- Reduced LOS from 4.5 to 2.2 days (51% improvement).
- Reduced central line associated bloodstream infections (CLABSI) from 10 to 0.
- Reduced central line utilization rates from 0.529 to 0.294.
- Increased nursing staff retention rate of 83%.
A 17-bed ICU of a not-for-profit community hospital was struggling with high length of stay (LOS) and infection rates, staff turnover, and an inability to implement sustainable change.
They looked to Philips Blue Jay Consulting to provide a long-term interim ICU leader and help reduce LOS and infection rates, implement performance improvement initiatives, improve staff retention.
Results* of the client engagement included:
As the interim ICU Manager, our consultant made immediate progress to increase staff morale and recommended an overall operational assessment of the ICU. All key stakeholders – including ICU staff, leaders, and providers – were interviewed and observed to document observations of processes, patient and staff flow, and areas of concern.
Data was analyzed to assess the flow and environment and identify insights for improvement opportunities. The ICU had inconsistent criteria for intensivist consult which contributed to the high LOS.
Based on the assessment as well as national leading practices and evidenced-based literature, a list of prioritized recommendations was created and new unit goals were agreed upon. Next, a process improvement implementation plan with supporting leadership structure was developed.
Four assistant supervisors were hired and participated in a weekly training and development program to support the new goals of the unit and the organization. A unit based practice council was established; the first of its kind in the organization. A list of practice issues were prioritized by this group and action plans developed to be reviewed every two weeks with the Chief Nursing Officer (CNO) and the interim leader.
Dawn brings expertise across ED operations and inpatient settings. She has been instrumental in redesigning nursing leadership structures. She has helped plan a freestanding ED, a new hospital, and various unit renovations and hospital additions. She has led teams to improve ED performance, obtain TJC stroke certification, improve patient satisfaction, and obtain Magnet re-designations. Dawn holds an MBA, a BS in nursing, has completed a Fellowship in Patient Safety Leadership, and has a green belt certification in Six Sigma.
