Health Unit Coordinators Research Articles

Strategi Kepala Sekolah Dalam Mendukung Pembinaan Guru

Teacher development is crucial as it helps teachers enhance their competence, the quality of teaching, student achievement, and school performance. This research aims to explain the strategies of school principals in supporting teacher development. The research was conducted qualitatively at Banua Hanyar Public Elementary School, Telaga Langsat Subdistrict, South Hulu Sungai Regency, Banjarmasin. Data were collected through interviews, observations, and documentation. Data were processed through data reduction, data presentation, and drawing conclusions. The results show that to improve teacher development in the school, the principal employs several methods: firstly, assigning additional tasks to teachers, including tasks such as supervisor, student self-development coordinator, Pancasila profile strengthening coordinator, school treasurer, school health unit coordinator, religious program coordinator, school exam coordinator, education administration coordinator, and arts coordinator at the school. Secondly, empowering school resources by enhancing teacher quality through training, improving learning facilities by providing laptops, LCD projectors, and wifi, as well as utilizing information technology through learning platforms. Conclusion: the strategies implemented by the principal have been maximized to support teacher development. Research contribution: serving as a reference for other schools to develop teachers to become more professional.

Abstract WP35: Promoting Staff Engagement Through Recognition Of Stroke Excellence

Background and Purpose: In 2019, two sister facilities identified opportunities to decrease Door to Needle (DTN) and Door in Door Out (DIDO) times. Several goals were established to decrease these times and were set to reflect recommended “Best Practice” in administering IV Alteplase and transfer to higher level of care for Endovascular Therapy (EVT). It was observed that staff engagement played a crucial role in decreasing both DTN and DIDO times at each facility. To align with the new facility DTN (less than 30 and 45 minutes) and DIDO (less than 90 minutes) goals, a staff engagement program was developed. Methods: To promote staff engagement, the “Recognition of Stroke Excellence” (R.O.S.E.) Award was created to encourage staff commitment in reaching the new goals. “Stroke Teams consisted of ED Providers, nursing staff, ED techs, medical imaging techs, health unit coordinators, lab techs and pre-hospital personnel. Teams that administered IV Alteplase in less than 30 and 45 minutes were presented with a lapel pin, certificate of accomplishment and recognition displayed in the “Stroke Zone”. To address challenges effecting DIDO times at each facility, individual goals were established. Facility one set a DIDO goal of less than 75 minutes while facility two set separate goals of less than 90 and 60 minutes. Stroke Teams that met these expectations were also presented with a lapel pin, certificate of accomplishment and recognition displayed in the “Stroke Zone”. Results: Implementation of the R.O.S.E award increased staff engagement and created friendly competition amongst team members. Staff compete to get the most R.O.S.E. Award recognition lapel pins and “bragging rights” for best DTN and DIDO times. Since the R.O.S.E. award was established, there has been an overall decrease in DTN and DIDO times at each facility. In addition, the percentage of patients receiving IV Alteplase less than 30 and 45 minutes increased across the board. Conclusion: Staff engagement plays a significant role in caring for the acute stroke population and has a positive impact on decreasing DTN and DIDO times. “Recognition of Stroke Excellence” helps to promote a collaborative approach by fostering teamwork and improving staff morale.

Analysis of the activities of the network of the Family Care Centres to relaunch their role: main results of the 2017 CCM Project

in 2017, the Italian Ministry of Health funded the project "Analysis of the activities of the network of the Family Care Centers (FCCs) to relaunch their role" aimed at updating the state of the art of the national FCCs. The project was coordinated by the Italian National Institute of Health (INIH). The present paper focuses on a selection of the project's results. to describe some characteristics of the regional and Local Health Unit governance of the FCCs, and the care offered by the FCCs in different fields of activity. online census survey on three organizational levels of the FCCs: regional governance, coordination at the Local Health Unit level, and at the single FCC level. Data were collected through dedicated web forms via a national network of reference professionals. all the Italian Regions and Autonomous Provinces, 207 Local Health Unit coordinators, and 1,859 FCC's professionals were involved. Nineteen Regions (response rate: 100%), 183 coordinators (response rate: 88.4%), and 1,557 FCCs professionals (response rate: 83.7%) participated in the survey. the project found a lack of FCCs and of FCCs health professionals throughout the country compared to the national reference standards for these services, and a great interregional variability in the FCCs governance. Women's health according to a life-course approach is the centre of the FCCs activities, although assistance modalities differ by geographic area. to relaunch the FCCs role, it is urgent to strengthen their network throughout the country, their multidisciplinary teams, and their integration with other social and health services.

