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Upcoming important dates, next steps for the Human Milk NCCC Phase II Initiative...

(The HM NCCC initiative's weekly email newsletter comes out every Wednesday.)

 
November 7, 2012
Data Needed

question marksWe would like for each of you to complete a survey to help us better assess what types of services, protocols, and practices your hospital currently has in place. This will help us to focus our Phase III efforts over the next several months and move the initiative forward.

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In the literature...

news

Neonatal Family Care for 24 Hours per Day Effects on Maternal Confidence and Breast-Feeding

Heidi Wataker, NP(P), MSN; Alf Meberg, MD, PhD; Eirik Nestaas, MD, PhD

J Perinat Neonat Nurs r Volume 26 Number 4, 336-3422012

 

In family care (FC) program for neonatal intensive care units (NICUs), parents are encouraged to reside together with their infant for 24 hours a day to actively be involved in the care

 

Aim: The aim of this study was to assess the impact of FC on maternal confidence and breast-feeding. Maternal confidence and rate of breast-feeding were assessed in 31 mothers offered FC that included special family rooms in the NICU, and in 30 mothers from a comparable NICU providing traditional care without such facilities.

 

Outcome: Despite similar rate of breast-feeding at discharge, more infants in the FC group were breast- fed 3 months after discharge (P < .05). An FC program in the NICU promoted better maternal confidence during the hospital stay and 3 months after discharge compared with traditional care.

 


 

Culture:  Crossing the Threshold, Choosing a Path

patients voice

 

Organizations that make a decision to embark on cultural transformation journeys stand on the threshold and choose a path into the unknown. The process used or created to move forward on the path has a number of steps:

 

Assessing current reality, defining a desired state, guiding change, engaging the workforce, leadership commitment and support, involvement and ownership at all levels.

 

Leadership Commitment and Support: Leadership must articulate the vision, over the windows of possibility, and actively invite all the people in the organization to engage in the "call to adventure". This invitation to join signals the leader's commitment and is a step towards building trust. When leaders visibly model value-driven behaviors, others naturally follow, and what begins to emerge is a culture of discipline evidenced by value-driven behavior. Communities of disciplines people require less hierarchy, bureaucracy and controls.

 

Involvement and Ownership at all levels: Organizations that enjoy involvement and ownership at all levels understand that culture is a highly valued community asset. By not only including management and employees but also patients and families, physicians, and board members in the planning and implementation process a diverse set of stakeholders is at the table. It changes the conversation. It recognizes competence, which helps build trust. Organizations that take a broad based inclusive approach find that it helps to hold individuals accountable. Everyone was at the table. Once empowered, the frontline staff-not-managers lead the revolution.

 

(Kimball, 2005)

 

  • Does you unit have leadership commitment and support?
  • Do they know what initiative you are working on and what your outcomes are?
  • Did you include a diverse population in the planning and implementation of the initiative?
  • Is the initiative staff led or management led?


 

 

 

QI Tips

PDSA

 

Our ability to understand variation in data helps us learn from patterns. We encounter variation constantly and make decisions based in part on our interpretations of that variation. Walter Shewhart developed the concept that variation in data should be viewed in one of two ways: either as variation that indicates something has changed or as random variation. Data that varies randomly exhibits patterns similar to those seen in the past.   That is, the values are predictable within certain limits. Shewhart's concepts is that one should not react to each observation. One should plot data over time and observe the patterns.

 

What kind of charts do you use to show patterns over time or do you react to each observation?

 

Langley, Gerald J.; Moen, Ronald D.; Nolan, Kevin M.; Nolan, Thomas W.; Norman, Clifford L.; Provost, Lloyd P. (2009-06-03). The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES) (Kindle Locations 896-897). Wiley Publishing. Kindle Edition.

 


November Webinar
 
conference call 

The next webinar will be Tuesday, November 12th, 2:00 - 3:00 PM.  Please plan to have at least one person from your team on the call so we can hear your 'voice'.  

   

 Each team be prepared to provide a 2-3 minute update on what your team is currently working on. We will review the latest data and the revised data collection tool. Please come prepared with ideas for the next PDSA cycles around Skin to Skin.   

Click here for webinar information.

 

 

Contact


Tammy Haithcox  

 

Tammy Haithcox

 

PQCNC Clinical Initiative Manager

 

[email protected]

 

 

 

 

 

 

 



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