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Describe the setting where the change will take place.

Describe the setting where the change will take place.

Describe the setting where the change will take place.
Assignment: Professional Nursing Perspectives

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NSG/451: Professional Nursing Leadership Perspectives

Assignment: Professional Nursing Leadership Perspectives Assignment Content

#1.

Leaders seek out change opportunities regularly. Innovation, critical thinking, and decision making are key to making an impact on an organization. This assignment is designed to help you look at aspects of your own clinical practice and become a change agent in your organization. Use your current or past experience to identify a change project to implement.

Step 1: Select a topic for a change project.

-Review the following resources for potential change topic or process ideas:

-Institute for Healthcare Improvement: Transforming Care at the Bedside

-Institute for Healthcare Improvement: Hospital Inpatient Waste Identification Tool

-For process change resources: TeamSTEPPS® Pocket Guide

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Step 2: Identify the context for your change.

-Describe the setting where the change will take place. For example, clinical, insurance, home health, or public and community.

-Explain who is affected: patients, nurses, leadership, and other stakeholders in the organization.

Step 3: Review the literature to find possible solutions and evidence to address your topic.

-Research sources that guide evidence-based practice to improve outcomes related to your selected topic.

-Find a minimum of three peer-reviewed articles directly related to addressing your change topic.

Step 4: Create a draft implementation plan.

-Summarize each article to explain how the evidence you gathered will help address your change topic.

-Explain how you could use the information in the research to carry out the change in your identified setting.

Format your assignment as a 700- to 1,050-word paper or 10- to 15-slide presentation (use a background for the power points, use citations on power point, Use graphics and bold points for the main concepts on the slides. Finish with detailed speakers notes in the speakers notes area and cite those speakers notes. End with the reference slides, which are in the presentation.). Assignment: Professional Nursing Leadership Perspectives

Include an APA-formatted reference page.

Submit your topic, review, and executive summary.

Resources

–Center for Writing Excellence

–Reference and Citation Generator

–Grammar and Writing Guides

–Learning Team Toolkit

#2.

On a separate paper:

Respond to the following in a minimum of 175 words:

Change in health care is often related to quality. This discussion introduces you to the three major driving forces of the current emphasis on quality.

Explore the Health and Medicine Division*, the Agency for Healthcare Research and Quality, and the National Quality Forum and explain each organization’s key focus and its mission, vision, and values. What impact will these organizations have on your daily work?

