Rapid Fire PP Final

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(No Transcript)
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Who We Are
Name of Organization Salvation Army Grace
Manor, together with Alberta Health Services,
Supportive Living Location of Facility
Edmonton, AB
Number of Clients at Grace Manor site 80 DAL and
EDAL spaces
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AIM
To engage fall prevention/injury reduction
improvement team members in the National FFLS to
learn strategies and plan for sustained
improvement in reducing falls and injury from
falls
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Team Members
Executive Sponsor Anita Murphy, Director of
Supportive Living, AHS Team Members Giselle
Tupper OT, Manager Multidisciplinary Clinical
Services Jody Kellington, Director of Care, Grace
Manor Diane Hartman, Resident Care Manager, Grace
Manor Vanessa Luc Chow, OT Supportive Living,
AHS Rachel Monai, Rehabilitation Assistant,
Supportive Living, AHS Amanda Hansen, LPN,
Supportive Living
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Falls Change Ideas tested to date First Test of
Change was an analysis of falls risk management
activities currently in place, this was used to
help direct our Teams focus on priority areas of
improvement.

Changes Implemented within Organization Working/Not Working Facilitators/Barriers identified
Education Delivery of multi-tiered education to all site staff that included creating front line falls risk management champions W -Resource materials and train the trainer sessions provided to the Operator site for internal sustainability F Site leadership motivated to maintain F Plan to include in site orientation
W - Alternate deliveries of the same core information provided to staff, appropriate to their different levels of training. B Cost to train staff B Needs to be ongoing/refreshed to remain consistent

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Falls Change Ideas tested to date


Changes Implemented within Organization Working/Not Working Facilitators/Barriers identified
Falls Reporting - Development and trial of a new Falls Report form and database for capturing and tracking trends W Falls report form well received when presented to front line staff F Operator seeking front line staff involvement in development and trial, encourages buy in
W Database cells modeled on falls report sections to simplify transfer of captured information B Operator technical support staff unable to create database in house
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Falls Change Ideas initiated to date


Changes Implemented within Organization Working/Not Working Facilitators/Barriers identified
Falls Communication Bridging the gap between Operator and AHS SL staff since transition from one chart system to electronic documentation within Supportive Living W roles and responsibilities identified for all stakeholders regarding timely falls communication NW unexpected AHS SL organizational requirements forced postponement of key stakeholder meetings B- 2 Chart system, not integrated B site staff unable to access client information specific to their needs F Clearly defined roles around what to communicate and when B scheduling challenges
W Key Stakeholders input from both organizations has been/will be considered and incorporated into communication guidelines development F All stakeholders motivated to work towards a solution B ongoing development of internal processes within SL electronic documentation system.
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Measures


Feedback from staff and stakeholders were used to
measure response to both Education delivery and
the Falls Report. Subjective evaluation forms
tailored specifically for each project were used
to gather and analyze responses. Comments from
staff at all training sessions were positive.
Attendees actively participated in discussion
during and after each in-service. Front line
staff responded well to short interactive
training sessions, as is evidenced by their
comments on the evaluation forms. Responses on
the evaluation forms reflected that staff
identified most helpful portions from the
presentations that were most relevant to their
area of focus. E.g. Recreation focused on
walking groups and outings in relation to falls
risk factors.
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Measures


Responses captured on evaluations completed by
staff trialing the Report Form indicated that the
report form was easy to use and all respondents
would recommend continued use. Overall
satisfaction was rated at 9/10. Sample staff
feedback included reminded me to ask appropriate
questions and possible solutions to the issues
as well as for the most part less writing and
gets to the point and makes me think of all the
little things that could have been
factors Falls metrics were used to measure our
progress related to falls reduction/injury
reduction No data collection completed for
January/February at this time.
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Measures


Salvation Army Edmonton Grace Manor

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Measures


Salvation Army Edmonton Grace Manor

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Lessons Learned on Sustaining Falls Improvement
Work during Action Period

• Advice for other teams
• Engage all stakeholders including clinical and
  non-clinical staff
• Create front-line champions
• Keep an open mind
• Dont assume, investigate
• Key insights
• Communication is key
• Education must be ongoing, and requires staff
  dedicated for this purpose.

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Challenges to Sustaining Falls Improvement

• Barriers
• Need for ongoing education, no staff dedicated
  for this role
• Processes within the electronic charting system
  for SL are still in development
• Scheduling meetings around emerging and urgent
  operational requirements
• Facilitators
• Operator motivated, all stakeholders are engaged
  in the goal of improvement
• Falls risk management is a high profile issue
  within our organizations strategic plan,
  attention is focused on this area of improving
  best practice

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Next Steps Action Plan



Goal Description Action Person Responsible Timeframe Metrics
Improve Falls related communication Stage 1 Scheduling stakeholder meetings to introduce and hear input on drafted communication guidelines. Giselle to lead, Team to engage throughout process Within 1 month All stakeholder input heard and team ready for Stage 2.
Improve Falls related communication Stage 2 Trial of roles and responsibilities for falls related communication guidelines document Giselle to lead, all key stakeholders engaged Trial period to be determined based on outcome of stage 1 Stakeholder feedback gathered during and at the close of trial period
Spread FRM strategies and toolkit to other Operators Complete development of Toolkit Present Team progress to other SL Operators and offer similar support/resources based on site identified needs Giselle to lead and delegate. within AHS Falls Risk Management team 6 months to evaluate the initial reception/interest and ongoing per site requests Based on Operator interest, feedback and site falls metrics.
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Next Steps Action Plan



Goal Description Action Person Responsible Timeframe Metrics
Sustainable site based Functional Exercise Program for maintenance of client independence Implement Trainer workshop for site staff Provide resources to enable site to develop own program delivered directly to clients and supported by front line staff Amanda with key Operator staff at sites 6 months to implement, support and evaluate progress Staff and Client feedback as well as Operator site falls metrics
Ongoing, consistent Falls Risk Management education for site staff Delivery of multi-tiered falls risk management education with orientating of new staff Grace Manor senior staff - Jody and Diane Ongoing site ownership of internal educational requirements Ongoing evaluation of attendee responses to education and site falls metrics
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Contact Information

• Name Giselle Tupper
• Email giselle.tupper_at_albertahealthservices.ca
• Phone Number 780-735-3726