- Email: [email protected]
Family Centered Care in Perioperative Services
ASPAN NATIONAL CONFERENCE ABSTRACTS
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More staff have inquired about obtaining certification. 4 other educators are also developing similar webpages. Implications for Advancing the Practice of Perianesthesia Nursing: Expand use of webpages for webinars. Add discussion pages for journal club.
PATIENT/FAMILY CENTERED CARE IN PERIOPERATIVE SERVICES Team Leader: Amy Cooper, MSN RN Barnes-Jewish Hospital, St. Louis, Missouri Team Members: Sandra Filla, MSN RN AGCNS-BC, Karen Dunn, MBA BSN RN, Gail Davis, PhD(r) APRN CNS-BC, Colleen Becker, PhD(c) RN CCRN
Background: Our institution is a Level One trauma/transplant academic center and performs over 140 surgeries a day. Due to high volume of surgeries and the collaboration of multiple teams, perioperative services is at risk for a breakdown of interpersonal communication of clinicians and other Team Members with respect to patient/family perceptions. Objectives of the Project: Perioperative Services was challenged to enhance those communication skills and professionalism through training in behaviors and reflecting on how our actions and words impact the patient experience. Studies reveal a correlation between the patient experience and patient outcomes. Process of Implementation: To create an environment rich in the Patient/Family Centered Care, a Perioperative Professional Committee was created. The initial vision was to view the experience through the patient perspective which brought awareness to enhance our environment to be conducive to healing. Members included a representative from every area within perioperative services. Approximately 800 perioperative Team Members attended training on behaviors and conduct associated with the “Patient Zone” through the eyes of a patient. This training then spilled over to our academic physician partners and was made a part of perioperative orientation. Statement of Successful Practice: With the implementation of the Perioperative Professional Committee and its initiatives, our Patient Satisfaction score for Overall Quality of Care increased from 43% to 76.1%. Our Patient Satisfaction score for Overall Teamwork between Staff increased from 53.2% to 64.9%. In addition, different initiatives lead by the committee have decreased noise levels and the appearance of chaos for first start cases. A survey conducted after the first “Patient Zone” presentation resulted in responses ranging from 8895% regarding a change in behavior and professionalism among Team Members. Implications for Advancing the Practice of Perianesthesia Nursing: Future plans include yearly mandatory on-line modules, yearly orientation to residents prior to the start
Note: All abstracts are printed as received from the authors.
of their perioperative rotation and continued education for all Team Members including our academic physician partners. Improving professionalism within the perioperative setting has shown to positively impact the patient experience.
FOUNTAIN OF KNOWLEDGE Team Leader: Janelle Holthaus, MSN AGCNS-BC Barnes Jewish Hospital, St. Louis, Missouri Team Members: Gail Davis, PhD(r) APRN-BC CCRN, Colleen M. Becker, PhD(c) RN CCRN
Background: Our perioperative educational department is here to support the educational needs of approximately 800 staff members within perioperative services, which encompasses the entire surgical experience. This is done by providing educational resources, expertise, professional development, opportunity, and continued competence, along with improving processes and creation of innovative practices through collaboration among interdisciplinary teams. Our education department supports various levels of staff spanning over a range of areas including: operating rooms, pre/post area, perfusion, central sterile processing, electrophysiology, and anesthesia technicians, along with collaborating with anesthesia providers and surgical departments. We were not able to articulate or have a platform to show the vast array of education and development planning we provide to our staff. To showcase these opportunities our education department provides for perioperative staff, we developed a portfolio. It displays the various educational programs, staff development, competencies, committee support, process improvements, and innovative concepts perioperative based and hospital-wide. Objectives of Project: The team wanted to exhibit the training provided to staff, to give a comprehensive understanding of the education the staff must receive to be competent in the perioperative area. We also wanted to display to other facilities, interdisciplinary departments, and potential new hires the scope of opportunities initiated and founded by our divisional service line. This portfolio will show revolutionary opportunities created and developed at our institution for staff to participate in to be compensated and recognized for their increased expertise. Process of Implementation: Guided by the executive director, the educational team met to determine what was to be included. In multiple meetings, information was collected and put in the portfolio under appropriate sections. Statement of Successful Practice: The educational portfolio provides evidence of the education that is provided to our staff to provide competent and excellent care. Copies of the portfolio will be available in the education office, director’s office, and brought to job fairs to entice new staff. Implications for Advancing the Practice of Perianesthesia Nursing: Having this information in a portfolio format, allows oncoming, current staff, and academic surgical colleagues to know the educational opportunities that are part of perianesthesia staff’s role development and future options they have to advance in the field of perioperative services.
e28
More staff have inquired about obtaining certification. 4 other educators are also developing similar webpages. Implications for Advancing the Practice of Perianesthesia Nursing: Expand use of webpages for webinars. Add discussion pages for journal club.
