- [Chris] Hello everybody.
Welcome to the TeamSTEPPS
for Office-Based Care Online webinar
on planning and assessing a TeamSTEPPS program.
I'm your host, Chris Hunt, Director
of the National Implementation of TeamSTEPPS Programs.
Thank you very much for joining us today.
This webinar is part of a library to support
all of your work on TeamSTEPPS for Office-Based Care Online.
This webinar, along with the others,
are part of the program.
They will be useful for you
in getting your Master Trainer designation
at the end of the TeamSTEPPS
for Office-Based Care Online work that you're doing.
Thanks to the Agency for Healthcare, Research and Quality,
which is a part
of the Department of Health and Human Services,
for funding the TeamSTEPPS
for Office-Based Care Online work,
as well as all the other TeamSTEPPS work.
It's very appreciated, moving the ball forward
in the patient safety and quality improvement field
through teamwork and communication.
We're gonna jump right in today.
I wanna introduce today's presenters.
Today's presenters are both
from the University of Iowa hospital system.
We have Michelle Turner, who's a Nurse Manager
at the University Iowa Iowa River Landing,
and Kip Pedersen, who is the Manager of Frontline Operations
at the same organization.
You're gonna hear from them today,
and I'm gonna periodically jump in and out with questions.
We hope that you enjoy today's webinar.
All right, Kip and Michelle?
- [Michelle] Awesome, thank you, guys, so much
for the opportunity to discuss our experience
that we've had in developing an office-based program
for TeamSTEPPS at our facility.
We're really excited.
About a year ago, we attended the master training
in Minneapolis and we had the unique challenge
of starting this program at Iowa River Landing.
I first wanna start by describing our institution
and the unique setting that we have at Iowa River Landing.
Iowa River Landing is an extension
of the University of Iowa hospitals and clinics.
On the left-hand side of your screen
is a picture of the University Iowa hospital and clinic.
On the right-hand side is Iowa River Landing.
Iowa River Landing was built to decompress
the ambulatory population at the main hospital.
The main campus University of Iowa is one of the only
comprehensive academic medical centers
and regional referral centers.
It's a level one trauma center
and tertiary care center in Iowa.
Like I said, the Iowa River Landing was initially built
to decompress the main campus.
It was opened as an off-site ambulatory care center
for outpatient visits.
We have over 20 specialties at Iowa River Landing,
ranging from pediatric specialties, women's health,
dermatology, cardiology, we have a procedural sedation suite
and many other specialties.
We also provide primary care
within our family medicine clinic.
We have a pediatric clinic and our internal medicine clinic.
Within that building, we have, like I said,
multiple different clinics.
Our clinic sizes range in size of staffing
from one to two registered nurses in a clinic,
two to three medical assistants,
to areas where we have seven, eight nurses
and 20 medical assistants.
I think this is important to remember
as we discuss our approach to how we initiated TeamSTEPPS
throughout the facility.
Our hope is that those that are listening
are able to identify with one of our clinics
because of the various sizes, specialties,
the fact that we have a procedure area,
and that you'll be able to identify with one of those areas.
So, thank you so much for having us.
- [Kip] Thanks, Michelle.
As we look at today's objectives,
we wanted to really emphasize the three main things
that we did at IRL.
Our goal at IRL over the last year
is to implement TeamSTEPPS across our entire building.
Today, we're gonna specifically talk about
how to identify a champion, organizing your change team,
as well as selecting the area of implementation
and assessing the environment.
- [Michelle] We really wanted to make sure
that we put this slide in our presentation
because this is a slide that we show
at every presentation.
We feel that it really encompasses the mission
that we're trying to accomplish
by outlining the definition of TeamSTEPPS
and the outcomes that we're trying to achieve.
We feel that it's important
that all of our team members know what the outcomes are,
which, as on the slide, are knowledge,
we wanna make sure that our team feels
that they're on the same page,
that they have the ability to have their voice be heard,
the attitude should be team-oriented,
and of course, our number one initiative to improve safety
and the patient experience every day.
