7:46 + Expert Q&A A + A forced merger between two different organizations is not a typical predictor of major quality awards and top employer awards. Yet that is exactly the case for trillium health centre Trillium came about in 1998 as a result of the govt.of ON merging queensway general hospital snd missisauga hospital. One of the largest community hodpitals in canada trillium now serves over 1 million prople in the missisauga snd west toronto region and has achieved amazing successes. From 2001-2004 trillium ranked as one of canada 's top 100 emlployers In 2004, trillium was the first multi-site hospital in the world to receive ISO 14001 registration. . In 2009,trillium was inducted into the national quality institute's canadian hall of excellence. Trillium has earned awards in areas as diverse as innovations in pt.safety, environment leadership innovations in patient information technology What lies behind lies behind trillium's achievemeny as one of the most rapid and successful hospital mergers in ON?why didnot animosity and resentment create an obstacle ?Many credit CEO Ken White's vision of the power of distributed leadership.Our principles are based on the belief that ppl fon't just come for their jobs, they come with leaderdhip skills ftom other work they do outside the organization and a passion to make a difference.Knowing that hospitals are typicsily hierarchial structures with clear authority relationdhips, the success of white's 1001 leaders concept shows how much cultural change was part of the merger's success. Making distibuted leadership a reality Trillium supported leadership initiatives through a 7:46 + Expert Q&A + comprehensive planning process.Staff development was undertaken to develop leadership skills through courses and opportunities for learning on the job. Trillium identified organizational and patient centred projects, dedicated funds to the projects and offered formal secondmemts to front-line staff to put those projects into action.External experts mentored staff in inprovement methods, and project managenent consultants intriduced a systematic approach to planning, implementing and evaluating projects. The non nursing task force is an example.nurse karen kallie and porter lakis faragitakis co-led the project team focused on how to address nurse frusteations with task that took them away from bedside care. The most frequent complaint were around searching for missing meducations and equipments, searching for supplies,performing housekeeping activities and preparing patient for transport. The task force's aim was to design a service model that would enable nurses to work more effectively snd enlarge the support staffs contributions to patient care.Using the model aa a basis environmental scans and perfornance metrics were completed and improvement ideas collected Ideas that were achievable within the budget were fully impldmented only after pilot testing first.One of these was for voulnteer service teams to be assigned to dedicated units where they took on greeting and directing family members and distributed water to patients.another led to pharmacy service installing a uniform bin system on all in patient units to expedite medication drop off and pick up.work was redlistibuted amonn nursing and hosnital 7:46 + Expert Q&A + a uniform bin system on all in patient units to expedite medication drop off and pick up work was redistibuted among nursing and hospital associated. The schedule for hospitality associates was altered to match peak in pt admission times. The success of service model underlying these changes led to its spresd to other parts of the hospital and to further quality improvement initiatives. The project's success also led to changes for the co leaders.Kallie went om to coordinate a second care project and fragitakis moved into a formal management leadership role. The non nursing task force was one of mzny projects led by front line staff and undetaken to challenge traditional working practices and aim to achieve best pratices.Another example is fractured hip besst project.in a less than a tear project led to significant improvements in timeky access to surgery,in pain management and pt.satisfication. To achieve this changes were implemented not just within specific units but across the system requiring collaboration and trust. This was possible for a no of reasons. As with all other projects the changes were evidence based, informed by proces mapping,literature reviews benchmarking and consultation withe experts in the field. There was clear commitment from leadrship that included resource deducation and the dekegation of projet leadership to frontline inde Currently unable to send your message.nager .phy It will be sent when the service becomes est and othe available. mwmbers from info tech healthy records,finsnces. All relevant stake holders in thr project were informed of the project activities at regular interval, promoting engagement from the 7:46 + Expert Q&A A + frontline staff. The project was led by an inderdiscilinary team comprised of a manager physician nurses clinal educators pharmicst and other suppory mwmbers from info tech health records, finsnces. All relevant stake holders in thr project were informed of the project activities at regular interval, promoting engagement from the larger hospital community Trillium today Ken white legacy has been supported by subsequent ceo janet davidson and michele diemanule who continued to support trillium culture of continuous quality improvements and grassroots involvement for eg trillium is currently participating in canadian postive deviance project pilot involving 6 canadian hospitals Seeking to reduce the member of heakth care related infections, trillium has created a PD group to lead the project.It consis of 4 nurses an infection prevent and control employee and a rexmpresentative from the national support team. The team has held luncheon kick offs and unit based meetings about project and will began working with front line staff in various units of the hospital for ideas on infection prevention and control 1.discuss typical resons why employees resist change and how trillium dealth with these? 2. How has trillium 's approach set it up to become an organization that continue to learn ?In your answer define and describe a learning organization? 3.Explain how trillium's distributed leadership structure and projects could be seen as an employee involvement intiatives.Discuss the advantages and disadvantages of this approach. 0