Family satisfaction in a neuro trauma ICU.

The purpose of this quality improvement initiative was to evaluate satisfaction of family members of patients in a neuro trauma ICU (NTICU). Adult patients (age 18+) admitted to the NTICU for at least 24 hours between June 2017 and November 2018 were identified. Near or at the time of discharge from the NTICU, the health unit coordinator or registered nurse identified the family member who was either the next-of-kin, surrogate decision-maker, or person who had been most frequently present at the patient's bedside. This person was provided a packet containing a letter of consent and the Critical Care Family Satisfaction Survey (CCFSS). Surveys were completed by 78 family members, the majority of whom were the wife of the patient (n=35, 44%), 60 years and older (n=48, 60.8%). Fifty-seven percent of patients (n=45) were in the ICU less than 3 days and 59% (n=47) of medical events were injury-related. Total CCFSS scores ranged from 69 to 100 (median 95). The item with the largest number of dissatisfied responses was "Noise level in the critical care unit" (n=4, 5.3% not satisfied). Open-ended question comments were primarily positive (n=60, 66%), with 32% (n=29) representing areas for improvement. Results of this satisfaction survey have been disseminated to leadership and have been taken into consideration in the planning of a new hospital building currently being built, including ICU patient rooms that allow for more privacy and reduced noise, and more comfortable family rooms. Family members are a very useful source of feedback for ICU care. Several concerns identified by family members in this study are likely to be relevant to other sites. These included: communication between health care providers and family about patient status, noise in the ICU, peaceful waiting areas for family, and slow transfers.

Achieving Quality BMT Outcomes through Multidisciplinary Collaboration and Engagement

Introduction Interprofessional Practice Model (IPM) embodies autonomy, accountability, and authority for clinicians to advocate for those they serve. Interprofessional Shared Governance (ISG) is a monthly meeting structure consisting of Point of Care Interprofessional Councils (PoC-IC), Housewide Tenets, and leadership forums. ISG supports interprofessional shared decision-making, facilitation of bi-directional communication, and collaboration between POC-IC and housewide councils. ISG influences each housewide council and PoC-IC to develop patient and family empirical outcomes that align with the strategic plan while developing leaders. Methods The Bone Marrow Transplant (BMT) unit formed an interdisciplinary PoC-IC that includes a Mentor, Operational Excellence Leaders, Chair, 6 core nursing members, and multiple interprofessional team members (Patient Care Assistant, Health Unit Coordinator, PT/OT, Nurse Practitioner, Child Life Specialist, Care Manager, Social Worker, Pharmacist, and Dietician). Members collaborate to form goals that align with the housewide direction. Mentor collaborates with the team to establish a shared decision-making process for elections and member representation. Six PoC-IC core members are responsible for attending assigned housewide tenet council meeting and reporting information back to other PoC-IC members. Results Unit dashboard, which includes defined goals and percentages and harm infection rates, are presented at the monthly BMT PoC-IC meeting. Each goal is reviewed and interventions are discussed in collaboration with the team using a unified approach. PoC-IC members contact stakeholders within each goal to define interventions for improvement. Meeting minutes, updated interventions, and status of goals and infection rates are relayed to the BMT team. Members of the PoC-IC connect with bedside team members for assistance and collaboration. BMT POC-IC has defined the following goals: 1. Sepsis Algorithm compliance (antibiotics ordered and infused within the first hour of documented fever); 2. Patient Family Experience (90% compliance with greeting families as they enter/exit the unit, physician and nursing communication to patients and families, and addressing patient's pain); 3. Safety (documentation of chlorhexidine (CHG) bathing, environmental wipe down compliance, and catheter line associated bloodstream infection (CLABSI) rate reduction). Conclusions Since the Shared Governance restructuring, the BMT PoC-IC has raised and maintained Patient and Family Experience scores greater than 90% and continues to meet the goal of 100% Sepsis Algorithm compliance. PoC-IC members continue to collaborate with bedside team members to incorporate housewide interventions to improve CHG bathing, environmental cleanliness, and CLABSI rate reduction which is currently 1.76 BSI per 1,000 catheter line days.