So this is a slide that is very important to us.
- [Kip] The first objective today,
we're gonna talk in detail about it,
how to identify a champion on your team.
When TeamSTEPPS was introduced to Michelle and I,
I personally didn't have any experience with TeamSTEPPS.
So going up to Minneapolis was kind of
an eye-opening experience for me.
Being the project lead that Michelle and I are,
we were the champions of IRL.
But we were identified by our medical director.
We believe that we were selected
to be the champions for TeamSTEPPS
because of our experiences both on the frontline operations
and Michelle's experience on the clinical influence.
So together, we thought we made a well-rounded team.
We have representation from the entire patient experience
when you come and visit us at IRL.
We're also viewed as leaders among staff and administration.
We believe we have high energy
and a consistent approach to teamwork.
We also have the freedom and ability
to fluctuate our schedule to accommodate implementation.
This is an important piece,
depending on who you choose as your champion,
because they are gonna need some time,
what we call off-stage, to really focus in on the project,
get their project plan in place,
and really focus in on the details.
Lastly was a strong working relationship with our providers.
We're gonna talk a lot more in detail about that
later on in this presentation.
- [Michelle] Yeah, bouncing off of what Kip said,
a champion must really possess skills
that really set them to be an effective change maker.
We feel that a champion needs to be highly respected
by all staff and needs to be people
that can motivate others to influence change.
Really needs to be a person
that has a positive approach to teamwork at all times
and can have those conversations
of positive constructive feedback with staff
and strong communication and organizational skills.
Again, backed by having the support and the time
and ability to be able to do the work
and put in the time that it takes
to implement TeamSTEPPS.
- [Chris] Hey Michelle, this is Chris.
I have a quick question.
Do you think that a champion needs to be somebody
in a formal leadership position, like you and Kip are?
Or somebody at an executive level?
Or can it be somebody that's maybe considered
more of a situational leader?
- [Michelle] I don't think that they necessarily
have to be an executive or someone in a leadership position.
But again, I think they must have the support
that's available, the desired skillset that we discussed,
the time and ability and the buy-in from the staff members.
I think a situational leader has to possess the skills
that when a situation on the unit arises,
they are able to pull from the TeamSTEPPS toolkit
and utilize that in a positive and effective way.
So not necessarily, but again,
I think they need to have that support and availability.
- [Chris] Thanks.
- [Kip] If I could add just a little bit to that, too.
The situational leader, our ultimate goal
with implementing TeamSTEPPS at IRL
is to really give everyone, titles aside,
the skillset and the tools from TeamSTEPPS
so that everybody can really be a situational leader
and feel comfortable addressing conflict,
tough conversations,
but most importantly, our patient safety.
- [Chris] I think that seems really important to me.
Everybody on the team feel
like there is the potential to be a leader.
- [Michelle] Absolutely.
- [Kip] The next objective that we're gonna go through today
is organizing your change.
We refer to our change team at IRL
as our IRL TeamSTEPPS Core Team.
But they're essentially the same thing.
Before we implemented our Core Team,
we thought that it was extremely important
to sit down with our management team before doing anything.
So Michelle and I sat down with our IRL management team
and went over our project plan,
the importance of establishing a strong foundation
in teamwork and in culture.
The reason we thought this was so important,
because we knew that as we roll out TeamSTEPPS,
our end users, our staff, will be going
to their direct managers.
And we wanted to make sure that our management team
was provided the same tools that Michelle and I were
at our masters training course.
Some of the tools that we trained our management staff on
was situational awareness, SBAR, CUS and DESC.
The reason that we chose these fundamental tools
is because we meet once a week at the management team.
So we had a good sense of the different scenarios
and situations that come about in their day-to-day life,
and we thought these tools were very applicable
to what they do on a day-to-day basis.
