Peer accountability, when used for good vs evil, can be a powerful force to drive teams towards moonshot goals. Consider attending the Vizient Connections Summit with your team. Not only will it deliver constancy of purpose, but it might not cost you or your institution anything. That’s right. Vizient will pay for your air, hotel, and most of your meals if you present on a topic. Please take the time to write up the amazing work you’re already doing and try something new with your team.
Evidence demonstrates adherence to a surgical site infection (SSI) prevention bundle is correlated with SSI reduction. Adherence to present SSI prevention bundle has not been evaluated and monitored, limiting ability to improve compliance.
Hypertension is a principal target for secondary stroke prevention, but only a minority of patients with a history of acute stroke have blood pressure under control (less than 130/80) when seen in outpatient follow-up in Stanford Stroke Clinic.
The Cancer Infusion areas have too many overbooks (definition in background), leading to delays in treatment for patients and schedules over-capacity during peak hours of operation.
There has been a downward trend of safety events reported by Radiation Therapists through Radiation Oncology’s internal incident reporting system, Safety Through Alertness and Reaction (STAR).
Receiving clearance forms and instructions less than 1 week in advance of surgery can result in time intensive and herculean staff efforts to avoid surgery cancellation or issues. This has implications for patient safety and cancer outcomes as well as resource utilization. We chose this project to focus on because of the direct impact on our workflow and was able to be intervened upon in a meaningful way.
If one can improve something, should they? An idealist may reply, “Absolutely. Improvement is intrinsically good, therefore, one should improve everything one can.” If the cost of improvement is zero then who would disagree? Though not always obvious, the cost of improvement is not zero.
Cardiothoracic surgery (CTS) patients require highly coordinated care by numerous services in the intensive care unit (ICU) after surgery. Complications in this time period increase morbidity, are costly, and significantly increase time spent in the ICU. We set out to shorten the time between cardiothoracic surgery and the patient ambulating with physical therapy as a marker for appropriate patient progress. Delays in time to ambulation after surgery reflect both patient complications and systems issues preventing progression. Our goal was to improve the percentage of patients ambulating on postoperative day one from 60% to greater than 70%.
“I Wanna Go FAST!” Reducing Time to Advanced Imaging in Pediatric Musculoskeletal Infections by Elad Nevo
For patients with osteomyelitis, septic arthritis, or pyomyositis, increased time from ED presentation to performing advanced imaging (MRI) can delay diagnostic and therapeutic orthopedic procedures (i.e., bone biopsy, joint aspiration, etc.).
Many patients at Byers wait months for surgeries despite the fact that some OR rooms are only partially utilized every week. It minimizes patient dissatisfaction, maximizes OR utilization, and keeps our providers schedules full.