Breast cancer related perceptions and practices of health professionals working in Brazil's network of primary care units

In 2004 the Brazilian National Cancer Institute (INCA) established breast cancer screening guidelines for women in Brazil: annual clinical breast exam for women age 40–49 and biennial mammogram for women age 50–69. Healthcare provider's adherence to these guidelines is currently unknown. The objective of this study is to describe the perceptions and practices related to breast cancer screening among physicians, nurses, and health unit coordinators working in the network of primary healthcare units (HCUs) in Brazil.In 2011, 1600 primary HCUs were randomly sampled from all regions in Brazil. At each HCU the coordinator and one health professional were asked to participate in a telephone survey to gathered information on their knowledge, attitudes, and practices related to breast cancer screening. Participation rates for coordinators, physicians, and nurses were 78%, 34%, and 65% respectively.Health unit coordinators identified numerous barriers that prevent patients from receiving appropriate screening, many (44%) were unaware of INCA cancer screening guidelines. Despite a high perceived impact of INCA guidelines, a majority of physicians and nurses did not follow them. Most physicians and nurses recommended mammograms on an annual basis (~75%) and 50.9% of nurses and 25.1% of physicians initiated routine breast cancer screening in women under age 40.Physicians and nurses in Brazil screen at younger ages and more frequently than recommended by INCA guidelines. Given that primary HCUs are the source of health care for many women, interventions that educate healthcare providers on the appropriate ages and intervals for breast cancer screening may prove useful.

Characteristics of physical activity programs in the Brazilian primary health care system.

The aim of this study was to describe the characteristics of programs that promote physical activity in the public primary care system by region of Brazil, subject to the presence or absence of multidisciplinary primary care teams (NASF). We conducted a cross sectional and population-based telephone survey of the health unit coordinators from 1,251 health care units. Coordinators were asked about the presence and characteristics of physical activity programs. Four out of ten health units reported having a physical activity intervention program, the most common involving walking groups. Most of the activities were performed in the morning, once or twice a week, and in sessions of 30 minutes or more. Physical education professionals were primarily responsible for directing the activities. Interventions occurred in the health unit itself or in adjacent community spaces. In general, these characteristics were similar between units with or without NASF, but varied substantially across regions. These findings will guide future physical activity policies and programs within primary care in Brazil.

Examination of Wireless Technology to Improve Nurse Communication, Response Time to Bed Alarms, and Patient Safety

A medical-surgical unit in a southwestern United States hospital examined the results of adding wireless communication technology to assist nurses in identifying patient bed status changes and enhancing team communication. Following the addition of wireless communication, response time to patient calls and the number of nurse-initiated communications were compared to pre-wireless calls and response time sampling period. In the baseline study, nurse-initiated communications and response time to patient calls were investigated for a team nursing model (Guarascio-Howard & Malloch, 2007). At this time, technology consisted of a nurse call system and telephones located at each decentralized nurse station and health unit coordinator (HUC) station. For this follow-up study, a wireless device was given to nurses and their team members following training on device use and privacy issues. Four registered nurses (RNs) were shadowed for 8 hours (32 hours total) before and after the introduction of the wireless devices. Data were collected regarding patient room visits, number of patient calls, bed status calls, response time to calls, and the initiator of the communication episodes. Follow-up study response time to calls significantly decreased (t-test p = .03). RNs and licensed practical nurses responded to bed status calls in less than 1 minute-62% of the 37 calls. Communication results indicated a significant shift (One Proportion Z Test) in RN-initiated communications, suggesting an enhanced ability to communicate with team members and to assist in monitoring patient status. Patient falls trended downward, although not significantly (p > .05), for a 6-month period of wireless technology use compared to the same period the previous year. The addition of a wireless device has advantages in team nursing, namely increasing communication with staff members and decreasing response time to patient and bed status calls. Limitations of the study included a change in caregiver team members and issues regarding wireless device and locator badge compliance. Administrative issues that arose during this field study included bed and cable maintenance, device battery charging, and the training of new and floating team members.