So, kinda giving, setting a strong foundation
on a management level before we event went
to implement with our Core Team.
- [Chris] Kip, that seems like a great idea.
Was there any pushback when those tools were introduced?
Or did people really embrace them right away?
- [Kip] I felt like we had everybody embraced it a lot.
And people were extremely excited about it
because they knew
that it was gonna have an impact house-wide.
We have such a great management team here
that everybody is already kind of team-oriented.
For us to go out and say, "Hey, we're gonna take these
"wonderful tools from TeamSTEPPS
"and give them to your staff so that your staff now
"can start to resolve some of the issues in their own areas
"without even coming directly to you at first."
- [Chris] Great, thanks.
- [Michelle] To go off of what Kip said is,
the characteristics, like Kip talked about,
we know this is a large building,
but there's a lot of small clinics
and we do a lot of rounding.
So as the nursing side, I round on frontline,
Kip rounds on nursing.
We make sure that we are visible to all of our team.
So we do kind of know the characteristics
of the people in our building.
We were very strategic when we sat down
to really decide who we wanted on our Core Team
because we knew that the Core Team or change team
really is going to be a vital driving aspect
to the sustainability of TeamSTEPPS.
We consider this team our super users,
the people that are gonna be able to go out there
into the clinics and pull from the toolkit
and utilize what we discussed.
So we looked at characteristics of what is it
that we want from our Core Team.
Those characteristics were very similar
to what we looked for, what we feel like is important
for a champion.
That's people that are passionate and outgoing,
people that are viewed as leaders in their respective areas,
that are respected by their peers,
and have strong communication skills.
Again, I don't feel like that has to be someone
that's in a lead status or a charge status,
but someone that really has a positive, respected role
in their area or the specific clinic.
We did meet with each of the different disciplines.
When we chose champions from each of those areas,
we looked at areas that each discipline
that a patient touches as they come into our clinic
and to Iowa River Landing.
We know that a patient first interacts with frontline.
They interact with the clinical team.
Providers, we don't have on this list,
but providers, we had several providers on our Core Team.
Pharmacy, lab, radiology and housekeeping.
So really, the entire patient experience,
and picked those people that possessed the characteristics
that we were looking for in our Core Team.
Then, when we had chosen our Core Team,
we really celebrated the invitation.
We sent a fairly formal invitation
to each of the Core members.
Then Kip and I divided the team
and individually approached them
so that we could explain to them what TeamSTEPPS was,
what our objectives and expectations are of them
as being the superstars of our Core Team,
and really celebrated that
so that it was a privilege to be on the Core Team.
We feel like that really generated
excitement about TeamSTEPPS.
- [Chris] I betcha that really got people going.
I love the idea of having the invitation,
the formal invitation, to people.
It's great that you included people
from across all the disciplines and the facility, too.
A lot of times people don't think to do that,
and it's really important.
- [Michelle] You know, it was interesting.
Some of our biggest successes were some people that,
like, we wouldn't have thought that really spoke up,
you know, people from housekeeping that had great ideas
and positive change within the facility.
We were, I think it's very important
to include all disciplines.
- [Chris] That's great.
- [Kip] The next piece is getting the physician buy-in.
This is extremely important for the success of TeamSTEPPS
and especially doing it in a building as large as we had.
What we did, we went back to the same core characteristics
that Michelle just talked about,
and we sat down and we identified who is in our building
from a physician standpoint
that possesses those core characteristics,
that they could come in and join our team?
Once we felt like we had a pretty strong list
of the physicians,
Michelle and I sat down with our medical director
and proposed that these are the physicians
that we would like to propose for our Core Team.
Once we had buy-in from our medical director,
we actually sat down in person with the physicians
that we identified.
What we went over was, what is TeamSTEPPS?
What's our goal?
What's our project plan look like?
And what their role on our team?
Another thing that we did was,
we asked them for feedback.
So it was a very open discussion.