PATIENT/FAMILY CENTERED CARE IN PERIOPERATIVE SERVICES Team Leader: Amy Cooper, MSN RN Barnes-Jewish Hospital, St. Louis, Missouri Team Members: Sandra Filla, MSN RN AGCNS-BC, Karen Dunn, MBA BSN RN, Gail Davis, PhD(r) APRN CNS-BC, Colleen Becker, PhD(c) RN CCRN
Background: Our institution is a Level One trauma/transplant academic center and performs over 140 surgeries a day. Due to high volume of surgeries and the collaboration of multiple teams, perioperative services is at risk for a breakdown of interpersonal communication of clinicians and other Team Members with respect to patient/family perceptions. Objectives of the Project: Perioperative Services was challenged to enhance those communication skills and professionalism through training in behaviors and reflecting on how our actions and words impact the patient experience. Studies reveal a correlation between the patient experience and patient outcomes. Process of Implementation: To create an environment rich in the Patient/Family Centered Care, a Perioperative Professional Committee was created. The initial vision was to view the experience through the patient perspective which brought awareness to enhance our environment to be conducive to healing. Members included a representative from every area within perioperative services. Approximately 800 perioperative Team Members attended training on behaviors and conduct associated with the “Patient Zone” through the eyes of a patient. This training then spilled over to our academic physician partners and was made a part of perioperative orientation. Statement of Successful Practice: With the implementation of the Perioperative Professional Committee and its initiatives, our Patient Satisfaction score for Overall Quality of Care increased from 43% to 76.1%. Our Patient Satisfaction score for Overall Teamwork between Staff increased from 53.2% to 64.9%. In addition, different initiatives lead by the committee have decreased noise levels and the appearance of chaos for first start cases. A survey conducted after the first “Patient Zone” presentation resulted in responses ranging from 8895% regarding a change in behavior and professionalism among Team Members. Implications for Advancing the Practice of Perianesthesia Nursing: Future plans include yearly mandatory on-line modules, yearly orientation to residents prior to the start
Note: All abstracts are printed as received from the authors.
of their perioperative rotation and continued education for all Team Members including our academic physician partners. Improving professionalism within the perioperative setting has shown to positively impact the patient experience.
FOUNTAIN OF KNOWLEDGE Team Leader: Janelle Holthaus, MSN AGCNS-BC Barnes Jewish Hospital, St. Louis, Missouri Team Members: Gail Davis, PhD(r) APRN-BC CCRN, Colleen M. Becker, PhD(c) RN CCRN
Background: Our perioperative educational department is here to support the educational needs of approximately 800 staff members within perioperative services, which encompasses the entire surgical experience. This is done by providing educational resources, expertise, professional development, opportunity, and continued competence, along with improving processes and creation of innovative practices through collaboration among interdisciplinary teams. Our education department supports various levels of staff spanning over a range of areas including: operating rooms, pre/post area, perfusion, central sterile processing, electrophysiology, and anesthesia technicians, along with collaborating with anesthesia providers and surgical departments. We were not able to articulate or have a platform to show the vast array of education and development planning we provide to our staff. To showcase these opportunities our education department provides for perioperative staff, we developed a portfolio. It displays the various educational programs, staff development, competencies, committee support, process improvements, and innovative concepts perioperative based and hospital-wide. Objectives of Project: The team wanted to exhibit the training provided to staff, to give a comprehensive understanding of the education the staff must receive to be competent in the perioperative area. We also wanted to display to other facilities, interdisciplinary departments, and potential new hires the scope of opportunities initiated and founded by our divisional service line. This portfolio will show revolutionary opportunities created and developed at our institution for staff to participate in to be compensated and recognized for their increased expertise. Process of Implementation: Guided by the executive director, the educational team met to determine what was to be included. In multiple meetings, information was collected and put in the portfolio under appropriate sections. Statement of Successful Practice: The educational portfolio provides evidence of the education that is provided to our staff to provide competent and excellent care. Copies of the portfolio will be available in the education office, director’s office, and brought to job fairs to entice new staff. Implications for Advancing the Practice of Perianesthesia Nursing: Having this information in a portfolio format, allows oncoming, current staff, and academic surgical colleagues to know the educational opportunities that are part of perianesthesia staff’s role development and future options they have to advance in the field of perioperative services.