Leading from the Future: Leadership Makes a Difference During Electronic Health Record Implementation

WHEN I STARTED working in the information technology (IT) department of a large metropolitan hospital in the mid-1980s, my job was to assist in the installation of computer applications for our nursing units. One of my first projects was computer-based order entry for health unit coordinators and nurses. The job was simple and the benefits clear-replace paper requisitions, eliminate the manual transfer of the requisition to the ancillary departments, and get rid of manual charge entry into the patient accounting system. We did this with a mainframe-based, self-developed computer system that automated order entry, printed the order in the ancillary departments, and transferred the charge for the order into the patient accounting system. There was no confusion about what the application did and what its benefits were. Everyone agreed that the computer-based system was better than the manual system-it reduced errors, improved throughput time for orders, and virtually eliminated lost charges. Much has changed over the last 25 years. Today we see a new level of clinical IT use that touches almost every aspect of the clinicians' workday and requires defined integration into clinical workflow. We are now implementing systems that support clinician care planning and documentation, provide best practice alerts and clinical reminders, document medication administration and positive patient identification using bar coding, and promote evidence-based practice with order sets. We have moved from simple system installation to complex system implementation and now need to tend to concerns about system utilization by clinicians. We talk about successful electronic health record (EHR) implementations with words like system adoption, workflow optimization, and enabling care transformation. Let's examine some of the reasons for this sea change and look at the role of leadership in facilitating successful EHR implementation. LEADING FROM THE FUTURE As discussed in the articles by Hood and Bernd and Fine, EHR implementations are challenging, complex, disruptive, and expensive. The authors point out that it is difficult to drive clinical transformation to achieve return on investment without paying very specific attention to it - and that is where leadership plays a key role. I couldn't agree more. So exactly what does leading from the reference? As many leadership books explain, leadership begins with a clear vision of a goal, and effective leaders articulate the vision and inspire people to follow. But developing that clear vision in healthcare is getting harder. Until now, we've been able to use the past as an effective guide to plan the future, but we can no longer rely on what was successful in the past. Now as we develop the vision of what we want our healthcare organizations to be, we need to look to the future to see where we need to go. Bernd and Fine emphasize the importance of articulating a clear vision that serves as a rallying point for clinicians and can also be used in communications supporting the EHR implementation. This articulation is an important first step, but there are many other ways that leaders can use what they know about the future to build and support EHR project success. BUILDING THE PROJECT SUCCESS FACTORS Physicians and nurses love technology when it helps them in their patient care and supports their workflow processes. But they become frustrated with technology when it is slow, imperfect, takes more time, or generally does not fit into a workflow process. At times we can force the use of systems when we implement. For example, we can take away the paper, and physicians and nurses are forced to use the computer, as would be the case when eMAR (electronic medication administration record) is implemented and the paper MAR is eliminated. But we cannot force the technology adoption into workflow or the transformation of care, particularly if these are not inherent to the technology and process being implemented. …

Wireless Telephone Systems and the Impact on Patient Satisfaction Scoring: A Pilot Study

A review of patient and family satisfaction measures on one pediatric acute care inpatient unit of 27 beds rated the nurses' promptness in responding to patient call bells in the 40%-50% excellence range. As a process improvement initiative, a wireless telephone system was implemented on the unit for enhancing communications between caregivers. During this 6-week trial, each registered nurse (RN) and patient care technician (PCT) was assigned a wireless telephone at the beginning of their shift, thus becoming their communication vehicle for 12 hours. As patient requests came to the nurses' station via the current nurse call system, the health unit coordinator was instructed to call either the RN or PCT on his or her wireless telephone, depending on the patient request. After the 6-week trial, data revealed an increase of 10% to 60% excellence. Both patient and families revealed a faster response time to their need with the implementation of the wireless telephone system pilot.

