Louisiana success stories

LA Success Stories
Quality improvement endeavors can often feel overwhelming, but chances are, you can learn from the experiences that another physician, hospital or nursing home has had in a similar situation. Coupled with support from Quality Insights Quality Innovation Network, learning what has worked for others — and what didn't — is a valuable strategic planning component. 

We encourage you to read the success stories, contact us for more information, and also let us know if you have a Quality Insights' success story to share.

In their own words: Teamwork and Support Prove Vital at Minden Medical Center

2/18/2015
This story was submitted by: Minden Medical Center

Minden Medical Center is located in Minden, Louisiana, approximately 30 miles east of Shreveport/Bossier
City. We are a 161 bed acute care hospital serving a community of approximately 70,000. Our Mission
Statement gives an overview of what our physicians, staff and administration feel about providing healthcare to our friends and neighbors: We aspire to be the finest hospital in the country, by coordinating the delivery of health care services which meet the primary needs of inpatients and outpatients in a “personalized,” “caring,” “quality oriented,” and “cost effective” manner.
 
The focus of our improvement project was to meet the standards set forth by CMS concerning four specific areas including: Acute Myocardial Infarction (AMI), Heart Failure, Pneumonia (PN) and Surgical Care Improvement Project (SCIP). Participants in the project included physicians, case managers, nursing personnel, administration, and ancillary departments.

Just like anything else concerning health care (or regulatory agencies), our timeline began with “we need this done yesterday” and ended with “until the end of time”. The first order of business was to decide who these measures would be affecting (i.e., departments). Those core department managers were asked to sit on a committee to help define a process and set standards/processes in order to meet the goals. We found out very quickly there are several attributes that can be beneficial when dealing with a project this large which affects so many:

  • Communication
  • Flexibility
  • Adaptability
  • Brainstorming
  • Trial and Error
  • Coping
  • Organization
  • Implementation

Once goals were set and interventions/changes were identified, the committee members were asked to take the information back to their departments and educate staff on the following:

  1. Who is asking us to make these changes?
  2. What is this for?
  3. When do we need to have this implemented?
  4. Where do we go from here?
  5. Why does this benefit our department?

At a hospital, we feel it is important to keep open lines of communication between all departments, administration, physicians and staff. Change in health care is inevitable, but change without communication is impossible.

With every project, you are more than likely to encounter obstacles. It was no different with this project;
however, we decided to address problem areas as soon as they arise instead of waiting for the end of the reporting period. This required a lot of flexibility by our physicians and staff. By tweaking the processes along the way, we were able to manage the changes better, therefore making the transition more tolerable for everyone.

We feel our project was a success because of the guidance of our committee, the teamwork between departments, the encouragement of administration, and the support of our physicians. Even though our processes are in place, we are constantly monitoring areas for improvement.