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Building Your SUSP Team Part I. Armstrong Institute for Patient Safety and Quality. Learning Objectives. Describe the importance of your SUSP team Develop a strategy to build a successful team Define roles and responsibilities of team members

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building your susp team part i

Building Your SUSP Team Part I

Armstrong Institute for Patient Safety and Quality

learning objectives
Learning Objectives
  • Describe the importance of your SUSP team
  • Develop a strategy to build a successful team
  • Define roles and responsibilities of team members
  • Identify characteristics of successful teams and barriers to team performance
the armstrong institute model to improve care
The Armstrong Institute Model to Improve Care

Reducing Surgical Site Infections

Translating Evidence Into Practice

(TRiP)

Surgical Unit based Safety Program (SUSP)

  • Emerging Evidence
  • Local Opportunities to Improve
  • Collaborative learning
  • Summarize the evidence
  • Identify local barriers to implementation
  • Measure performance
  • Ensure all patients get the evidence
    • Engage
    • Educate
    • Execute
    • Evaluate

Educate staff on science of safety

Identify defects

Recruit executive to adopt unit

Learn from one defect per quarter

Implement teamwork tools

Technical Work

Adaptive Work

http://www.hopkinsmedicine.org/armstrong_institute

the peri operative susp team
The Peri-operative SUSP Team
  • Understands that patient safety culture is local
  • Composed of engaged frontline providers from pre-, intra-, and post-operative care areas who take ownership of patient safety
  • Includes staff members who have different levels of experience and perspectives
  • Meets regularly (weekly or at least monthly)
  • Has adequate resources including protected time
    • 2 to 4 hours per week for a team leader, surgeon, anesthesia, nurse, and infection preventionist
team performance
Team Performance
  • Inputs
  • Environment
  • Hospital & Unit Context
  • Team Composition
  • Task Design
  • Outputs
  • Performance
  • Attitudes
  • Behaviors
  • Processes
  • Inside Team
  • Outside Team
  • Team Traits
susp team members
SUSP Team Members
  • Surgeons
  • Anesthesiologists
  • CRNAs
  • Circulating nurses
  • Scrub nurses / OR techs
  • Perioperative nurses
  • Executive partner
  • Nurse leaders
  • Physician assistants
  • Nurse educators
  • Anesthesia assistants
  • Infection preventionists
  • OR directors
  • Patient safety officers
  • Chief quality officers
  • Ancillary staff
team composition
Team Composition
  • A team leader
  • Champions (nurse and physician)
  • Local “opinion leaders”
  • People with diverse opinions
team composition1
Team Composition
  • Someone outgoing
  • Someone who sees the big picture
  • Someone detail-oriented
  • Everyone dedicated
successful teams have
Successful teams have…
  • Reliable Processes
    • Education and engagement activities
    • Communication
    • Leadership support/buy-in
    • Conflict (and conflict resolution)
successful teams have cont
Successful teams have…(cont.)
  • Norms
    • Valuing individual contributions
    • Cohesion (team unity)
    • Goal agreement
    • Self-assessment of knowledge /skills
    • Participation of team members
  • Role clarity
engage core susp team members
Engage Core SUSP Team Members
  • Surgeons
  • Anesthesiologists
  • CRNAs
  • Circulating nurses
  • Scrub nurses / OR techs
  • Perioperative nurses
  • Executive partner
  • Nurse leaders
slide14

StephMullens CST

Lead Tech

Executive

Kevin Driscoll CRNA

CRNA Lead

Renee Demski MBA

Senior Director Quality

Johns Hopkins Medicine

Mary Grace Hensel RN

Manager OR

Elizabeth Wick MD

Surgery Lead

Sean Berenholtz MD

Anesthesia Lead

Deb Hobson RN

“Coach”

Tracie Cometa RN

Lead RN

Coach

NSQIP

Outcomes

Lucy Mitchell RN

NSQIP SCR

tips for engaging physicians on the susp team
Tips for Engaging Physicians on the SUSP Team
  • Identify physician leaders
  • Create a forum for this role
  • Listen to physician concerns
  • Develop plans to address concerns
  • Reward physician leaders
  • Create a vehicle for communication
  • Develop a plan for communications
physician engagement strategies
Physician Engagement Strategies
  • Create a Compact (an Agreement) with management
    • Clearly define what is expected of physicians
    • Review performance regularly
example physician champion compact
Example Physician Champion Compact
  • Hospital will provide support for percent of physicians’ time
  • In return, physician will do the following:
    • Monitor and improve quality
      • Implement CUSP and SSI interventions
      • Hold regular meetings with team
      • Involve other members of Medical staff in quality
      • Report SSI rates and learning from defects results to senior leaders and board
example physician champion compact1
Example Physician Champion Compact
  • Further, physician will do the following:
    • Work with hospital to clarify what will be measured, who will measure it, and who will produce reports
  • Meet quarterly to discuss progress
tips for scheduling your meetings
Tips for Scheduling Your Meetings
  • Incorporate SUSP meetings into ongoing educational activities to ease scheduling challenges
    • Regularly scheduled nurse training
    • Grand rounds for physicians
    • Invite RNs to joint grand rounds
  • Create incentives for participating
    • Educational credit for participation
action items
Action Items
  • Form your team with an appreciation of the importance of WHO is on the team
  • Complete the SUSP Team Membership Form
  • Plan to attend Part II of Building your SUSP Team
on boarding call evaluation
On-boarding Call Evaluation

We want to ensure that the on-boarding calls provide useful and pertinent information for the SUSP teams. For this reason we request that you complete a brief evaluation following each call. The evaluation may be found at the following link:

  • https://www.research.net/s/susp_cohort_3

If you are not able to reach the link from the slide, please cut & past the URL into your browser.

Armstrong Institute for Patient Safety and Quality

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