Transcript Functional Requirements - HRET.org

Door-to-Doc Change
Readiness Tool
Tool A: Care Process Tool
Tool B: Ready to Change?
Door-to-Doc
Care Process Tool
Flow
Chart
A
Care Process
Developed by:
Mary Ellen Bucco, MBA
Twila Burdick, MBA
Chris Modena, RN, MBA/HCM
Acceptance Goals
• With this tool, the user will be able to
answer the question: “How would our
current Emergency Department (ED) care
process need to change to implement the
Door-to-Doc (D2D) Care Process?”
• This acceptance assessment is based on
two exercises:
– A walkthrough of the D2D process
– A flowchart comparison of current ED processes
to the D2D Care Process.
D2D in the Front of the ED
 The D2D Care Process reduces the time it takes for the patient to
see a physician in the ED. It changes the patient flow to eliminate
waiting in the initial care process steps.
Typical ED Process
Arrive at ED
wait in waiting room
Triage
wait in waiting room
Register
wait in waiting room
Back to bed
wait in treatment room
See nurse
wait in treatment room
See doctor
D2D ED Process
Arrive at ED
Quick Look/Quick Registration
Go to patient care area
See doctor and nurse
Quick Look (not
triage) identifies
patients as “less sick”
and “sicker” and
determines the D2D
process in the back.
D2D in the Back
for “Less Sick” Patients
 After the patient has been seen by a physician, the D2D
Care Process changes the way “less sick” patients are
treated.
– “Less sick” patients are treated like patients seen in a clinic
• Not lying down in an ED bed unless needed
• Not being undressed unless necessary
• Not waiting in patient care areas
• Not occupying an ED bed for tests and treatments, but
moving to other areas
– When ED volume is sufficient, less sick patients are seen in a
separate intake area
• Not sized like acute ED room
• Not equipped like acute ED room
– Informed Discharge conducted
• Not necessarily with the original caregiver
D2D in the Back
for “Sicker” Patients
 For “sicker” patients, the D2D Care Process is similar
to current Acute ED Care Processes.
– Regularly sized and equipped ED rooms
• Patient undressed
• Patient in ED bed for tests and treatments and waiting for
decision-making
 For “sicker” patients who are admitted, the D2D Care
Process is different in capacity-constrained EDs.
– When an inpatient bed is not available, patient care is
assumed by inpatient caregivers (nursing, physicians)
• May be in space within the ED or separate from the ED
Process Flow Diagram
• A flow diagram is a graphic representation of the
sequence of steps in a process.[1]
–
–
–
–
Boxes or rectangles show process steps
Diamonds show decision points
Arrows show the direction of flow
Circles with letters show connectors
• Flow diagrams of your actual process compared
to the D2D process can help identify process
changes that must be made.
– The D2D Care Process Flow follows
Door-to-Doc Care Process[2]
3. Patient
escorted to
Intake Space
(RN or Tech)
4. MSE/focused
assessment, Orders
& Documentation
(RN and Physician)
5. ED Bed
Required?
No
6. Diagnostic
Testing Required?
8. Medical
Imaging
B
9. Procedure/
Treatment
Yes
“Less Sick” Patients
7. Specimen
Collection
A
Intake (ESI 3- 5*)
No
Patient
Arrives
1. Quick
Reg (PFS
Rep) and
Quick Look
(RN)
“Sicker” Patients
2. Sicker?
(ESI 1 or 2)
10.
Move patient
to Results
Waiting Area
13.
Patient
escorted to ED
Bed
*ESI-Emergency Severity Index [3]
11.
Review of
Results
19.
Patient to
Discharge
Room for
Informed
Discharge
12.
Medical
Decision
Making
20.
Patient to IP
Unit/IP Holding
Unit
14.
MSE/Focused Assessment,
Orders, Specimen Collection,
Procedure and
Documentation
(RN, Tech, Physician)
Full Registration & Co-Pay
Collection
(PFS Rep)
Patient
leaves the
ED
21.
Transfer to
another facility
18.
Patient
Remains in ED
Bed
Yes
Acute (ESI 1- 2*)
A
B
No
No
15.
