Assuring Strong and Persistent Organizational Commitment

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Assuring Strong and Persistent Organizational
Commitment

• Judith A. Ryan, PhD, RN, FAAN
• Past President and CEO
• The Evangelical Lutheran Good Samaritan Society

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Objectives

• Understand why this strategy for improvement is
  important
• Share key changes you have already planned or
  implemented
• Think together about additional interventions you
  might go home and try

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How Does Organizational Commitment Fit ?
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Key Changes

• Create an organizational vision (10)
• Involve and prepare key stakeholders (1,2,5,6)
• Provide essential resources (7,8,9)
• Measure, monitor and make data-based decisions
  (3,4)
• Lock in improvements
• Share good ideas (11,12)
• Celebrate improvement (13)

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Create an Organizational Vision

• For transformation in the processes and systems
  for care and prevention of pressure ulcers

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Vision The Power of Alignment
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CMS Through our skills and our example we will
make continuous measurable improvement a growing
part of the care of Medicare beneficiaries.
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CMSKey Changes

• Clinical quality improvement
• Information and communications
• Beneficiary protection activities
• Developmental activities

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Interventions

• Short term
• Public reporting
• NQF outcome measures
• Newspaper ads
• Blimp advertising Medicare 1-800

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Interventions

• Long term
• National Nursing Home Quality Initiative
• Corporate Improvement Collaborative
• NNHIC
• New developmental initiatives

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Dr. Lynns Vision

• We promise that your loved one will not develop
  a pressure ulcer while in our care

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Pressure Ulcers are Preventable

• Preventing pressure ulcers is everybodys job

13
Form Learning Circles

• Spend two quiet minutes writing your answers to
  the following
• Current Organizational Vision for NNHIC Project
• Proposed Organizational Vision for NNHIC Project

• Share your responses with your learning circle.
  (Do not comment, just listen)
• Reconvene as the large group

14
Involve and Prepare Key Stakeholders

• Convene in your learning circles
• Answer the following questions
• Who have you involved as key stakeholders?
• How have you prepared them to be effective
  participants in pressure ulcer PDSAs in your
  nursing home?
• Share your answers
• Reconvene as a large group

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Provide Essential Resources

• What resources do you need to be successful with
  the NNHIC project in your nursing home?

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Measure, Monitor and Make Data-based Decisions

• What major barriers have you encountered with
  this key change strategy in your nursing home?

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Lock in Improvements

• A role for Senior Leaders

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Share Good Ideas

• This is everyones responsibility

19
Celebrate Improvement
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Objectives

• Understand why this strategy for improvement is
  important
• Share key changes you have already planned or
  implemented
• Think together about additional interventions you
  might go home and try