In 2018, Cleveland Clinic instituted tiered huddles to empower caregivers and improve quality system-wide. Tier 2 huddles allow managers and directors, often from multiple disciplines, to prepare for the day.
“It Takes a Village” to Provide Exceptional Patient Care
Miguel Regueiro, MD, the recently appointed chair of Cleveland Clinic’s Gastroenterology, Hepatology and Nutrition Department, shares some thoughts on patient care, leadership and the future of healthcare.
Improved Model for Moving from the ED to an Inpatient Unit
New unit designed to get patients admitted faster has enhanced patient care and made it easier for nurses.
Technology Is Improving Accessibility to Patient Vitals
Heart failure and stepdown units of the Sydell and Arnold Miller Family Heart & Vascular Institute have been testing electrocardiogram technology.
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Navigating Patients Through a Complex Care System
Cleveland Clinic’s Quality Alliance Network Navigation Team is helping connect patients with the services they need within the insurance network.
Delirium Prevalence Rounds Are Making a Positive Impact
Cleveland Clinic Hillcrest Hospital instituted delirium prevalence rounds last year. Since then, bCAM positive 30-day readmission rates have dropped significantly.
Recognizing the Signs and Symptoms of Delirium
Delirium is grossly under recognized in hospitals. Nurses on a neuromedicine unit at Cleveland Clinic created a multi-pronged approach to recognizing delirium and improving patient care and outcomes.
Care Coordinators Help High-Risk Patients
Cleveland Clinic has 50 care coordinators embedded in primary care practices who help patients manage chronic conditions, connect to resources, schedule health screenings and, ultimately, take control of their healthcare.
Units Find Ways to Speed Up Emergency Response
Nurses implement continuous improvement projects so they can be more prepared when medical emergency response teams are called on to save lives.
Finding the Way to Purposeful Hourly Rounding
A nurse-led CI project did a thorough audit of the barriers to purposeful hourly rounding, and led to real solutions to improve the process.