UPMC | Fiscal Year 2017 Annual Report

SERVICE LINE/CENTERS INITIATIVES With the increasing complexity of health care delivery systems and coordinating care across the continuum, a structured framework designed around specific patient populations (service lines) and around the service centers that cross multiple patient populations are needed. Partnering with our physician leaders and interdisciplinary teams, nurse leaders drive change and improve the service lines and service centers through people and project management, and their clinical expertise. Below are highlights of process improvements that have been implemented during FY 2017. INTENSIVE CARE UNIT SERVICE LINE Internationally renowned ICU intensivists and the chief nurse executive have worked with an interdisciplinary team of experts from quality and palliative care to implement nurse-driven family meetings. Specialized education sessions provided each nurse with a real-life learning experience with actors and expert facilitators. These training sessions help prepare the nurse to hold conversations related to treatments, progress, transition plans, and end of life care options. In fiscal year 2017, over 95 classes were held. 84% compliance in holding a family meeting minimally by day four of the patient’s ICU stay Physicians recognize the important role nurses play in family and patient communication and treats them as partners in care, which has anecdotally improved nurse job satisfaction and engagement related to this initiative. BEHAVIORAL HEALTH SERVICE LINE A key initiative in the Behavioral Health Service Line is creating centralized and standardized staff orientation and development. Western Psychiatric Institute and Clinic of UPMC provides newly hired nurses across the system with access to participate either in person or via remote classroom. This same technology allows specialty psychiatric continuing education to be available to each of the service line sites without needing to travel. In addition to standardizing new hire initial orientation, new behavioral health modules were developed to provide consistent education for behavioral health nurses as the new system residency program kicked off. The 12 modules over the course of their residency year and specialty topics include topics such as therapeutic communication, treatment planning, and measuring nurse-driven outcomes. INNOVATIVE MODELS OF CARE 19 | UPMC Center for Nursing Excellence Redesigning and reinventing the way care is provided SYSTEM NURSING RESOURCES System Nursing Resources manages the casual and full-time float pools for the system as well as the agency partnerships for nursing. Not only does this department help to meet the critical nursing needs throughout the system, System Nursing Resources also provides an opportunity for people who are looking for the flexibility of working on a casual basis. There are approximately 32 casual nurses and 52 full-time Supplemental Workforce and Transition Team (SWAT) nurses and surgical technicians currently employed within this department. System Nursing Resources also provides staffing assistance for multiple nursing support positions including care attendants, nursing assistants, and patient care technicians. The feedback from our nurses and support staff is positive because they are able to gain a lot of different professional experience as they work throughout the system in various facilities and office environments. The casual nursing staff choose at least three business units to work with, are oriented specifically to those facilities, and are assigned daily based on the needs reflected in the scheduling system. The full-time staff are hired to move throughout the entire system for a longer six-week assignment. Both casual and SWAT staff benches help to meet the crucial needs of the system. System Nursing Resources supports UPMC’s nursing needs from the supplemental staffing perspective. Even though it’s supplemental, the hospitals and patients rely on this valuable team of nurses and support staff for seamless, quality care.

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