What are some things that you experience
in your clinic today that you'd like to see improved?
Lots of times, it comes back to communication.
So we were able to sell TeamSTEPPS right from that
and say, "TeamSTEPPS provides us a great, great toolkit
"of different ways to communicate within our clinic,
"from all different perspectives."
That was a good sell for our point.
We had a quick win, which is very important
when you're trying to roll TeamSTEPPS out,
is one of the physicians that we identified,
and Michelle and I didn't know this,
but they had previously participated in TeamSTEPPS
at another organization.
So they started telling us stories of success of TeamSTEPPS
when they implemented it at their other organization.
So we had them present to our Core Team,
which was a very passionate and emotional experience,
which, as we all know, can gain the entrance
of everybody on our Core Team.
So it was like an immediate impact
and people bought in right away,
which was a very quick win for us and very powerful.
We still today have this provider come to each group
as we're continuing to roll TeamSTEPPS out
and tell those stories to get the early buy-in from staff.
- [Chris] That's great, Kip.
It's so important to have physicians on the team, of course.
It seems like because of your efforts
and because of this provider's efforts,
you really got people to take ownership of this,
and they didn't just say it was a good thing to do
and just kind of walk away.
They made it something that was a part of who they were.
So that seems like laying the foundation
with these physicians was really important for that.
- [Kip] Yeah, and I can't emphasize enough
how important it is to have that conversation face-to-face.
It's more powerful than getting it through an email
or over the phone.
When you can sit down
and have a great open conversation with a physician,
the buy-in is gonna be even more powerful for you.
- [Chris] That's great.
- [Michelle] We talked a little bit before
about generating an excitement.
We know that down the line,
some of our challenges will be, like,
what will be our sustainability approach
and how are we gonna get our building to know
that this is not the flavor of the month
or the program of the week or whatever?
Because we are very dedicated and excited about TeamSTEPPS,
we're very passionate about rolling this program out,
and we want our building to know that.
So we have done a few things just to make sure that,
and to kinda go back, with 20 different areas,
we wanna make sure that we do it right with each area.
So it is a slow rollout when it's only the two of us.
With the other teams that haven't had TeamSTEPPS,
I mean, we hear all the time,
"When is TeamSTEPPS coming to us?"
Or, we just did annual evaluations.
When issues in clinics got brought up,
the team members, staff, actually brought up,
"When is TeamSTEPPS gonna come to us?
"I think TeamSTEPPS would be really helpful to our team."
So we know that the constant conversation about it
and visibility of TeamSTEPPS is important.
We have some examples.
On the left-hand side is a picture
of the inside of our elevators.
We have screens inside of our elevators.
We always have a rolling TeamSTEPPS slide up there
that has what we're doing, what teams we use
roll TeamSTEPPS out, who we're coming to next,
and then positive quotes, things that are happening.
The middle section is our potty pushers. (chuckles)
Those are in all of our staff bathrooms.
There's the four plaques.
We have a TeamSTEPPS newsletter
where we discuss things in the building that are occurring,
new providers that are coming, new services that are coming,
new people that have started,
just a newsletter about the building.
Then we always have a blip about TeamSTEPPS,
maybe highlighted tool for the week.
And we always put positive quotes up there.
And then the bottom part of that
are patient feedback comments,
because we feel that's important
to employment morale as well.
Then on the right-hand side is a picture
of members of our procedure team.
That was the first actual team
that we rolled TeamSTEPPS out to.
They were our quick win team
because they were already a very cohesive team
and we knew that when we started,
we knew that we could get a quick win
and they would be a good team to roll this out to.
So we asked them to speak,
as soon as we started TeamSTEPPS with them,
we asked them if they would speak
at one of our all-building town halls.
That's where providers, housekeeping, lab,
all members are at that town hall.
We asked them if they would just explain
to the building what TeamSTEPPS meant to them
and what they've learned from TeamSTEPPS.
We didn't script it with them.
