10/11/2013 1 New Initiatives Promoting Quality Care at Christenson Communities Ltd. Intro ~ CCL/AdvantAGE Assist Topic 1 Topic 2 Clinical Quality Team Phlebotomy – Blood work Consistent Staff Assignments Mobile X‐Ray Participation in Research Topic 3 Topic 4 Topic 5 Topic 6 CCL is the builder of 4 Supportive Living residences in Edmonton, one in central Alberta, and has numerous other campuses of care that will be opening throughout Alberta in the near future. AdvantAGE Assist is the Operator/care provider. Our philosophy is to: • Uphold a Resident‐centered approach that supports aging in place • Focus on quality care and improvement • Promote innovation and clinical expertise • Support Resident safety in all areas
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10/11/2013
1
New Initiatives Promoting Quality Care at Christenson Communities Ltd.
Intro ~ CCL/AdvantAGE AssistTopic 1
Topic 2 Clinical Quality Team
Phlebotomy – Blood work
Consistent Staff Assignments
Mobile X‐Ray
Participation in Research
Topic 3
Topic 4
Topic 5
Topic 6
CCL is the builder of 4 Supportive Living residences in Edmonton, one in central Alberta, and has numerous other campuses of care that will be opening throughout Alberta in the near future. AdvantAGEAssist is the Operator/care provider.
Our philosophy is to:
• Uphold a Resident‐centered approach that supports aging in place
• Focus on quality care and improvement
• Promote innovation and clinical expertise
• Support Resident safety in all areas
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‐ Comprised of CCL CEO, RN Clinical Coordinator, Geriatric Nurse Specialist, Community Administrator, and LPN Clinical Quality Lead
‐ Variety of different backgrounds, passions, perspectives, and capabilities. Diversity is an asset!M t t i thl t di
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‐ Meets twice monthly to discuss:‐ Activity reports for each member‐ New initiatives and follow‐up‐ Education‐ CCL Policy revision and creation‐ Quality assurance/best practice
‐ Acts as a forum for collaboration and the sharing of ideas
Personal Personal knowledge knowledge & & experienceexperience
Best
Committee
Best Practice
Committee
Internal site Internal site auditsaudits
Weekly Weekly t l ft l f
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Research Research and and literature reviewliterature review
teleconferencesteleconferences
Policy review
Employee &
suggestions
Employee & Resident
suggestions
PhysicianPhysicianmeetingsmeetings
• Members include the Team Lead & Wellness Manager from each site, a Pharmacist, Clinical Coordinator, and Clinical Quality Lead
• Meets monthly• Discuss:
‐ Site updates (critical/Reportable Incidents, unusual events, learning opportunities, project evaluation, etc.)U i j t
• Provides a forum for disseminating information to all sites at once. Ensures consistent processes between all sites and allows sites to support one another
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• Each site is audited quarterly by the Clinical Coordinator.
• Audit tools based on AHS Quality and Accommodations audits.
• Action plan created post‐audit; site to resolve all outstanding items within 7 days.
Si ff l di R id h
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• Site staff also audit Resident rooms, charts, documentation, and medication drawers on a weekly basis
• Helps to identify processes/procedures that need updating, areas for opportunity, etc.
• Ensures compliance with CCL policy & procedures, as well as best practice
• Team Leads & Wellness Managers from all sites call into a weekly teleconference
• Clinical Coordinator and Clinical Quality Lead attend
• Brief phone call to touch‐base on pressing issues:
Critical/Reportable Incidents
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Pharmacy updates
Policy & Procedure review
OH&S updates
AHS updates
• Keeps a constant focus at the site level
• Physician Leadership Group created to enhance collaboration and communication with MDs
• Meets every 2‐3 months
• Members: Physician’s who specialize in the care of older
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y padults who round at each site, Clinical Quality Team, and Pharmacist
• Flexible agenda. May discuss site processes, AHS changes, pilot projects, Pharmacy updates, etc.
• Opportunity for MDs to share input on processes that are working well and where there might be areas for growth
• Physicians more able to support CCL projects
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• Policy review emailed to TLs/WMs on Fridays. 3‐5 policies discussed.
• Monthly calendars distributed to sites identify 1 policy per day to be reviewed by staff. Each day, a different staff member is put in charge of presenting the policy‐of‐the‐day to coworkers
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of the day to coworkers.
• Calendars and policy review emails based on recent events, new policies, policy changes.
• Ensures that site supervisors and frontline staff are aware of policies and adherent to them.
• Enables staff to provide feedback on policies and procedures, which keeps policies relevant and usable
• CQ Team members share own knowledge and experience
• Brainstorm creative & innovative ideas
• Share interesting research, articles, presentation materials, etc.
• Share feedback from Residents
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• Bring feedback from frontline staff to the CQ Team
Staff are encouraged to bring forward creative ideas
Examples include: new documentation and assessment tools, information from seminars they attend, etc.
Yearly Award for Innovation
Inspires Creative Solutions:
‐ Continuous focus on Resident safety, l d
Promotes Clinical Expertise:‐ Quality improvement projects discussed at CQ meetings are implemented using a pilot approach.
‐ Education provided to staff to support implementation.
‐ TL/WMs monitor project success and staff reactions.quality improvement, and Best Practice initiatives
‐ Builds a culture that embraces change, by modeling the creativity and flexibility we wish to cultivate in our staff.
‐ Creativity is contagious!
p j
‐ Staff encouraged to offer feedback.
‐ Employee engagement builds morale, strengthens teams, and gives staff a sense of ownership over projects/initiatives. This improves quality of care.
‐ Frontline staff and CQ Team share a common vision and work together to make improvements.