This is the presentation given by Dr Charles Pain, Director Health Systems Improvement, Clinical Excellence Commission, at the recent Team Health Consultatin Forum.
16. Garling’s view continued “The evidence shows that a team-approach to treatment is likely to produce the best results. One proven technique is the multi-disciplinary ward round which includes the consultant and registrar, junior doctors, nursing staff, pharmacists and, where relevant, allied health professionals such as speech therapist or physiotherapist.” [Overview, para 1.110]
19. Longitudinal data from the NHS shows that for each 10% increase in the proportion of real teams in an organisation there is a corresponding 3.1% reduction in patient mortality (HSMR)Professor Michael West , Head of Department, Aston Business School. Organizational Behaviour in Health Care Conference, Birmingham April 2010
20. Staff teamwork matters most to patients “Among patients who offered excellent ratings, how well the doctors and nurses worked together was the main factor that influenced their rating.” Bureau of Health Information Insights into Care: Patients’ Perspectives on NSW Public Hospitals, May 2010
24. Teams intersect at the healthcare unit level Professional Specialist Teams Medical Nursing Allied health Generalist Teams Horizontal Teams WARD Vertical Teams JMO SRMO Nursing Allied Health Clerical Patient Support Source: Professor Steven Boyages
31. Team Functions (Unit Facility) Leadership and Governance Team Structure and Dynamics Care Planning, Coordination and Delivery Standard Protocols and Procedures Patient Safety and Quality Systems Patient Experience Management Education, Training and Supervision Workforce Management and Development Information Access Support Services and Equipment
32. Team Functions Leadership & Governance Care Planning Co-ordination & Delivery Team Structure & Dynamics Standard Protocols & Procedures Patient Experience Excellent Care Information Access Patient Safety & Quality Systems Education, Training & Supervision Support Services & Equipment Workforce Management
33. Examples of Practical Tools NUM role redefined Interdisciplinary Leadership (nursing, medical & allied health) Care Planning with Objectives Care Navigation Ward Rounds Uniforms Name Badges Ward Meetings Leadership & Governance Care Planning & Co-ordination Team Structure & Dynamics Care Planning Co-ordination & Delivery Handover checklist Standard Observation Chart Asking, listening and Responding Complaints management Excellent Care Standard Protocols & Procedures Patient Experience Information Access Patient Safety & Quality Systems Incident Reporting and Review Risk register Prioritisation EMR Decision support Education, Training & Supervision Support Services & Equipment Workforce Management Supplies management Prioritisation of equipment Core skills training (eg. DETECT) Rostering for seniority Skill balance
34. Way Forward Develop partnerships with CETI, NaMO, ACI, Academics, etc. Adopt TeamFirst Framework as a basis for understanding and implementing a microsystems approach Develop implementation method involving team building through coaching and communities of practice, and provision of teamwork tools.
35. Way Forward (cont.) Implement by laying or reinforcing foundations for healthcare unit teams, by focussing on unit leadership, role clarity of members, and establishment of key team structures and processes. Obtain or develop necessary tools for teams to perform key functions, and support them in designing unique tools, where required.
40. Hand hygienePriority 2 Cost effectiveness of solutions Priority 4 Priority 3 HIGH LOW Population importance of problems (prevalence & consequence) CHP 2010
