Leadership in Clinical Settings - Hospital Authority
Transcript of Leadership in Clinical Settings - Hospital Authority
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"Leadership" in Clinical
Settings
TSANG Lap Fung, Kelvin
Adanced Practice Nurse
Nursing Services Division
United Christian Hospital
Overseas Corporate Scholarship Program for
Leaders 2016/17
Hospital Authority Convention 2018
8 May 2018
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Members
Sylvia WONG
DOM(OTS), Queen Mary Hospital
Mike TONG Chin Ip
DOM(SOPD&AC), Prince Wales Hospital
Rebecca LAI Ng Fung
WM(M&G), Tuen Mun Hospital
Kelvin TSANG Lap Fung
APN(NSD), United Christian Hospital
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Contents
• Background
– Our visiting journey
– Meeting
– Participation in Workshop
• Leadership learnt from The Mount Sinai Hospital, US
– Vision & Mission
– The Rapid Response Team (RRT)
– Hospice Services
– Psychogeriatric Unit
– Post-Anesthesia Care Unit
– Medical Intensive Care Unit
– Ambulatory Care Unit
– Nursing Quality & Safety
– Innovation
• Attributes of a successful leader to drive leadership
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Overseas Corporate Scholarship Program for
Leaders 2016/17
31st October – 18th November 2016
1,171-beds
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Our Visiting Journey
Admission In-patient & out-patient
services / units Non clinical services
Emergency
Department
Sterile
Processing
Department
Psychogeriatric
Unit
Labor and
Delivery Unit
Complex
Discharge
Team
Wound care
service
Rapid
response
team
Ambulatory
Care
Hospice
Services
Rehabilitation
Unit
Intensive
Care Unit
Operating
Room
Post-
Anesthesia
Care Unit
Dialysis Unit
Radiology
Oncology
Unit
Paediatric
Unit
Psychiatric
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Meeting
Magnet Discussion
Finance Manager
Nursing Directors. Leadership
Huddle
Nurse Executive Committee
Hospital-acquired Infection meeting
Donor Council meeting
Nursing Pharmacy Committee
Nursing Practice & Regulatory
Med / Surg Staff Meeting
Throughput discussion
Nursing Quality & Practice
Ambulatory Staff meeting
Nursing Informatics
Medication Use & Safety Committee
… …
…
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Participation in Workshop
Patient Experience Program
Research & EBP workshop
Mini Manuscript Writing Workshop
Cultural Competency Workshop
Emotionally Intelligent Management Workshop 7
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Magnet Hospital Model
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Vision
• “To continue to grow and challenge convention through
our pioneering spirit, scientific advancements, forward-
thinking leadership, and collaborative approach to
providing exceptional patient care in the many unique
communities we serve.”
Innovation Excellence
Leadership Collaboration
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Mission
• “To provide compassionate patient care with seamless
coordination and to advance medicine through unrivaled
education, research, and outreach in the many diverse
communities we serve.”
Compassionate
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Excellence
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What “leadership” we have learnt
from the Mount Sinai Hospital, US
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Rapid response team
• The goal of the RRT is to optimize
patient outcomes, decrease mortality,
decrease transfer to high level of care
and decrease cardiac arrest events.
• Discuss:
– The obstacles of recruitment,
– Selection of nursing practitioners, and
– Establishment of the RRT
• Learning point:
– Need to understand the background
of what you have to establish upon
planning
– Staff readiness
– Creation of manpower buffer
– Methods to maintain a standard level
of nursing practice and team
efficiency
Ms. Ceilia Wells
7/24 Rapid Response
Team (RRT)
6 intensivists
5 respiratory therapists
1 NP clinical program manager
15 Nursing Practitioners
(NPs)
Participatory leadership 13
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Hospice Services
Patients
Referral system & multi-disciplinary team for other
non-palliative units
Discharge system with community support
independently and safely
Hospice liaison for any package of services (i.e.
tele-consultation)
Staff
Establish a clear goal for narrowing generation gap
Palliative Resources Program for nurses in non-palliative
units
A vital Geri talk for enhancing palliative nurses’
communication skills
Regular coffee break, morning or evening table charting, yoga class, summer picnic, and party
Positive Practice Environment & Caring 14
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Psychogeriatric Unit
• Invest the psychogeriatric unit with a small
budget to purchase dolls for the patients with
negative behavior, poor emotional control and
dementia.
