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Collaborative Care Councils<br />

Get Results<br />

By Kathleen Waton<br />

<strong>The</strong>odore J. (“T.J.”)<br />

Vlavianos, LMHC, <strong>and</strong> his<br />

fellow collaborative care council<br />

members streamlined the<br />

admissions process last year at<br />

<strong>The</strong> Zucker Hillside Hospital,<br />

improving orienting patients<br />

to the 33-bed adult acute care<br />

psychiatric unit, introducing<br />

treatment team members <strong>and</strong><br />

discharging patients. <strong>The</strong>y<br />

introduced addressing patient<br />

concerns twice a day. <strong>The</strong>ir<br />

success was reflected in higher<br />

continued on page 75<br />

Zucker Hillside Enhances Calming Environment<br />

By Kathleen Waton<br />

GLEN OAKS — A comprehensive<br />

program to reduce impulsive behavior<br />

in patients at <strong>The</strong> Zucker Hillside<br />

Hospital is moving the hospital closer<br />

to becoming restraint-free.<br />

<strong>The</strong> workhorse <strong>of</strong> the program<br />

is DASA (Dynamic Appraisal<br />

<strong>of</strong> Situational Aggression), a<br />

computerized assessment tool that<br />

predicts patients who are most likely<br />

to exhibit seven high-risk symptoms:<br />

negative attitudes, impulsivity,<br />

irritability, verbal threats, sensitivity<br />

to perceived provocation, being<br />

easily angered when requests are<br />

made <strong>and</strong> unwillingness to follow<br />

directions.<br />

Nurses <strong>and</strong> other clinicians<br />

score each patient on the criteria<br />

over a 24-hour period. “Anyone on<br />

the multidisciplinary team can check<br />

<strong>of</strong>f the seven points,” said Marybeth<br />

McManus, RN, associate executive<br />

director <strong>of</strong> patient care services.<br />

<strong>The</strong> night nurse enters the<br />

scores into the electronic health<br />

record. Each patient scoring three<br />

or more on the DASA is listed on a<br />

computerized report automatically<br />

sent each morning to nursing<br />

leaders <strong>and</strong> others who use it to<br />

guide staffing, admissions, care<br />

plans <strong>and</strong> other decisions.<br />

To ward <strong>of</strong>f high-risk episodes<br />

be<strong>for</strong>e they occur, patient engagement<br />

specialists (PES) — team members<br />

specially trained in deescalation<br />

<strong>and</strong> communication skills — are<br />

dispatched to the appropriate units.<br />

<strong>The</strong> PES team is the latest addition to<br />

the initiative. Under RN supervision,<br />

they engage patients in diversionary<br />

activities, such as talking <strong>and</strong><br />

walking with them, playing chess or<br />

listening to music to calm patients<br />

<strong>and</strong> redirect behavior.<br />

<strong>The</strong> user-friendly DASA has<br />

been in use approximately a year.<br />

It was piloted on a 20-bed adult<br />

inpatient unit <strong>for</strong> two months in<br />

the autumn <strong>of</strong> 2010, <strong>and</strong> then<br />

implemented on five other adult units<br />

<strong>and</strong> the hospital’s adolescent pavilion.<br />

<strong>The</strong> program has been very<br />

successful in keeping patients <strong>and</strong><br />

staff safe <strong>and</strong> creating a calmer<br />

atmosphere at Zucker Hillside. In<br />

2011, the hospital “decreased the use<br />

<strong>of</strong> restraints by almost 90 percent<br />

without increasing our seclusion<br />

rate,” Ms. McManus said. “That<br />

puts us well on our way to meeting<br />

our overarching goal <strong>of</strong> providing a<br />

therapeutic healing environment that<br />

is serene <strong>and</strong> calming.”<br />

Making a Vision<br />

Reality<br />

A decade ago, Maureen<br />

White, RN, senior vice president<br />

<strong>and</strong> chief nurse executive,<br />

pondered how to involve frontline<br />

staff more in decisionmaking,<br />

to meet patient needs<br />

<strong>and</strong> to help make the North<br />

Shore-LIJ Health System more<br />

agile in responding to change. “An<br />

empowering environment” was<br />

essential, Ms. White said, “one<br />

in which people feel com<strong>for</strong>table<br />

saying, ‘This doesn’t work,’ <strong>and</strong><br />

proposing solutions.”<br />

To support Ms. White’s<br />

vision, in 2007, Plainview<br />

Hospital piloted collaborative<br />

care councils, the same<br />

year Lily Thomas, PhD, RN,<br />

vice president, system<br />

nursing research, introduced<br />

TeamSTEPPS, an evidence-based<br />

communication tool.<br />

Devised by the Agency<br />

<strong>for</strong> Healthcare Research <strong>and</strong><br />

Quality (AHRQ), the tool fosters<br />

teamwork, “because teamwork is<br />

correlated with patient safety,” Dr.<br />

Thomas said. “It allows everyone<br />

to speak up in a way that puts the<br />

patient first.”<br />

Today, more than 30,000<br />

staff members are trained in<br />

TeamSTEPPS, <strong>and</strong> more than 300<br />

councils are active throughout<br />

the health system. <strong>The</strong>y are<br />

“still in early development,”<br />

according to Ms. White. “People<br />

are still getting used to the<br />

power <strong>of</strong> the councils <strong>and</strong> the<br />

differences they can make. But I<br />

feel the networking has improved<br />

communication <strong>and</strong> is bringing<br />

us closer to a work<strong>for</strong>ce that can<br />

turn on a dime. Healthcare is not<br />

known <strong>for</strong> rapid cycle change<br />

[but] in our fifth year we’re<br />

seeing dramatic changes.”<br />

<strong>The</strong> New St<strong>and</strong>ard 29

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