Does anyone have any history with working with "Navigant Consulting" related to Vascular Access issues????
Navigant consultants came to our hospital three years ago and immediately recommended discontinuing the IV Team. My management decided to make it a "Hard to stick" team that would also be trained to place PICC lines. We piloted training 3 units to insert and manage all PIV's - well that worked for about 1 month: until we had decreased Press Ganey scores, RN DISsatisfaction (the RN's trained wanted more money for continually using their new skill - they went to the union for it) and Managers (hard to ensure that trained oersonnel was working each shift) and more occurence reporting. We presented all the data to the Board and the team was just reimstated as it was before Navigant. Took me to last month to get a whole team together, as some were leary to join the team - afraid ti would be downsized again!
Our hospital had basically the same experience. These "consultants" assume anyone can place a line. The irony is that for the amount the hospital spend on consulting fees they could just fund the IV/PICC teams.
Thanks for your info.....
My presentation at AVA- Disappearing IV Teams: Justified or Not - was about the activities of these very companies. After interviewing many nurses who had gone through experiences with these companies, the overwhelming fact that stood out was this - nurse managers who could meet these companies from the very beginning with strong outcome data were able to save there teams. This is not data on the number of procedures performed but must include the outcomes produced by those procedures. This data then must be converted to dollars and cents to appropriate communicate with the business people. We must think of our services from the business perspective. Allowing any team to be created or remain in place based on the fact that "it is the right thing to do for our patients" is just not going to work. Whether we like it or not, this is a business and we must think like the business people so we can adequately communicate with them about the good things we provide. Lynn
Lynn Hadaway, M.Ed., RN, BC, CRNI
Lynn Hadaway Associates, Inc.
126 Main Street, PO Box 10
Milner, GA 30257
Office Phone 770-358-7861
Yes, they advised that the IV team be disbanded. Management "saved" us for a year, but since IR started doing the picc lines we became "an expensive luxury." The entire team was let go in one day. Unfortunately, the assumption that management is ammenable to facts and figures is not always a valid assumption! "Instant savings" in the budget is a nice feather in the cap of a manager under the gun to keep his/her job. It's the current business model in place not only in healthcare, but in other businesses as well.
What facts and figures were presented to the decision makers? It can not be the number of procedures performed. You must have outcome data, the data on what patients are experiencing from you services. The number of insertions, or tasks is not sufficient, but I have spoken with many team leaders who have saved their teams because of having outcome data. Lynn
What would the outcome data look like?
Do you have any data collection tools for this?
Lynn, I agree. Properly presented, I think our chances could have been better. A strong team leader could have helped as well.
The reality was in our case that management felt the same goals could be accomplished without having to pay 4 FTE's at the top of the scale. An " IV algorythm" was developed and passed out to the floors. Other nurses from other units who were "good" at IV starts would "fill in." If unsuccessful, the lone surving "IV nurse" (who was hired on AFTER the IV team was disbanded at a lower pay rate) would then be called if she was available. The next step was that IR would place a picc or a midline. Or (depending on the situation) a central line would be placed by a physician. As far as infants/pediatrics was concerned, there were a few individuals with strong "political" ties who felt that they could easily do what we do. CRINGE!!!
The attitude was that the same standard of care could be accomplished by other means and save $$ to boot!
I only bring this this up in the hope that other IV teams can be saved by avoiding the mistakes we made. I don't think (as Lynn intimated) that we properly addressed all the issues and concerns that management had. I think (in my opinion) that members of the team had an attitude of being "irreplaceable" and "they won't get rid of us." I dont think we proved to management's satisfaction that patient satisfaction is related to revenue. I don't think we addressed the issue of why having an IV team is a better solution than the solution management came up with. I think the political dynamics of our situation was not accounted for nor addressed in a positive manner. I feel our attitude should have been not "You should save our jobs because..." but rather "here's how WE can help YOU and here's the why and how of it."
Hope that helps!