• This innovative method can help improve fall
incident, alleviate their emotional status and allay
their anxiety (Green, et al., 2011; Neushotz, et
al., 2009).
• Different fall preventive measures were
implemented to reduce fall incident such as
double tread slippers, color code bracelet, fall
signage and so on
Ms. Lorna Green (Doll Therapy)
Innovation & Excellence 16
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Post-Anesthesia Care Unit (PACU)
• The Post Anaesthesia Care Unit is located at
various sites within the hospital where general
anaesthesia is required, that include
interventional radiology (IR) and operating
theatres (OT).
• Clinical Nurse Educator, is responsible for the
competency assessment of nurses working in
PACU, and there is a system that could track on
the training record of each PACU nurse, to
ensure that their knowledge are up-to-date. Minimum
requirement to work at
PACU
At least 2 years working experience in
ICU
Advanced Cardiac Life
Support (ACLS)
Basic Cardiac Life
Support (BCLS)
No need to
rotate within
OR
Professional practice 17
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Medical Intensive Care Unit (MICU)
• Mr. Fermando, the ward manager of
the Medical Intensive Unit (MICU),
described what, when, and how he
prepared a simulation centre to
respond the crisis and Ebola
management using a scientific and
practical design according to the
guidelines of CDC. Ebola Simulation Centre
• Personally taking part in the preparation with staff (role modeling)
Staff engagement
• Periodical procedure training (i.e. 3 months or 6 months)
Competency consideration
• Scenario-based training Crisis
Preparation
Two-third nurses
for the readiness
of working in the
centre
Prepare for change 18
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Ambulatory Care Unit
Build up a foundation of
system
Set more challenging
expectations for
subordinates
Staff engagement (i.e. meeting agenda and
sharing)
Staff recognition
award
The highest staff
satisfaction
The lowest staff
satisfaction
3 years
Staff engagement
Ms. Runa Guy, CNM
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Nursing Quality and Safety
(Roles & Responsibilities)
Monitor nursing sensitive
indicator
Coordinate different
meetings and activities
Ensure implementation of
nursing standards to support
outcomes based care
Convey related practical and
care issues in different
meetings
Ms. Catherine Schaefer,
director of nursing department
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Nursing Quality and Safety
To do a right thing to act on right patient given
a right time under a reasonable cost.
Pro
fessio
nal p
racti
ce
Qu
ali
ty
Ed
ucati
on
Researc
h a
nd
ev
iden
ce-b
ased
pra
cti
ce
Workforce
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Learning Areas
Standardization
• Standardize the infusion and syringe pump in one model in a whole hospital through exercising the power and authority to choose the best model of pump for patient.
• Mitigate the risk of medication administration errors.
• Facilitates nurses to receive a competency assessment annually.
Standardization
• A concise and succinct template of an agenda.
• An effective and efficient tool to guide a meeting and convenience the follow up actions.
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Example of Agenda Format
Old version
New version
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Learning Areas
Speak-up • Most of the staff including RN, nursing students, PCA for
discussing the issues with the Patient Relation Unit (PRU) officer and security director during shift handover.
Patient Safety Wednesday • Organized every Wednesday
• To share and convey some important message from a variety of topics
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Innovation
Vocera • A special walkie talkie makes care team collaboration faster and
easier and reduce unavoidable yielding in clinical settings.
• A primary nurse can receive the call from patients through the Vocera.
• Abnormal parameters of haemodynamic status can alert the primary nurse via the Vocera.
Ava Sys Monitoring • When envisaging the possibility of having patient fall from bed,
=> notify the concerned staff nurse via Vocera; => talk to the patient via the installed microphone.
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“There is no right or wrong. Leaders work on
reflection, so as to improve, to make things better”
Learnt from “Emotionally
Intelligent Manager” workshop at
Mount Sinai St. Luke’s Hospital
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“Show your ‘empathy’ towards your
subordinates”
Ms. Runa, the unit manager of
Medical and Surgical clinic
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Attributes of a successful leader to
drive leadership
Successful Leader
Figure out & Share
Directions
Strive Changes
Provoke Positive Practice
Environment
Encourage Innovation & implement
EBP
Staff engagement
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Special thanks to …
• Hospital Authority (HA)
• HAHO Nursing Services Department team
– Ms. Chung CK
– Ms. Chung KP Bobo
• The Mount Sinai Hospital, US The
Department of Nursing
– Ms. Catherine Schaefer
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