Families need to be involved: they observe everything and want consistency. After speaking with families at a parent focus group, we know that they want consistency and that comes from standardization. To put a face to an infection, a patient story would have a great impact.
Centennial Medical Center
The value of the PDSA cycle was made obvious through this process. Carefully planning, doing or implementing the practices, studying our results, and then acting as needed to apply changes required to continue to meet our goals was an effective tool. We were able to learn and incorporate new ideas learned through TIPQC. Also, we could evaluate our care in relation to other participating institutions. This will ultimately reduce cost, which is always an important component of our health care system.
East Tennessee Children’s Hospital
This project has taught us very important lessons about how important it is to “show your warts,” or be transparent, with the staff and make sure that we TALK about mistakes we have made along the way. It served as a galvanizing force for the group to be able to introduce, explain, and implement best practices across all borders. Senior Leaders have come full circle, and are now insisting that “Yes we CAN.” (Change and make a difference in the lives of our patients).
Gateway Medical Center
We continued to use implementation PDSA cycles and address our policies in placing central lines. It has heightened awareness of process improvement. It has helped us work more as a team. Participating in TIPQC and improving processes is definitely a wise investment for all organizations.
Jackson-Madison County General Hospital
Participation in this project has virtually eliminated CLABSI in our unit. This decrease has saved this facility/families the thousands of dollars that are spent with each occurrence of CLABSI. Utilizing these improved techniques has also reduced our blood culture contamination rate. Our hospital has recognized us as a forerunner in the area of quality improvement.
Johnson City Medical Center
It takes "buy in" from the frontline staff; therefore education on the "Whys and Hows" and input from the frontline staff on key decisions is vital to the success of the project. It makes us proud to see that we have decreased our rate of CLABSIs. This is the right thing to do to improve patient outcomes and as our project title is "CLABSI: Our Journey to Zero" we are still going to strive to have zero CLABSIs in our NICU.
Monroe Carell Jr Children’s Hospital at Vanderbilt
There has been a culture change beyond the walls of the NICU. Nurses are empowered to ask if the central line is necessary. There is an increase in collaborative relationships among all staff even outside of the NICU. Our NICU has received recognition for its efforts across the campus and is being used as a model for other pediatric and adult populations.
TC Thompson Children’s Hospital
As a team we have worked hard together to implement some significant changes in processes and policies that have resulted in our reduction of CLABSIs in the NICU. It is essential to have several people who can collect the data. You must come up with a system that works for your team. Collecting the data and entering it as often as possible can help reduce hours of work later. We as a hospital and team believe that the initiatives of TIPQC are so important to the care we provide our infants, not only here in our hospital, but around the state.
The Regional Medical Center
Spend time picking a strong team and developing the team. Change really can be accomplished. We've learned a lot about how to approach a problem and help bring about a change in practice. We have reduced our CLABSI rate by 50%.
The University of Tennessee Medical Center
The primary mover is nursing motivation and effort. The nurses are more enthusiastic and have taken a lot of pride in their success.
Wellmont Holston Valley Medical Center
We have learned a tremendous amount about processes, charts, and trying to work toward a mutual goal of what is best for our patients. This project has made different groups of people work together toward a common goal. This project has impacted infection control in our unit, safety, self-examination for better ways to practice, and financial responsibility. Thanks to the TIPQC team for all of your guidance - your hard work and dedication were always an inspiration.
Baptist Memorial Hospital for Women
Families need to be involved: they observe everything and want consistency. After speaking with families at a parent focus group, we know that they want consistency and that comes from standardization. To put a face to an infection, a patient story would have a great impact.
Centennial Medical Center
The value of the PDSA cycle was made obvious through this process. Carefully planning, doing or implementing the practices, studying our results, and then acting as needed to apply changes required to continue to meet our goals was an effective tool. We were able to learn and incorporate new ideas learned through TIPQC. Also, we could evaluate our care in relation to other participating institutions. This will ultimately reduce cost, which is always an important component of our health care system.
East Tennessee Children’s Hospital
This project has taught us very important lessons about how important it is to “show your warts,” or be transparent, with the staff and make sure that we TALK about mistakes we have made along the way. It served as a galvanizing force for the group to be able to introduce, explain, and implement best practices across all borders. Senior Leaders have come full circle, and are now insisting that “Yes we CAN.” (Change and make a difference in the lives of our patients).
Gateway Medical Center
We continued to use implementation PDSA cycles and address our policies in placing central lines. It has heightened awareness of process improvement. It has helped us work more as a team. Participating in TIPQC and improving processes is definitely a wise investment for all organizations.
Jackson-Madison County General Hospital
Participation in this project has virtually eliminated CLABSI in our unit. This decrease has saved this facility/families the thousands of dollars that are spent with each occurrence of CLABSI. Utilizing these improved techniques has also reduced our blood culture contamination rate. Our hospital has recognized us as a forerunner in the area of quality improvement.
Johnson City Medical Center
It takes "buy in" from the frontline staff; therefore education on the "Whys and Hows" and input from the frontline staff on key decisions is vital to the success of the project. It makes us proud to see that we have decreased our rate of CLABSIs. This is the right thing to do to improve patient outcomes and as our project title is "CLABSI: Our Journey to Zero" we are still going to strive to have zero CLABSIs in our NICU.
Monroe Carell Jr Children’s Hospital at Vanderbilt
There has been a culture change beyond the walls of the NICU. Nurses are empowered to ask if the central line is necessary. There is an increase in collaborative relationships among all staff even outside of the NICU. Our NICU has received recognition for its efforts across the campus and is being used as a model for other pediatric and adult populations.
TC Thompson Children’s Hospital
As a team we have worked hard together to implement some significant changes in processes and policies that have resulted in our reduction of CLABSIs in the NICU. It is essential to have several people who can collect the data. You must come up with a system that works for your team. Collecting the data and entering it as often as possible can help reduce hours of work later. We as a hospital and team believe that the initiatives of TIPQC are so important to the care we provide our infants, not only here in our hospital, but around the state.
The Regional Medical Center
Spend time picking a strong team and developing the team. Change really can be accomplished. We've learned a lot about how to approach a problem and help bring about a change in practice. We have reduced our CLABSI rate by 50%.
The University of Tennessee Medical Center
The primary mover is nursing motivation and effort. The nurses are more enthusiastic and have taken a lot of pride in their success.
Wellmont Holston Valley Medical Center
We have learned a tremendous amount about processes, charts, and trying to work toward a mutual goal of what is best for our patients. This project has made different groups of people work together toward a common goal. This project has impacted infection control in our unit, safety, self-examination for better ways to practice, and financial responsibility. Thanks to the TIPQC team for all of your guidance - your hard work and dedication were always an inspiration.