Supply Room Transformation

2. Patient Complaints: In collaboration with Robert Boothby, executive director of support services, plans began on how to address complaints regarding food, the sharing of call lights, and the sharing of televisions in patient’s rooms.

3. Initial unit specific response, Soubirous and Shedd collaborated with the nurse manager of the fourth floors, Sharon Rees, BSN, RN, OCN, CMSRN, to create a checklist to communicate the completion of rounding on the units. There is much work still needed, but with the support of nursing administration, the Murrieta campus is looking forward to seeing an improvement in its patient satisfaction figures.

Taskforce members

Soubirous, Linda, MSN, RN, MPA, NEA-BC, Chief Nursing Officer

Shedd, Joanna, PhD, RN, CNS, PHN, Executive Director, In-patient Services

Rees, Sharon, BSN, RN, OCN, CMSRN, Fourth Floor Manager

Schwarzenbach, Stephanie, BSN, RN, ICU, Second Floor Manager

Gasper, Janine, MSN, RN, Third Floor Manager

Olivares, Raquel “Rocky”, BSN, RN, Fifth Floor Manager

During the Campus Transformation Project (CTP), it was a time of great apprehension as we looked at the changes and new experiences in store for Acute Care Pediatrics. Walking into the new building and being the first nurses on the floor, bringing our patients to the new unit was an exciting experience. We were so surprised to see our patients and their families have private rooms. Upon our arrival, we quickly transitioned and took on our first major project – our supply rooms. We had a total of four supply rooms that needed to be tailored to our unit needs. This project was a very large task as we needed to modify a total of four rooms (two on seventh floor and two on eighth floor).

We started on the seventh floor in the west wing and designated this room the master layout. I worked with our educator Marissa Lintini, MSN, RN, CPN, and two of our floor nurses, Shalynn Boyer-Ray, BSN, RN, CPN, and Yesenia Sanchez, BSN, RN, CPN, as well as our patient care assistant (PCA), Nancy Sitorus. We worked closely with central supply (CS) and that collaboration gave us all a perspective of multiple processes we needed to make changes to. We began to familiarize ourselves with different terminology, such as PAR (number in each container) and reference number (numerical identification for CS). We worked with the unit Professional Governance and the unit nursing management who authorized the team time to come in and develop the plan for these rooms.

We organized our supply room systematically to help with our workflow and classified sections such as intravenous supplies, respiratory and sterile dressing changes. As we continued to organize, we had to keep in mind that we needed to first identify every item currently in the stockroom and see if the item worked with our workflow. If an item did not work, it would go on a list to be moved out of our supply room and this allowed us to bring in other needed items from the core room, or request that an item be stocked by CS. In addition, if we needed to move anything from a shelving unit into the drawers, this was also another request we needed to collaborate and prioritize with CS. This project will continue to go through many changes as we identify what will benefit our nurses’ workflow and what will hinder our work process. As we continue to refine our processes, we are making progress on the next phase of incorporating items from our core supply room (located between each wing) to our main supply room on the unit. To all the nurses working in the new hospital, thank you for your patience. We have appreciated and will continue to appreciate the feedback to facilitate better workflows. Your opinions and input matter.