We just let them go up there and talk.
It was very, very powerful coming from the, you know,
we can talk about TeamSTEPPS and be excited about it,
but when it's their peers that up there and saying,
"Hey, we feel like this is making a real difference
"in our procedure team and we feel
"like we're able to speak up and it's a safer environment
"and we're all on the same page,
"and we're doing huddles and we're doing debriefings,"
that's powerful and that really
generates excitement within the building.
The next piece that's extremely important is
trying to find time to meet with your team.
This is something that we've learned along the way,
that one of the most important things is
to find a time that's gonna work with everybody
and schedule meetings far in advance.
What we did with our Core Team was,
we met the first Tuesday of every month
and we scheduled the first five months out.
We met at 7:30 a.m. to 9:00 a.m.
The advantage of doing this is
so that your managers can go ahead
and flex their staff to cover the staff
that are going to attend the Core TeamSTEPPS training
so that the patient experience here at IRL
is never affected by any kind of training
that's taking place.
Another advantage, too, of doing this is
that everybody can plan their own personal life
around it, too.
We found that our Core Team members loved TeamSTEPPS.
They really bought in right away.
They also wanted to plan vacation time
or doctor appointment times around it, as well,
so that they couldn't miss a TeamSTEPPS meeting.
And then lastly, we talked about a little bit earlier
about making sure that TeamSTEPPS isn't
a program of the month or a flavor of the month
kind of initiative,
but this is more the new way of life.
We think very highly of our patient experience here at IRL,
but we really strongly feel that TeamSTEPPS is gonna
take us to that next level and will now create
this culture of teamwork and togetherness
and it's not just a program of the month.
- [Chris] This is Chris.
Just a couple questions here.
First off, how did you find a time
that really works for everyone?
I think that might be easier in a larger organization
like yours, where you can do that flex time.
But what would you do if it was a small practice,
where it's always all hands on deck?
There might be one provider or only a few nurses.
- [Kip] What's nice about IRL is
that we do have those kind of examples.
We do have clinics here at IRL that are smaller,
like Michelle said, maybe a nurse
and a handful of medical assistants.
So it's a much smaller team as opposed to a large core team
where we're talking about 25 people.
Some of the things that we try and do in those situations is
can we do it over the lunch hour?
Can we identify proactively look at the schedules
and see, do we have physician that may be on vacation
or a clinic day where the volume is down
where we can take advantage of that time
and pull the team off the floor and go through TeamSTEPPS?
Those are some of the approaches that we've taken
and that have been very successful.
- [Michelle] To kinda add to that,
it definitely takes the commitment
from your upper administration.
I mean, it's a financial commitment, you know, paid lunches.
We've done breakfasts, where we have them come in early.
We certainly understand struggling with trying to find times
within, Kip and I also have our other full-time job.
So finding time to be able to do this is a challenge.
But it truly does take the commitment
from your leadership to be onboard
to committing and being okay with maybe blocking
a couple appointment times and being okay
with paying lunches and ordering food for people.
I think that's very important, as well.
- [Chris] And that's where what she said
about this being something that is
not the flavor of the month,
something that's really a part of the culture,
where that's so important, just to convince people in that.
How do you go about convincing the nonbelievers,
people who say, "Yeah, other people have told me
"that something's not the flavor of the month,
"and that goes away"?
What are the real ways that you've been able
to get to the nonbelievers?
- [Kip] Yeah, that's a great question.
Some of the things, I would go back to the slide
where Michelle talked about generating excitement.
By generating excitement, it creates
a very contagious environment.
If you can get people to really buy in,
find your people that are gonna buy into change,
gonna be your sellers or your people
that are gonna go out and promote it.
It creates a very contagious environment
where either I gonna jump on board
with my coworkers and peers
and really buy into this new concept,
or I'm probably gonna stand out a little bit
and go against the grain.
So those are some things that we really pride ourselves on.
