Team building

Innovations

Formal Processes Ensure System-Wide Focus on Heart Attack, Heart Failure, Pneumonia, and Surgical Care, Improving Performance on Core Measures 12/13/10

A health system uses formal processes to track patients who meet core measure inclusion criteria, monitor gaps in care, investigate care variances, and share data and best practices, leading to a significant improvement in overall performance on the measures.

Immediate Post-Event Debriefing Improves Multiple Aspects of Response to Codes and Increases Staff Satisfaction 12/10/10

Immediate team debriefings after a cardiopulmonary resuscitation code event improve multiple aspects of the team's response to future codes and generate high levels of staff satisfaction.

Multidisciplinary Team Redesigns Care Processes and Systems, Leading to Significantly Improved Performance on Core Measures in Four Clinical Areas 12/09/10

A hospital uses a multidisciplinary team, standing orders and reminder systems, manual medication reconciliation, and system-wide quality improvement to significantly improve performance on core measures for heart attack, heart failure, pneumonia, and surgical care.

Easily Accessible, Welcoming Center Enhances Access to Medical and Social Services for Lesbian, Gay, Bisexual, and Transgender Homeless Youth 12/07/10

An easily accessible center offers a safe, welcoming, nonjudgmental environment in which homeless youth, particularly those who identify themselves as being lesbian, gay, bisexual, or transgender, can access a wide array of medical and social services.

Transitional Care Program With Advance Care Planning for Frail Elders Reduces Emergency Department Visits and Readmissions 11/29/10

A transitional care program that identifies frail elderly patients in the hospital and provides them with in-home support after discharge significantly reduces readmissions and emergency department visits.

Small, Rapid-Cycle Process Improvement Projects Produce Many Benefits for Hospital, Including Increasing Nurse Time Spent With Patients 11/05/10

Using Toyota Production System principles, William Beaumont Hospitals implemented many small, rapid-cycle process improvement projects designed to improve workflow and patient flow; these projects have led to meaningful increases in nurse time spent with patients, shorter patient waiting times, faster radiology test turnaround, fewer missing and discarded medications, and greater staff engagement.

Regular Meetings of Patients and Staff Reduce Violent Episodes by 85 Percent on Inpatient Psychiatric Unit 10/28/10

An inpatient psychiatric unit holds regular 30-minute “community” meetings focused on violence prevention, with all on-duty unit staff and patients attending; the meetings—which serve as a forum for expressing concerns, reviewing recent episodes, and brainstorming prevention strategies—reduced violent episodes by 85 percent.

Medical Center Places Nurses in Schools, Leading to Better Lifestyle Choices and Academic Performance Among Students 10/13/10

Medical center–employed nurses work at elementary and middle schools, providing typical school nurse services, annual health screenings, and periodic classroom presentations, leading to improvements in the ability to identify health issues and in the lifestyle choices and academic performance of individual students.

Formal Structures and Processes Promote System-Wide Focus on Core Measures, Leading to Significantly Better Performance 09/01/10

A health system uses formal structures and processes to ensure that performance on core measures remains a consistent focus throughout the organization, leading to a significant improvement in overall adherence to these measures.

Primary Care Physician and Health Coach Teams Improve Outcomes and Reduce Costs for Complex Patients 08/18/10

A primary care physician-health coach team delivers intensive, ongoing care management services to medically complex, chronically ill patients, leading to significant improvements in self-management behaviors, clinical outcomes, and patient satisfaction and to lower utilization and markedly slower growth in costs.

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