Providence VA Medical Center, Rhode Island
Improving Our Work IS Our Work!
This past April 5 and 6, fourteen enthusiastic and energetic teams (consisting of about 75 clinical and administrative personnel from throughout the Medical Center and the Bristol Veterans Home) participated in the Medical Center's first Engaged Workgroup Teams workshop. The Providence VAMC received a three-year, $1.3 million grant to develop a culture of continuous improvement in 2009, and Engaged Workgroup Training is one key component of the organization's efforts to develop a culture of continuous improvement.
The workshop was facilitated by the Providence VAMC Systems Redesign, Quality Management staff and the VISN 1 Improvement Resource Office.
The teams arrived at the workshop having already developed a team charter that described the potential process improvement that the team would develop and implement. During the workshop, each team wrote an AIM statement and learned some basic flowcharting and measurement tools to help them successfully complete their improvement project. Initiatives included:
Enhancing the patient scheduling process in Mental Health,
Improving communication on 5B and reducing Medical Support Assistant staff turnovers,
Reducing length of stay in the Emergency Department,
Streamlining the falls reporting process at the Bristol Veterans Home,
Improving the responsiveness of attending physicians with regard to interim care in Mental Health,
Enhancing telephone processes to yield more positive communication experiences,
Creating a standard process for urine toxin screens as a way to improve patient satisfaction,
Enhancing care of patients diagnosed with ALS,
Enhancing staff capability to support safety in the Intensive Care Unit,
Improving effectiveness of treatment to Veterans within the PTSD clinic,
Improving communications among staff within the Eye Clinic,
Enhancing processes to address life safety code issues, and
Enhancing accessibility/participation of 6A staff in the Unit Based Council.
When asked whether he felt last week's training was a success, Dr. Brad Borlase, Director of Quality Management, said "yes, the boat has left the shore; we have now begun our journey on the road to a culture of continuous improvement."