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Implementing the Comprehensive Unit-based Safety Program (CUSP)

The Role of the Nurse Manager

January 14, 2016 Webconference

Pat Posa RN, BSN, MSA, FAAN System Performance Improvement Leader

St. Joseph Mercy Health System Ann Arbor, MI

patposa@gmail.com

This material was prepared by the Atlantic Quality Innovation Network (AQIN), the Medicare Quality Innovation Network-Quality Improvement Organization for New York State, South Carolina, and the District of Columbia, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the U.S. Department of Health and Human Services. The contents do not necessarily reflect CMS policy. 11SOW-AQINNY-TskC.1-16-04

CUSP

Learning Objectives

1. Review the 5 components of CUSP 2. Understand the responsibilities of the

nurse manager to support CUSP 3. Learn key strategies to support the

CUSP team

3

Comprehensive Unit-based Safety Program

Pre-CUSP work Assemble a safety team Measure unit culture

1. Educate on the Science of Safety 2. Identify Defects (Staff Safety Assessment) 3. Senior Executive Partnership 4. Learn from Defects 5. Implement Teamwork & Communication Tools

4

What Is a Nurse Manager?

Why Are Nurse Managers So Important?1, 2, 3, 4

The Nurse Manager’s Dual Roles

Standards of Care

Human Resource Management4

The Nurse Manager’s Role in CUSP

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The Unit-Based CUSP Team

11

Assemble the Team

12

Keys to Assembling the Team

13

Comprehensive Unit-based Safety Program

Pre-CUSP work

14

Comprehensive Unit-based Safety Program

Pre-CUSP work

15

Comprehensive Unit-based Safety Program

16

Comprehensive Unit-based Safety Program

17

Learning From Defects

18

Examples of Defects or Errors That Affect Patient Safety

19

Engage the Senior Executive

20

Comprehensive Unit-based Safety Program

21

Comprehensive Unit-based Safety Program

22

Summary

References

References 4. Krugman M. Evidence-based practice: the role of staff

development. J Nurses Staff Dev. 2003 Nov-Dec;19(6):279–85. 5. Benner PE. From Novice to Expert: Excellence and Power in

Clinical Nursing Practice. Menlo Park, CA: Addison-Wesley; 1984. 6. National Institute of Standards and Technology. Baldridge by

Sector: Healthcare. www.nist.gov/baldrige/enter/health_care.cfm. Accessed July 5, 2012.

7. Studer Q. Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference. Gulf Breeze, FL: Fire Starter Publishing; 2003.

References 8. Kaplan RD, Norton DP. The balanced

scorecard: measures that drive performance. Harv Bus Rev 1992 Jan-Feb;70(1):71-9.

9. The American Organization of Nurse Executives. Nurse Manager Leadership Partnership Learning Domain Framework. www.aone.org/resources/leadership%20tools/NMLPframework.shtml.

Accessed July 5, 2012.

Thank You