Development of an instrument for measuring clinicians’ power perceptions in the workplace

We report on the development of an instrument to measure clinicians’ perceptions of their personal power in the workplace in relation to resistance to computerized physician order entry (CPOE). The instrument is based on French and Raven’s six bases of social power and uses a semantic differential methodology. A measurement study was conducted to determine the reliability and validity of the survey. The survey was administered online and distributed via a URL by email to 19 physicians, nurses, and health unit coordinators from a university hospital. Acceptable reliability was achieved by removing or moving some semantic differential word pairs used to represent the six power bases (alpha range from 0.76 to 0.89). The Semantic Differential Power Perception (SDPP) survey validity was tested against an already validated instrument and found to be acceptable (correlation range from 0.51 to 0.81). The SDPP survey instrument was determined to be both reliable and valid.

Work activities before and after implementation of an automated dispensing system.

The impact of an automated dispensing system (ADS) on medication-related work activities by nurses and pharmacists was studied. A point-of-care ADS (Baxter Sure-Med) was installed on two nursing units (the surgical intensive care unit [SICU] and a medicine unit [4NMU]) of a 400-bed university hospital as part of a pilot project. A self-reported work-sampling study was used to collect observations of medication-related work activities by nurses, health unit coordinators (nursing support staff), and pharmacists for a seven-day period before ADS implementation and a seven-day period after implementation. There were 7797 observations of nurse work activities, 1408 observations of health unit coordinator work activities, and 4236 observations of pharmacist work activities. The percentage of nurse work activities that were medication related decreased from 20.7% before ADS implementation to 18.4% afterward on 4NMU and increased slightly from 10.8% to 11.0% on the SICU. Medication-related health unit coordinator work activities increased from 17.5% to 25.3% of total activities on 4NMU and decreased from 16.6% to 10.7% on the SICU. None of these changes was significant. For decentralized pharmacists supporting 4NMU, the percentage of work activities classified as clinical increased significantly from 36.5% to 49.1%. For decentralized pharmacists supporting the SICU, clinical activities increased from 27.9% to 35.1%. There were no significant changes on either unit in pharmacist activities classified as technical. An overall measure of the efficiency with which pharmacists used their time for patient care-related activities increased. A point-of-care ADS did not affect the proportion of time spent by nurses on medication-related activities and seemed to give pharmacists more time for clinical work.

Overweight women delay medical care.

To determine whether women delay or avoid necessary health care because they are overweight. Observational study using a self-administered survey. A 250-bed community hospital in La Crosse, Wis. All female nurses, nursing assistants, health unit coordinators, and general psychiatric assistants who were employed full- or part-time at the community hospital in July 1992. We received 310 (76%) responses from 409 potential respondents. Overall, 12.7% of respondents reported delaying or canceling a physician appointment because of weight concerns. Another 2.6% kept their appointments but refused to be weighed. Only body mass index was significantly associated with appointment cancellation. The odds ratio of an obese woman (body mass index in excess of 27) delaying medical care was 3.885 (95% confidence interval, 1.509 to 10.274). Obese women commonly delay health care because of weight concerns.

Ageism:

Journal of School HealthVolume 50, Issue 7 p. 419-421 Ageism: Need We Discriminate? Nancy L. Jose, Corresponding Author Nancy L. Jose Nancy L. Jose, PhD (Corresponding author), is Health Unit Coordinator, Department of HPER, University of Kentucky, Lexington, KY 40506.Department of HPER, University of Kentucky, Lexington, KY 40506.Search for more papers by this authorGlenn E. Richardson, Glenn E. Richardson Glenn E. Richardsn, PhD, is Coordinator of Allied Health Studies, Department of Health and Physical Education, Texas A & M University, College Station, TX 77843.Search for more papers by this author Nancy L. Jose, Corresponding Author Nancy L. Jose Nancy L. Jose, PhD (Corresponding author), is Health Unit Coordinator, Department of HPER, University of Kentucky, Lexington, KY 40506.Department of HPER, University of Kentucky, Lexington, KY 40506.Search for more papers by this authorGlenn E. Richardson, Glenn E. Richardson Glenn E. Richardsn, PhD, is Coordinator of Allied Health Studies, Department of Health and Physical Education, Texas A & M University, College Station, TX 77843.Search for more papers by this author First published: September 1980 https://doi.org/10.1111/j.1746-1561.1980.tb03925.x AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume50, Issue7September 1980Pages 419-421 RelatedInformation