Testing
16.
Treatment
17.
Patient meets
Results Waiting
Criteria
Yes
B
Your Current ED Process Flow
To be sure you know how your current ED process
operates, do a “Walk-Through”
Tips for Your Walk-Through
• Start with patient entry into the ED and end with the patient leaving the ED
• Include two to three people, if possible, with each viewing the process through the
eyes of a nurse and physician, patient and physician, etc.
• Conduct walk-through at different times of the day, days of the week
• Make a point of noting the paper trail of charts, lab reports, referrals, transfers,
medications, etc, that accompany the process steps
• At different steps ask the staff to tell you about the process step
Questions to Ask
•
•
•
•
Is this a busy or slow time?
How long on average does it take to complete a process?
Is the current process working well for patients and the staff?
Is the staffing level the same 24/7?
Use this information to construct a “high-level” flow
diagram of the current process
• Use ‘sticky notes” on a large surface in a group setting to identify and arrange the
steps before drawing it on paper
Patient Arrival Process
Review the flow diagram of your current
process compared to the D2D process to
identify the estimated scope of the change.
Start with the first steps as the patient arrives
at the ED.
Check the box that best describes the
magnitude of the change.
Step
Description
Possible Changes
Staff Affected
1a.
Quick Registration
-Patient Accounting system accommodation for
‘Quick Registration
-Arrangements to complete registration later in care
process
-Patient Registration co-located with Quick Look
Patient Registration or
Business
Representatives
1b.
Quick Look
-Eliminate triage
-Co-location with Quick Registration
Nursing staff,
particularly Triage
Staff
2.
Sicker?
-Adopt “quick look” methodology (such as
Emergency Severity Index) for identifying sicker and
less sick patients
Nursing staff,
particularly Triage
Staff
3.
Patient Escorted to
Intake Space
-Not all patients taken to an ED Bed
Techs
BIG
Change
Medium
Change
Small/No
Change
Caring for “Less Sick” Patients
Review the flow diagram of your current
process compared to the D2D process to
identify the estimated scope of the change.
Continue with the process for “less sick”
patients.
Check the box that best describes the
magnitude of the change.
Step
Description
Possible Changes
Staff
Affected
4.
MSE/focused assessment,
orders and documentation
-Jointly performed medical screening, rather than nursing
and physician separate
-Patient focused documentation (rather than separated by
provider)
-Eliminates mix of sicker and less sick patients increasing
the number of patients that can be seen by a physician
Physicians,
Nurses,
Techs
5.
ED Bed Required?
Physicians
6.
Diagnostic Tests Required?
-Handoff by physicians of patients who are determined to
be “sicker” after medical screening exam
n/a
7.
Specimen Collected
8.
Medical Imaging Performed
-Less sick patients move to these areas as directed on
their own
-Less sick patients move to these areas as directed on
their own
Ancillary
staff
Ancillary
staff
9.
Procedure/Treatment
Performed
-Less sick patients move to these areas as directed on
their own
Ancillary
staff
n/a
BIG
Change
Medium
Change
Small/No
Change
Caring for “Sicker” Patients
Review the flow diagram of your current
process compared to the D2D process to
identify the estimated scope of the change.
Continue with the process for “sicker”
patients.
Check the box that best describes the
magnitude of the change.
Step
Description
13.
Patient Escorted to ED Bed
14a.
MSE/focused assessment,
orders, specimen collection,
procedure and documentation
14b.
Possible Changes
Staff Affected
n/a
n/a
Full Registration and Co-Pay
Collection
-Complete registration at bedside
15
Testing
n/a
Patient Registration
or Business
Representatives
n/a
16
Treatment
17
Patient ok for results waiting?
-Patients not requiring a bed moved out of
acute bed to results waiting
Physicians, Nurses,
Techs
18.
Patient Remains in ED Bed
BIG
Change
Medium
Change
Small/No
Change
Decision-Making and Leaving
Review the flow diagram of your current
process compared to the D2D process to
identify the estimated scope of the
change.
Continue with the decision making
process and leaving the ED.
Check the box that best describes the
magnitude of the change.
Step
10.