That goes back to setting that strong teamwork foundation,
finding the right people to champion with,
and then generating that excitement.
- [Chris] That makes sense, thanks.
That's a good point.
- [Michelle] Something we did with our nurses is,
like I said, we just had annual evaluations.
We put 2017 initiatives, and we put TeamSTEPPS in this
and put some tools and laminated it for everybody,
so that they were very, this is not going away,
this is something that we are passionate about,
and these tools are important for patient safety,
for staff morale.
So I think when they know that we are very,
we're compassionate about it,
and then you have that generated excitement
and administrative support on top of that,
I think it's a recipe for success.
- [Kip] Maybe one more thing, too, is
what Michelle and I did, and we made it a point early on,
was the first couple emails you get
where somebody writes them in SBAR is, like, celebrated,
shared at your next TeamSTEPPS meeting.
Like, "Hey, let's look at this wonderful email
"that I got in an SBAR format."
We had an example up here where somebody stopped the line
and a physician recognized a medical assistant
for stopping the line.
That was celebrated throughout our entire building.
That also goes back to generating excitement,
'cause people love to hear stories like that.
They love to see coworkers and peers being recognized
for great things they're doing.
- [Chris] Oh, that seems like a fantastic idea,
to really celebrate that good behavior.
It really reinforces it, so that's great.
- [Michelle] We're gonna talk about the next objective,
implementation and assessing the environment.
Where to start?
This was, certainly Kip and I driving back
our five-hour drive from Minneapolis
with our big TeamSTEPPS notebook, going,
"Where do we start and what do we do?
"Where's the agenda and how does this work?"
I think the one thing that we took away from TeamSTEPPS
masters training was the importance
of finding your high functioning clinic
and choosing that clinic.
We did have a already high functioning clinic
that possessed a lot of the team cohesiveness
and positive patient experiences
and good outcomes already.
We knew that they would be a team
that would be engaged, it would be a quick win.
So that way, we could generate the excitement
about the new techniques.
We knew that we would be able to utilize,
they would be able to utilize huddles,
the debriefing and utilize the tools
to improve their teamwork.
That was kind of our fist decision on where to start
to get that quick win
and then to create early momentum.
That was our procedure team.
Then also our Core Team.
Because like I said, we feel like having those quick wins
and having success breeds success.
- [Chris] Michelle, I want you
to put yourself in these shoes.
Let's say you worked at a really small primary care office.
There might only be a few of you
in that office, working there.
So it maybe isn't the perfect environment.
It may not seem like a very high functioning clinic,
like the one you were able to choose at IRL.
What would you do in that situation?
Would you go forward anyways or would you wait
and try to see if things would improve?
- [Michelle] No, I mean, I think you definitely,
you know, TeamSTEPPS doesn't have to be initiated
by only a high functioning clinic.
We have had clinics that we've rolled it out
where it was a smaller clinic,
or a clinic that we knew that they had some culture issues.
I think you just have to adapt your approach
and look at what areas you really wanna focus on.
We're gonna talk about a few techniques that we did
and the way that we adjusted our approach.
But I think it's being able to tailor the program
so it's not a cookie cutter program
and being able to tailor it to the environment
and the culture that you have, that you're working with.
- [Chris] That makes sense, thanks.
- [Kip] I'm gonna talk a little bit about
how to assess the environment.
As we identify clinics where we wanna roll out TeamSTEPPS,
one of the first things that Michelle and I do
as part of the assessment is,
we really devote time and go and spend it in the clinic,
where we'll sit with medical assistants,
nurses, frontline staff.
We'll even go into the exam room with the physician,
just to see how the whole staff cohesiveness is,
see how that communication piece looks.
Clinic efficiency is really important to us.
We devote a lot of time to going in
and almost being like a fly on the wall,
you know, getting a good feel
for how that clinic operates on a day-to-day basis.
