quality academy graduate workshop: projects, priorities and politics
TRANSCRIPT
BCPSQC Quality Academy
Date: March 2012
Presented by
Linda Dempster, RN, MA
Projects, Priorities, and
Politics
When looking at improvement
opportunities there are many that could
be of value at any given time.
How do you advocate for a project and
navigate competing priorities?
How do you frame the importance to key
stakeholders?
“This interactive session will explore strategies for
addressing these questions.”
Key Objectives
1. What is a project vs a program?
2. Tips!
3. Strategic Framework
4. Utilize existing strategies and external
drivers
5. Develop key strategic partnerships and
relationships
6. Translation and „politics‟
Elements of a Safety Plan
1. Clearly aligned with strategic plan
2. Aligned with quality framework
3. Measured and monitored over time
4. Uses clear language
5. Sets measures/indicators and targets (SMART)
6. Evaluated formally
7. Influences culture
Source: Draft; CEHQ Working group, 2011
Tip # 1
• You can‟t do anything from a corporate
office
– Get out there!!
– Be visible
– Talk to people and understand the issues so
you can speak abut the priorities for staff
– Use that information to further your cause
PROGRAM VS PROJECT
Understand the fundamental differences between and project or a
program
-identify some key initiatives that have not been
sustained within your organization
Project vs Program
• A project is a temporary endeavor with a
defined beginning and end (usually time-
constrained, and often constrained by
funding or deliverables), undertaken to
meet unique goals and objectives, typically
to bring about beneficial change or added
value. » Wikipedia 2012
Program
• The temporary nature of projects stands in
contrast with business as usual (or
operations), which are repetitive,
permanent, or semi-permanent functional
activities to produce products or services.
» Wikipedia 2012
The Mansfield News Journal,
June 1936 • "If you haven't tried
Sealtest Fresh
Strawberry Ice Cream,
made by Telling's, you're
missing a real treat.
• It's the flavor-of-the
month for June, selected
by the Sealtest Jury”
How did it become sustained?
• "The Illinois Association of Ice Cream
Manufacturers has set up a committee
which will give serious study to a
suggested flavor and flavor-of-the-month
program for 1947."
'program' and 'serious study' suggests that
this phrase was well-entrenched by 1946.
Phrasefinder 2012
Here comes the interactive
piece! • Let‟s take 5 minutes to discuss 1 flavour-
of-the-month
– Someone have an example?
– How long did it last?
– What were some of the factors that caused it
to fade away…..
3. STRATEGIC FRAMEWORK
Use your strategic framework to help frame your program or project
Highlight key points eg patients and staff safety
Care Experience
Quality & Safety: • Use evidence based protocols • Create Regional Programs • Build medication reconciliation
People: • Build capacity & capability • Recruit and retain the
best • Match staffing to volumes
and acuity
Innovation &
Sustainability: • Embed Lean in all our
processes • Best practices • Efficiencies through
Shared services • Performance based
funding • Green care
Care Experience:
• People First
• Patients and Families as Partners
• Optimize the patient experience and outcomes
Regional Program Strategic Framework People First
Better Health for our Communities: • Reduce Inequities • Support primary care initiatives.
Vancouver Coastal Health Strategic Framework
Lens People First
Vision We will be leaders in promoting wellness and ensuring care by focusing on quality and innovation.
Mission We are committed to supporting healthy lives in healthy communities with our partners through care, education and research.
Values Service Integrity Sustainability
Drivers Patient/Community Focus Engaged Team Operational Excellence Financial Sustainability
Go
als
O
bje
cti
ves
Provide the best
quality of care.
Promote better
health for our
communities.
Optimize our
workforce and
prepare for the
future.
Use our resources efficiently to sustain a viable
health care system.
Use a
standardized,
rigorous process to
accelerate the
creation and broad
use of evidenced-
based protocols in
all clinical areas
and programs.
Develop a
regional
program for Mental
Health and
Addiction and
Cardiac Sciences to
improve quality of
care.
Build a regional
medication
reconciliation
system across the
continuum.
Reduce health
inequities in the
populations we
serve through
focused
improvements in
core public health
programs.
Build on VCH
integration
strategies to support
implementation of
the MoHS directive
to deliver integrated
primary care, home
and community care
and community
mental health
services.
Enhance
workforce
utilization and match
staffing to clinical
volumes and patient
acuity.
Recruit and
retain the best
people by fostering
a culture of
excellence,
recognition and
respect.
Build
organizational
capacity by
strengthening
leadership and
management
competencies.
Embed LEAN
thinking at all
levels to fulfill
objectives and to
deliver quality
outcomes.
Develop and
implement best
practices in care
management to reduce
unnecessary days of
stay.
Deliver
administrative and
support efficiencies
through the shared
services organization
and consolidation.
Respond to provincial
patient-centered
funding model.
Develop service
agreements with
funders and service
providers.
