| Primary Author: | Myrta M. Rabinowitz, PhD, RN |
| Co-Principal Investigators/Collaborators: | Catherine Galla, Lily Thomas, Denise Mazzapica, Lynn Johnson, Jayne O’Leary |
| Organization: | North Shore Long Island Jewish Health System |
Abstract
Background
The Organizational Collaborative Care Model© (CCM) was developed by the North Shore LIJ Health System (NSLIJHS) to guide professional practice. Incorporated into this model are the values, structures and processes necessary to achieve successful outcomes for our patients and our organization. The NSLIJHS began the transformation to a culture of patient safety through the implementation of TeamSTEPPS and Collaborative Care Councils (CCC’s). CCCs provide the infrastructure for engaging frontline staff in evidence based quality improvement. An extensive review of literature related to teamwork and frontline engagement in the behavioral health setting revealed a paucity of research in this area. NSLIJHS’s Institute for Nursing’s Managers of Nursing Initiatives identified the Collaborative Care Model© as an effective methodology for practice improvement in the Behavioral Health specialty.
Purpose
The purpose of this initiative was to foster frontline engagement in Evidence Based quality improvement, and establish the CCC infrastructure in the Behavioral Health Setting. Comprised of interprofessional team members, this “Bedside to Boardroom” structure encourages point of care providers to collaborate with leadership and engage in decision-making and outcome accountability while building relationships within departments and across disciplines.
Materials & Methods
A three step implementation and sustainment process consisting of EDUCATION, FACILITATION, AND COACHING using the ACT Rubric was utilized to build the Collaborative Care Councils (Unit/Department level), Central Councils (Hospital / Organizational level) and the Behavioral Health Collaborative (Health System / Enterprise level). Standardized templates for meeting structure, individual project development, and outcome measurement were created.
Results
18 Inpatient and Community Outreach CCCs were developed. Each council identified an improvement project to meet the organization outcomes in the area of patient experience, quality and finance.
Conclusion
The “Bedside to Boardroom” CCC Structure provided a bidirectional communication pathway. Frontline staff was empowered to assume leadership roles, engaged with administration, and use technology (SharePoint) to disseminate best practices identified through intraprofessional teamwork. Staff Satisfaction improved and relationship building occurred through networking.
© Improvement Science Research Network, 2011