11.
12
19.
20
21.
Description
Move Patient to Results
Waiting Area
Review Test Results
Medical Decision
Making
Patient to Discharge
Room for Informed
Discharge
Patient to IP Unit/IP
Holding
Transfer to another
facility
Possible Changes
-Less sick patients don’t own a bed
-May involve handoff from original caregiver
-Utilize standardized approach for discharge and
completion of registration and co-pays as needed
-Separate location for discharge process
-May involve handoff of care
-Admitted patient care assumed by inpatient care
providers
n/a
Staff Affected
Physicians, Nurses,
Techs
Physicians, Nurses,
Techs
Physicians, Nurses,
Patient Registration
or Business
Representatives
Inpatient and ED
nurses, physicians
n/a
BIG
Change
Medium
Change
Small/No
Change
Next Step
• Review the results of the comparison of your
current process with the D2D Care Process.
• Now that you have identified the magnitude of
the changes that will be required to implement
D2D in your ED, the next step is to determine
whether the critical success factors for
acceptance of these changes are in place.
• Proceed to the next tool:
Ready to
Change?
B
Ready to Change?
Ready to
Change?
B
Developed by:
Mary Ellen Bucco, MBA
Jill Howard, MS
Kathie Orlay, BS
Acceptance Goals
• With this tool, the user will be able to answer
the question: “Do we have the critical success
factors in place to begin making the changes
identified in Tool A?”
A Care Process
• The answer is based on an appraisal of key
stakeholders regarding critical change
acceptance success factors. This snapshot is
helpful in gauging the degree of success (or
kind of weather) you will experience, as well
as addressing barriers.
Flow
Chart
Change Concepts
• Building a strong team is an essential step to ensure success with
any change efforts. John P. Kotter writes about the importance of
creating a “guiding coalition” which will both launch and sustain
the change.[4]
• Permitting obstacles to block the “new vision” is one of the
common mistakes made when introducing complex change to an
organization. Hence, addressing potential challenges up front is
vital to the outcome of such initiatives.
• Understanding the rationale for change and further how it will
impact individuals is another area often overlooked. Helping
people identify these aspects of the desired change, will aid in
transitioning effectively to a new ED model which will impact your
patient safety.
• William Bridges, a renowned executive consultant, remarks that
“change is situational… transition is psychological.” [5] (see
statement 7 on ED D2D Readiness Barometer)
Barometer Instructions
• Ask members of your Emergency Department leadership and
other key stakeholders to complete the ED D2D Readiness
Barometer individually.
– The tool should be administered in two phases; Phase I, (statements
1-3) before a decision is made to proceed with the change and
Phase II (statements 4-7) once the change process is underway.
• Compile the results, and report both individual and combined
scores.
• Compare results with the ED D2D Readiness Barometer
Interpretation grid.
• Conduct a discussion about:
– differences of opinion
– areas in which potential barriers exist
– steps needed to ensure preparedness
• Determine whether to continue with the implementation of D2D
tools.
• Your decision may be to stop at this point.
ED D2D Readiness Barometer
Phase I
Critical Change Acceptance Success Factor
1.
We have senior leadership commitment to this ED
D2D change initiative, including an executive sponsor
and an ED physician champion.
2.
ED staff members understand the need for change,
e.g., they are aware of patient complaints, LWOT rate,
staff retention or negative image.
3.
People know the outcomes needed from this change
and how these impact the overall safety of our
patients.
True= 10
points
Not True= 0
points
Total
These first three statements represent “must haves” in order to gain enough
momentum to initiate the change. Refer to Kotter’s book, Leading Change,
and chapter entitled The Guiding Coalition.[6]
Gauge and Address
Readiness
Ready to
Change?
B
• Study and match individual and group scores
with the following Barometer.
• Reference “Planning Tips to Consider” in the
following Barometer to be certain you cover
areas of concern that will impact acceptance.
• Proceed according to the recommendations
for the appropriate Phase.
Readiness Barometer: Interpretation
Phase I
Score
Readiness Scale
Planning Tips to Consider
0-20
Stormy
• Roadblocks will hinder success.