Another tactic that we took that we really, really enjoy is,
we have the team that we're
about to roll out TeamSTEPPS with,
we have them define what the word "culture" means to them.
It's very difficult first for them
to kinda break down that and to identify
what's important to them when it comes to culture.
Then once they have their definition,
we have them rate their culture on a one to five scale.
So we can show them right up front, like,
"This is how your peers, this is how your team,
"is rating your current culture,"
so that you have a premeasured TeamSTEPPS.
And then once we wrap it up, we have them reevaluate culture
and have them rank it.
The next tool that we use that's very powerful
that Michelle's gonna talk to in great depth
is called silent brainstorming.
I'll hand it over to Michelle.
- [Michelle] This is something
where we talked about the difference in a smaller clinic
or a clinic doesn't already have that team cohesiveness.
This is a tool that we found to be very effective
in the very early stages of rolling out TeamSTEPPS.
It's something that we do very early on.
Silent brainstorming is, we ask them a series of questions.
We have a few examples of the questions.
But each question has a different color Post-It note.
For example, the color blue may be the question,
what gets in your way when providing excellent patient care?
Then we have them anonymously write down,
what is it that gets in their way?
What do patients and families see, hear and feel
when they come into the clinic?
Another question, if you could change one thing
that would improve the care for your patients,
what would that be?
We have about six questions that we ask them
and have them put them on different colored paper.
Like I said, it's anonymous.
They write it all out.
We collect them all at the end and then shuffle them up.
Then we divide the answers up to the various tables,
so we have people on tables.
And we feel it's really powerful
when they actually touch their issues
and they put them into categories.
This shows us, gives us a really good idea
of what is it that we need to focus on?
Is it culture?
Is it workflow?
Do we need to focus on communication?
This is then something that we have been able
to tailor their program based on the responses
from this silent brainstorming,
and then also, like Kip said,
where we have them rate the culture.
Because it's very surprising.
Then we show them what their answers are.
If sometimes there is a range of answers,
sometimes people are surprised
when they can put things down anonymously.
So this is a powerful tool that we have found that works.
- [Kip] Michelle and I also use this tool
to help customize the TeamSTEPPS tools
and how we're gonna roll out
and what we're gonna roll out with that team.
We've also found that this tool is very effective
so that maybe you have somebody on your team
that's very outspoken.
They sometimes could dominate a team presentation.
Or you may have somebody that's really quiet,
doesn't feel comfortable speaking in front of a large group.
So silent brainstorming controls that environment
a little bit and gives everybody
the opportunity to voice their concerns
and also voice things that they think are going really well.
The next piece that's really important
when you're implementing TeamSTEPPS is,
making sure that you're reviewing the data.
There's a couple different techniques
that we HAve taken about reviewing data.
I would say the first thing that's important is,
make sure that you use the tools
that are readily available to you already.
Don't set yourself up
where you're having to run reports manually
and spending a lot of time running data behind the scenes.
Use what's available to you.
That's an early win for us.
We learned along the way early on,
we were doing a lot of manmade reports,
and it was just taking up way too much time on our end.
So what we ended up doing is,
there's two great TeamSTEPPS tools out there for you,
both online and in your toolkit.
What we've done is, we've kinda combined
these two TeamSTEPPS tools into an online survey.
There's lots of online surveys
that you could look into getting.
We use what we call Qualtrics.
Some people use SurveyMonkey.
We combined these two surveys into one survey.
Our plan is, we send this survey out via online,
staff can fill it out, again on their own time,
and then submit before the implementation of TeamSTEPPS.
They get the same survey
once TeamSTEPPS is fully implemented.
So you can see the progress that you've made
during your implementation.
Another thing that we do is,
we look at patient satisfaction.
For us, we use press-gini.
By no means is press-gini our end goal
for implementing TeamSTEPPS.
We simply use press-gini to get a feel
for how the patient is perceiving our care
that they receive when they come through IRL.
So we look at things like,
how do they view us as staff working together?
