaction (Brady-Schwartz, 2005; Laschinger et al., 2004; Waldman et al., 2004; Cimmiotti et al., 2005; Smith et al.,2006) Quality and Safety Decreased mortality rates (Aiken et al., 1994; Aiken et al., 1997; Aiken et al., 1999) Decreased pressure ulcers (Berquist-Beringer et al., 2009; Goode and Blegen, 2009; Rosenberg, 2009) Decreased falls (Bates et al.,1995; Nurmi and Luthje, 2002; Hitcho et al., 2004; Dunton et al., 2004; Hook and Winchel, 2006; Dunton et al., 2007) .,. Patient safety and improved quality (Stone et al.,2007; Armstrong et al., 2008; Hughes et al., 2009; Armstrong and Laschinger, 2006; Laschinger and Leiter, 2006; Hines and Yu, 2009)
“Hard” Benefits Cost Savings Possibility for 500-Bed Hospital
Benefit Category
Assumption
$107,950
Pressure ulcer
Cost per hospitalization = $43,180 X 2.5 case improvement
$11,400
Decreased falls
Cost for fall = $1,019-$4,253 X 3.8 case improvement
Improved RN vacancy and turnover
Difference between Magnet and non-Magnet X FTE costs
$2,079,000
$260,000
Decreased agency costs
Premium pay X difference in Magnet versus non-Magnet X 5 FTEs Difference between Magnet and non-Magnet @ $500/stick
$25,000
Needlesticks
Relatie Magnet® en Productive Ward™ •
•
Focus om continu verbeteren van:
•
Resultaten
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Werkomgeving (focus op zorg niet op Lean)
Praktijkomgeving gekenmerkt door sterke bottum up benadering: •
Shared governance
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Transformational leadership
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Focus op professioneel model met 3 onderliggende factoren: Evidence Based Practice, Research, CQI (continu systematische verbeter cultuur)
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Ambitie tot excellentie (good is not good enough)
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Duurzaamheid (sustainability)
sus·tain·a·ble [sə'steɪnəbl] (bijvoeglijk naamwoord) 1. Houdbaar verdedigbaar, vol te houden 2. Duurzaam
Verschil •
PW ™ is geen accreditatie model (geen criteria noch audit)
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PW ™ is een receptenboek met keuzes (Magnet is normatief)
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PW ™ is niet gericht om (via benchmarking) excellentie aan te tonen.
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PW ™ is geen doel eerder de operationalisering van een doel (Magnet®)
Specific Measurable Achievable Realistic Time related
Heartfelt Animated Required Difficult
conclusie •
Perfecte “fit” tussen PW™ en elke strategie gericht op optimalisatie van de professionele werkomgeving.
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Structuur en proces zijn gericht op beste outcomes bij patiënten (en organisatie).
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De ROI is een veelvoud van de initiële kost.
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PW™ voorkomt Lean “omstelkosten”