Develop and
implement a strategy to
secure increased
capital funding.
Continue our
commitment to “Green
Care” alternatives by
reducing waste and our
carbon footprint.
Respond to
provincial patient-
centered funding
model.
Develop service
agreements with
funders and service
providers.
Develop and
implement a
strategy to secure
increased capital
funding.
Continue our
commitment to
“Green Care”
alternatives by reducing
waste and our carbon
footprint.
1.1
1.2
1.3
2.1
2.2
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
4.7
3.3
17
Quality Dimension: Safety
Safety
Hospital Infections
· ↓ MRSA · ↓ C. difficile
· ↓ BSI in ICU · ↓ SSI
HSMR · ↓ Mortality Rates
In-hospital complications (>1
GTT)
Staff Safety & Engagement
Initiatives & Accountability
for ↓ HAIs
• CC Council and IC ; strategies
to reduce BSI .
•NSQIP being implemented
• Antimicrobial Stewardship
•Bedpan decontaminator
project
•
• Initiatives & Accountability
for ↓ HSMR
• Reducing HF, COPD, Stroke
initiatives with Councils
Initiatives & accountability
for ↓ In-hospital
Complications
• Regional Falls initiative
•LEAN and HH at Richmond
• Med. Rec. programs
•
• Initiatives & Accountability
for ↑ Staff Safety &
Engagement
• MSI programs
• All managers and directors in
Fall 2011.
• Collaborative Practice- LEAN
•
Big Dot Measures of Safety
Measurable
Goals of Safety
Initiatives and Change Concepts
· ↑ SSCL Usage · ↑ HH Compliance
· ↑ VTE · ↓ Falls
· ↓ Hip Fractures · ↓ Pressure Ulcers
· ↑ Staff Safety and Engagement Survey · ↓ MSI Rates
4. UTILIZE EXISTING
STRATEGIES
Examine what is already going on out there and determine whether
your initiative is a good fit.
Consider other drivers
• External drivers
– AC
– Health Canada
– MOH
Just a few
Can you fit your program here?
• Internal Drivers
– Beyond strategic
directions;
– Data is showing you
have to do something
about it urgently
– Significant risk to
patients and/or staff
Develop internal partnerships
• Eg.
Safety and Engagement
Strategy
• Survey
• Added safety culture
questions
• Significant correlation
• Action planning
• Supported each other
but also further
embedded safety and
engagement across
the organization
Team Engagement Strongly Connected with Safety
Items S
afe
ty I
tem
s In
de
x
GrandMean
23 Copyright © 2011 Gallup, Inc. All rights reserved.
Safety questions and
engagement are
highly correlated
Pearson cor. = 0.85
Tip #3 Leadership Style
• Consider your own style.
• Build internal capacity for sustainability
• Embrace diversity!!
“Leaders make followers;
Great leaders make Leaders”
3. TRANSLATION AND
POLITICS
How do you translate your program or project for various audiences
and maneuver the politics?
32
SSCL Compliance SSCL: Compliance on All 3 Components by Facility
0
10
20
30
40
50
60
70
80
90
100
Fiscal Period
Per
cen
tag
e C
om
plia
nce
VGH 14 13 14 15 15 15 19 30 28 31 40 40 47 56
UBCH 51 72 79 76 68 70 66 78 57 56 53 59 75 65
RH 1 14 46 45 50 51 56 49 54 54 50 57 64 63
LGH 0 9 6 15 25 54 82 89 82 79 79 76 84 79
SGH 0 0 0 0 0 0 84 96 96 97 100 100 100 96
SMH 0 0 0 0 0 0 10 57 56 61 51 59 80 70
PRGH 0 0 0 0 0 0 0 0 9 42 56 50 85 89
P6 P7 P8 P9 P10P11P12P13P1 P2 P3 P4 P5 P6 P7 P8 P9 P10P11P12P13
2010-11 2011-12
Good Catches Identified by
Electronic Survey Responses
36 Good Catches / Close Calls
Summary of themes:
• Antibiotics **
• Surgical site and side
• Wrong patient
• DVT prophylaxis
• Equipment, Implants not available
• Blood type and product availability
Translate your program
• Use a variety of methods to translate your
program to others within the organization:
– Health economic evaluation-
– Reporting to various audiences-
Tip #3 SBAR is your friend
S- Situation
B-Background
A-Assessment
R-Recommendation
(you are the expert and they want to hear
your recommendation!)
Use it to frame your request
• S- Situation
• B-Background
• A- Assessment
• R-Recommendation
38
Finance;
Calculation of total # cases
UTI is the most common HAI at VCH with 18,900 cases over the last 4 years
Summary of Objectives
1. What is a project vs a program?
2. Tips!
3. Strategic Framework
4. Utilize existing strategies
5. Develop key strategic partnerships and
relationships
6. External drivers
7. Translation and „politics‟