1 / 18

Building an (H1N1) Interdisciplinary Team

Building an (H1N1) Interdisciplinary Team. Capt J. Sue Arnold Director of Pharmacy Claremore Indian Hospital. Background / Acquisition. CDC managed distribution to the states State Health Departments Controlled Distribution of H1N1

odell
Télécharger la présentation

Building an (H1N1) Interdisciplinary Team

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Building an (H1N1) Interdisciplinary Team Capt J. Sue Arnold Director of Pharmacy Claremore Indian Hospital

  2. Background / Acquisition • CDC managed distribution to the states • State Health Departments Controlled Distribution of H1N1 • OK Area IHS Office meets routinely with OK Health Department on emergency management - DEVELOPED history. • Weekly meetings, at the state level, providing information on IHS needs • Constant feed back of ability to store and deliver vaccine • Repeated input from individual clinics ability to deliver in a timely manner.

  3. Distribution • CDC to State • State to IHS NSSC (OK city) • NSSC to Claremore Pharmacy • Pharmacy received and entered lots • Distributed to clinic areas • Evaluated vaccines given/ 4 in 4 days • Were asked to develop and implement a plan on Thurs afternoon • Had it in place, advertised, and gave first four immunizations from it Thurs evening

  4. Great teams have • Shared roles in leadership and rotating other roles as needed • All participating in idea generation, problem solving, and decision making • Members showing support, respect and trust for each other • All members taking actions and doing work to reach team goals • Members managing conflict and inappropriate behaviors Shirley Fine Lee, “R.A.! R.A.! A Meeting Wizard’s Approach” Five Characteristics of a Great Team.

  5. 5 P’s of Team DesignbyShirley Fine Lee • Purpose: what is our mission • What is our desired final product • Participation: who do we NEED • a mix of skill sets, professional attitudes, process knowledge • Placement: where will we be PHYSICALLY • Process: How will this work • Nuts and bolts of the process or procedure • Plan: define goals, deadlines, outcomes • What do we want, what can we really expect, how can we improve our plan to improve our results

  6. Build a Team using Vision, Commitment and Trust • Vision: being able to excite the team with a large, desired outcome-define success • Use all H1N1 received on CDC defined risk groups quickly • Vaccinate 900 children, all pregnant, health care givers by Mon. • Commitment: define time expectations, define productivity expectations, best case scenario • Short planning time, LOTS of redirection of staff, • Trust: list unknowns, define worst case & results of such • How many pts., how, when, where, why, why not, who will, who won’t • Inclusion: get (allow) others to commit, support through their doubts, ensure real give & take • Give it up…you don’t know it all, think outside of the box, think in the WE CAN/YOU CAN mode : With this plan we CAN vaccinate greater than half of our at risk population, within one week. Go for the biggest positive! High Performance Teamwork training course

  7. So… what’s different with an H1N1 interdisciplinary team? • Nothing, except … • more professional ego’s to negotiate • more people with time limitations • patient safety issues • possible legal issues, standing orders • with the H1N1, the negative public opinion and skeptic issue • Mostly live virus issued … who wants live virus?

  8. Solutions • Purpose: what is our mission • this case, get H1N1 to the high risk group/fast –school age for OK • So we can get more as it is available… show success in distribution • Participation: who do we NEED - a mix of skill sets, professional attitudes, process knowledge • Place (admin), patient (how do we notify), access (admin), registration, (chart/OSSIS), pt. ed materials (handouts), nurse/pharmacist (injector) • Placement: where will we be PHYSICALLY • Process: How will this work • Timeliness for pts., parking, registration, documentation, availability, standing orders, patient education • Plan: define goals, deadlines, outcomes • What do we want, 900 immunized; what can we really expect, 120/day how can we contact the target patients – mail, telephone, “shout-out” • We expect to give at least 200 inj., of a controversial vaccination, over holiday weekend, with limited staff, no prior planning, we have no in house admin. , no approved OT, it is Thurs. afternoon, etc. Let’s look at our 5 P’s again:

  9. 5 P’s of Team DesignbyShirley Fine Lee • Purpose: what is our mission • this case, get H1N1 to the high risk group/fast –school age for OK • So we can get more as it is available… show success in distribution • Participation: who do we NEED - a mix of skill sets, professional attitudes, process knowledge • Place (admin), patient (how do we notify), access (admin), registration, (chart/OSSIS), pt. ed materials (handouts), nurse/pharmacist (injector) • Placement: where will we be PHYSICALLY • Process: How will this work • Timeliness for pts., parking, registration, documentation, availability • Plan: define goals, deadlines, outcomes • What do we want, what can we really expect, how can we improve our outcomes • We expect to give at least 200 inj., of a controversial vaccination, over holiday weekend, with limited staff, no prior planning, we have no in house admin. , no approved OT, it is Thurs. afternoon, etc.

  10. Plan: define goals, deadlines, outcomes. What do we want, what can we really expect, how can we improve our outcomes • We expect to give at least 200 inj., of a controversial vaccination, over holiday weekend, with limited staff, no prior planning, we have no in house admin. , no approved OT, it is Thurs. afternoon, etc. • What is the most urgent step after you develop a process for this is going to happen? • What will impeded this process? • and accelerate it? • What different needs to happen? • How more can we do? • Potential road blocks? Contact the population Skepticism, no contact, hrs., Time, place

  11. Planned flu sot clinics • Sept 14-19 Drive through, seasonal • Oct 5 – 10 Drive through, seasonal • Nov 9-14 seasonal , H1N1 • Dec 14-19 seasonal, H1N1

  12. Inventory Time line - nasal • 10/14 Wed. received 90; 110 inj. • Thurs. had given 4 pedi. Challenged to give rest by Monday. • 10/22 received 460 doses • 10/26 received 120 doses • 11/3 received 90 doses • 11/7 received 80 doses • 11/13 received 120 doses • 11/24 received 40 doses • 12/1 received 210 doses 1320 doses

  13. Inventory time line-prefilled • 10/22 received 160 • 10/26 received 40 • 11/03 received 180 • 11/13 received 160 Total=1030 • 11/17 received 180 • 11/24 received 110 • 12/01 received 80 • 12/11 received 120

  14. Inventory time-line vials • 10/14 received 110 • 10/22 received 800 • 10/26 received 100 • 11/03 received 380 • 11/13 received 380 Total=3330 • 11/17 received 160 • 11/24 received 380 • 12/01 received 600 • 12/11 received 420

  15. Time line -Immunizations given • 10/4 – 10 14 • 10/11-17 142 • 10/18-24 177 • 10/25-31 524 • 11/1-7 690 • 11-8-14 768 • 11/15-21 423

  16. What does Sue think it takes to build a great interdisciplinary team? • #5 Common goal • #4 Eager/respectful participation • #3 Trust • #2 Desire to go beyond the norm #1 Sense of Humor

  17. Sue.Arnold@ihs.gov Thank you. ?

More Related