The Malinda Mitchell Award recognizes excellence in quality and
service. Malinda Mitchell is the former president and chief executive
officer of Stanford Hospital & Clinics. She believes her greatest
contribution was the development of a team-oriented approach to
Throughout the years, nursing has been well represented as a
recipient of the Malinda Mitchell Award. Individual nurses as well as
units have been recognized for achieving excellence in quality and service.
G1 neurosurgical/general care unit
In October of 2012, G1, the Neurosurgical/General Care Unit was
honored for their work "to increase efficiency by improving
ineffective processes". This award was accepted by members of the
staff and management at the Annual Service Awards Banquet.
The projects that cumulated in their receiving this prestigious
award started with a 5S of the unit. 5S comes from Lean Methodology,
which looks to improve process efficiency and continuous improvement.
5S is defined as: Sort the items in the area Straighten or
arrange the items Shine or clean the area Standardize the organization and cleanliness of the area, and
Staff first applied the 5S to their cluttered nursing station, where
time was wasted searching for things. Allowing the front line staff to
lead the process contributed to the success of this initiative as well
as its sustainability. G1 staff applied 5S throughout many areas of
their unit with great success. The true "test of time" has
been that these areas are still maintained a year after the processes started.
The staff also took on multi-department and interdisciplinary
projects. They collaborated with Materials Management on supply cart
organization with color-coding and arranging supplies. Joy Ryan, a G1
Assistant Patient Care Manager, felt that these projects have
"enhanced workflow and patient care delivery and added a
sense of calm."
The next project was working with the Pharmacy on missing
medications. Not only did they reduce missing medications by half, but
they reduced the turnaround time it took to receive medications from
Teresa Hibbard, RN G1 had this to say: "Decreasing the
number of missing medications has been a huge success, allowing us
more time to spend with our patients."
Women's cancer center
In October of 2012, The Women's Cancer Center at Stanford received
the Malinda Mitchell Award in honor of improving process in their
Clinics, which greatly increased patient satisfaction.
Process improvement initiatives undertaken include:
Adding a nurse coordinator to support new patient
coordinators, which enabled new patients' information to be
processed much more quickly, reducing initial patient wait time to
be seen at the Center.
Pre-Clinic planning: nurse
coordinators strategically organize patient care in various Clinics
to minimize patient travel time.
Each patient is assigned a
nurse coordinator. This greatly improved patient satisfaction as it
provided them with a "go-to" person familiar with their
care plan. Nurse coordinators cover for one another so that patients
always receive a call back, regardless of whether their nurse
coordinator is on duty.
Nurses developed and maintain the
templates used by physicians to plan patient care.
are in management positions in every Clinic. This model empowers
nurses to coordinate patient care in a streamlined manner, and
enables physicians to maximize the amount of time spent on patient
The Women's Cancer Center's achievements are an excellent example of
quality improvement at Stanford Health Care.
In 2010, Nursing Administration received the Malinda Mitchell Award
in honor of their Safe Patient Handling initiative, Handle All
Transfers Safely (HATS).
Safe Patient Handling leadership researched best practices and
evidence surrounding the prevention of career-ending and life-changing
injuries that nurses and other direct providers are at risk of
developing in the process of lifting and moving patients. They found
that a growing body of evidence indicated that commonly used patient
transfer strategies such as lift teams, back belts and body mechanics
classes are ineffective in reducing back injuries.
With this knowledge, SHC mandated that institution-wide
"no-lift" policies be implemented. The HATS program
introduced mechanical lifting equipment to support employees and
patients. The HATS program trained 100% of the staff and deployed
equipment to more than 20 inpatient units, operating rooms, and
procedural areas by the end of 2009.
The Stanford Health Care (SHC) Safe Patient Handling (SPH) program,
Handle All Transfers Safely (HATS) began in 2009 as part of the
organization's continuous efforts to provide a safe and healthy work
environment for all staff.