• Get CEO commitment and ownership.
• Engage leadership in the value of this change before beginning.
• Be clear about the impact the ED Redesign will have on patient
safety, and the outcomes expected.
• Address all of your leadership and executive issues before
moving through the organization with this initiative.
If your score is less than 30, create action plans with the
recommendations in mind that you find in this Readiness Barometer
Interpretation grid, Phase I.
Refer to Brien Palmer’s Making Change Work[7] to design methods you
can use to increase leadership commitment.
ED D2D Readiness Barometer Phase II
Critical Change Acceptance Success Factor
4.
We have the staff, departments and resources to move
forward on this initiative, e.g., a project leader, trainers
and clinical staff.
5.
We can measure performance, i.e., LWOTs, Door to Doc
times and total visits by disposition.
6.
We have researched success in action, i.e., visiting
healthcare systems that have implemented this change.
7.
We know exactly how to embed this change into our
organization, so that we will gain acceptance from staff
and support departments. We know how to help people
through the transition.
True= 5
points
Not True= 0
points
Total
If your score is 20, congratulations! Proceed with your plans for change, using
the Readiness Barometer Interpretation grip, Phase II. Be sure to consider
additional tips on sustaining change.
Readiness Barometer: Interpretation
Phase II
Score
Readiness Scale
Planning Tips to Consider
0-5
Rainy
10-15
Cloudy
• Start slowly and gain momentum.
• Assess the roadblocks and identify impediments to these efforts.
• Your organization requires care and nurturing, though this project
can succeed with action to remove potential barriers.
• Assess the amount of change your organization can take on at this
time, and apportion it out appropriately.
20
Sunny
• You are ready for this change. Conditions are favorable.
• Read and apply what you learn about managing change.
• Carefully construct the project plan and launch this effort.
• Keep leaders involved and owning the changes.
• Use the additional tools mentioned in “Organizing for Change.”
• Expect delays.
• Expect to provide substantial support to launch the program.
• Put together a timeline on which leadership places their
“fingerprints” in support of actions needed.
Sustaining Change
• Use information shared in the group to build a plan that
will address acceptance issues as you proceed.
Continue candid dialogue with those involved.
• Read William Bridge’s Managing Transitions, Making the
Most of Change[5] about the psychological aspects of a
change effort, to remain astute to human behaviors that
can impede your progress.
• Consider how you will integrate new employees into the
new ED model, to ensure understanding of the process.
• Re-administer the Readiness Barometer later in the
process to see whether improvement has been made.
Address areas of concern.
Next Steps
• The results of this tool are purely for you
and your organization’s information.
• If you are interested in attending a training
session, please feel free to complete the
letter of intent form and return it to Chris
Hund at [email protected] by 4/28/10
regardless of your results.
• Training locations will be based on area
interest.
References
[1] Brassard M. The Six Sigma Memory Jogger II. Salem, NH:
Goal/QPC. 2002.
[2] Burdick TL, Cochran JK, Kisiel S, Modena C. Banner
Health / Arizona State University Partnership in
Redesigning Emergency Department Care Delivery
Focusing on Patient Safety. 19th Annual IIE Society for
Health Systems Conference. 8 pages on CD-ROM. New
Orleans, LA; 2007.
[3] Eitel D, Wuerz RC. The ESI Implementation Handbook.
Emergency Nurses Association Ed. 1997-2003.
References continued
[4] Kotter JP. Leading Change. Harvard Business School Press.
Chapter 4: Creating the Guiding Coalition. pp. 51. 1996.
[5] Bridges W. Managing Transitions: Making the Most of Change,
2nd edition. Cambridge, MA: Da Capo Press. Chapter 4:
Leading People Through the Neutral Zone. pp. 54. 2003.
[6] Kotter JP, Cohen DS, The Heart of Change: Real-Life Stories of
How People Change Their Organizations . Boston MA: Harvard
Business School Press; Step 2: Build the Guiding Team. pp. 37.
2002.
[7] Palmer B. Making Change Work. Milwaukee, WI: Quality
Press; Chapter 1: Measure Your Organization’s Readiness for
Change, pp. 1. 2004.