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Nurse Knowledge ExchangePlus: Human-Centered Implementation for Spread and Sustainability

机译:Nurse Knowledge ExchangePlus:以人为中心的传播和可持续性实施

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Background: Kaiser Permanente implemented a new model of nursing communication at shift change-in the bedside nursing report known as the Nurse Knowledge Exchange (NKE) in 2004-but noted variations in its spread and sustainability across medical centers five years later. Methods: The six core elements of NKEplus were as follows: team rounding in the last hour before shift changes, pre-shift patient assignments that limit the number of departing nurses at shift change, unit support for uninterrupted bedside reporting, standardization for report and safety check formats, and collaboration with patients to update in-room care boards. In January 2011 Kaiser Permanente Southern California (KPSC; Pasadena) began implementing NKEplus in 125 nursing units across 14 hospitals, with the use of human-centered design principles: creating shared understanding of the need for change, minimum specifications, and customization by frontline staff. Champion teams on each nursing unit designed and pilot tested unit-specific versions of NKEplus for four to eight weeks. Implementation occurred in waves and proceeded from medical/surgical units to specialty units. Traditional performance improvement strategies of accountability, measurement, and management were also applied. Results: By the end of 2012, 100% of the 64 medical/surgical units and 47 (77.0%) of the 61 specialty units in KPSC medical centers implemented NKEplus-as had all but 1 of the specialty units by May 2013. The mean KPSC score on the NKEplus nursing behavior bundle improved from 65.9% in 2010 to 71.3% in the first quarter of 2014. The mean KPSC Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) score for nurse communication improved from 73.1% in 2010 to 76.4% in the first quarter of 2014 (p < . 001). Conclusion: Human-centered implementation appeared to help spread a new model of nursing handoffs and change the culture of professional nursing practice related to shift change.
机译:背景:Kaiser Permanente在轮班变更时实施了一种新型的护理交流模式-在2004年被称为护士知识交流(NKE)的床边护理报告中,但指出五年后其在医疗中心的传播和可持续性存在差异。方法:NKEplus的六个核心要素如下:轮班变更前最后一个小时的团队巡视,轮班前患者分配(限制轮班变更离任护士的人数),单位支持不间断床边报告,报告标准化和安全性检查格式,并与患者合作以更新室内护理板。 2011年1月,南加州Kaiser Permanente(KPSC;帕萨迪纳)开始使用以人为本的设计原则在14家医院的125个护理单位中实施NKEplus:对一线员工对变更需求,最低规格要求和定制的共识。每个护理部门的冠军团队设计并试行了NKEplus特定于单元的版本,历时四到八周。实施过程一波三折,并从医疗/外科部门转至专科部门。还采用了传统的绩效改进策略,即问责制,度量和管理。结果:到2012年底,KPSC医疗中心的64个医疗/外科部门中的100%和61个专科部门中的47个(77.0%)实施了NKEplus,因为截至2013年5月,除1个专科部门外,其他所有科室均采用NKEplus。 NKEplus护理行为捆绑软件的KPSC得分从2010年的65.9%改善到2014年第一季度的71.3%。KPSC医院护士对医疗服务提供者和系统的消费者评估(HCAHPS)的平均得分从2010年的73.1%提高到76.4占2014年第一季度的百分比(p <。001)。结论:以人为本的实施似乎有助于传播护理交接的新模型,并改变与轮班变更相关的专业护理实践文化。

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