Likelihood to recommend?
Does our care provider include us in decisions?
Those are things that we like to look at
so that we can proactively identify trends
or maybe some issues that we need look into deeper
as we're doing our clinical observation.
We also break down our patient comment
to make sure that, again, looking for trends,
looking for things that we can address
and use TeamSTEPPS to help fix.
Then, lastly is clinical reporting.
We use our electronic medical record system
to look at clinic efficiency, staff efficiency.
We really like to surround ourselves
with some supporting evidence for the measurables
and the success of TeamSTEPPS.
- [Michelle] Then, definitely we've learned lessons
along the way.
We kind of hit the ground running with TeamSTEPPS.
We were very excited after the masters training
and really got going.
So some lessons that we've learned is
the importance of engaging the physicians.
We've talked about it through this webinar,
but the Core Team, we had providers available on the team.
That was a great group.
It was so powerful.
With the next couple of groups, we didn't make it mandatory.
We invited providers but we didn't stress the importance,
I think, of how important it is
to have physician engagement.
And we learned from those groups,
one particular group saying,
"How come or providers aren't here?"
That was really important to them.
So we got together with our medical director
and talked about, how can we involve providers?
They don't always listen.
We don't have as much control,
and they have a lot more,
they don't have as much availability.
So the group that we just recently did,
our medical director required that,
it's a mandatory thing that they go, too.
And he personally approached each one of them,
stating how important it is that they're there.
We did it over a paid lunch.
That was a incredibly successful group.
So I think one lesson for sure
is the importance of engaging physicians.
We have learned how to adjust our approach
for each department.
Small, we have big groups.
One of the issues we found is that,
with the bigger clinic that we have,
that run 100s of patients through,
it's hard for us to have them all in one room at one time.
So we had to divide that team
to be able to avoid any negative patient experience,
not having enough staffing.
That isn't ideal.
It's more ideal to have the team all there at one time.
But with some of our busier clinics,
we really didn't have any options.
That was the most successful way that we found
to be able to roll it out to the bigger clinic.
We've learned that it is important
that you schedule all the meetings all at once and commit,
because if you say, "All right,
"we're gonna do one in June,"
and then something always comes up
and something else comes up.
So putting them on people's calendars
and committing to actually doing it is so important.
Then, we can't stress enough the importance
of generating continual excitement.
That's what we feel will be something
that improves our sustainability
and continues the positive buzz throughout the building.
- [Kip] And this, kind of
wrapping up our presentation today,
this is the motto that we came up with as a Core Team.
Our motto at IRL for TeamSTEPPS is,
One team, one goal equals exceptional patient care.
- [Chris] Kip and Michelle, thank you so very much.
I think that you,
when you're talking about generating excitement,
I think that you probably really did that,
because you got me excited about all the work you're doing.
And it seems really applicable
across many different settings.
That's what's great about where you're coming from,
is that you have this ability to take lessons learned
from everything from a very small office
with only one provider and a few nurses
to an office that's 25 or more people.
That's really good stuff to be able to get to learn
from all those different locations.
But thank you, both, very, very much
for doing this today.
I appreciate it very much.
You definitely are two strong leaders,
and that's what everybody seems to need
when they're implementing TeamSTEPPS.
- [Kip] Well, thank you for including us on this.
We're excited to be a part of you guys's team as well.
- [Chris] Thanks, Kip.
- Well everybody, that-- - Thank you.
- [Chris] You're welcome.
Thanks, Michelle.
Well, everybody that's listening, thank you.
That concludes this webinar.
We're really excited to be with you on this journey.
Know that you're not alone.
There are clinics and small offices and hospitals
and long-term care facilities really around the world
that are engaged in this work.
So we hope that you keep engaging us in dialog,
that you keep enjoying (mumbles) your time
with the TeamSTEPPS for Office-Based Care Online course,
and that you reach out if you have any questions.
Thank you very much, and we'll see you next time.
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