******(please cite and reference in APA format)*********

Assignment: Professional Nursing Leadership Perspectives
Innovation Series 2011 Hospital Inpatient Waste Identification Tool The Institute for Healthcare Improvement thanks the Health Foundation (Registered Charity Number: 286967) for its support in the development of this tool. 24 The Institute for Healthcare Improvement (IHI) is an independent not-for-profit organization that works with health care providers and leaders throughout the world to achieve safe and effective health care. IHI focuses on motivating and building the will for change, identifying and testing new models of care in partnership with both patients and health care professionals, and ensuring the broadest possible adoption of best practices and effective innovations. Based in Cambridge, Massachusetts, IHI mobilizes teams, organizations, and increasingly nations, through its staff of more than 100 people and partnerships with hundreds of faculty around the world. We have developed IHI’s Innovation Series white papers as one means for advancing our mission. The ideas and findings in these white papers represent innovative work by IHI and organizations with whom we collaborate. Our white papers are designed to share the problems IHI is working to address, the ideas we are developing and testing to help organizations make breakthrough improvements, and early results where they exist. Copyright © 2011 Institute for Healthcare Improvement All rights reserved. Individuals may photocopy these materials for educational, not-for-profit uses, provided that the contents are not altered in any way and that proper attribution is given to IHI as the source of the content. These materials may not be reproduced for commercial, for-profit use in any form or by any means, or republished under any circumstances, without the written permission of the Institute for Healthcare Improvement. How to cite this paper: Resar RK, Griffin FA, Kabcenell A, Bones C. Hospital Inpatient Waste Identification Tool. IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2011. (Available on www.IHI.org) Acknowledgements: IHI would like to thank the following individuals for their contribution to this work: Marian Bihrle Johnson, Research Associate, IHI; Elizabeth Bradbury, RN, Health Foundation/IHI Fellow, 2009-2010; and Gareth Parry, PhD, Research Scientist, IHI. The authors thank Don Goldmann, Jane Roessner, and Val Weber of IHI for their critical review of and editorial assistance with this paper. IHI is also thankful to the following hospitals that contributed to testing the Hospital Inpatient Waste Identification Tool: Great Ormond Street Hospital for Children, NHS Trust; Musgrove Park Hospital, Taunton and Somerset NHS Foundation Trust; Ninewells Hospital, NHS Tayside Board; Royal Bolton Hospital, NHS Foundation Trust; Royal Free Hospital, Hampstead NHS Trust; Salford Royal Hospital, NHS Foundation Trust; Blessing Hospital; and Memorial Hermann—Texas Medical Center. In particular, we thank Blessing Hospital, Memorial Hermann—Texas Medical Center, LifeBridge Health, and St. Anthony’s Home Care for contributing their stories and examples for this white paper. We would also like to acknowledge the following individuals who consulted with IHI in this work: Khalid Almoosa, MD, Medical Director, Transplant/Surgical ICU, University of Texas Health Science Center, Memorial Hermann—Texas Medical Center; Evan Benjamin, MD, Vice President, Healthcare Quality, Baystate Medical Center; Eric Dickson, MD, Senior Medical Director, University of Massachusetts Memorial Medical Group; Katharine Luther, RN, MPM, Director, Healthcare Improvement, Memorial Hermann—Texas Medical Center; Robert Merrick, MD, Medical Director of Quality Management, Blessing Hospital; Bela Patel, MD, Chief, Critical Care Medicine, University of Texas Health Science Center, Memorial Hermann—Texas Medical Center; Anna Roth, Chief Executive Officer, Contra Costa Regional Medical Center; and Sean Townsend, MD, Vice President of Quality and Safety, California Pacific Medical Center. Institute for Healthcare Improvement, 20 University Road, 7th Floor, Cambridge, MA 02138 Telephone (617) 301-4800, or visit our website at www.IHI.org. Innovation Series 2011 Hospital Inpatient Waste Identification Tool Authors: Senior Fellow, IHI Frances A. Griffin, RRT, MPA: Director, IHI Andrea Kabcenell, RN, MPH: Vice President, IHI Catherine Bones, MSW: Project Director, IHI Roger K. Resar, MD: 1 Innovation Series: Hospital Inpatient Waste Identification Tool Executive Summary Within the US and around the world, hospital executives are facing increasing pressure to reduce operating costs and improve quality of care. Hospitals that fare best will be those that become efficient operators and reduce waste in their clinical care. Efforts are underway in many places to reduce waste, improve efficiency, and maintain quality. In December 2009, the Health Foundation in the United Kingdom commissioned the Institute for Healthcare Improvement (IHI) to design and test a tool for identifying clinical waste within the hospital inpatient setting. Through review of existing literature, conversations with experts, and direct input from hospitals engaged in testing, IHI developed the Hospital Inpatient Waste Identification Tool. The Waste Identification Tool was designed to identify clinical and operational waste from the perspective of frontline clinical staff, with the aim of informing strategic decision making for the hospital. The Hospital Inpatient Waste Identification Tool was developed through two cycles of research and development at IHI. In the first cycle, eight hospitals (six from the UK and two from the US) conducted rapid-cycle testing of the Waste Identification Tool and engaged in one-on-one conference calls with IHI faculty to debrief those tests. The Waste Identification Tool consists of five modules — Ward Module, Patient Care Module, Diagnosis Module, Treatment Module, and Patient Module — that qualitatively identify opportunities for waste reduction. The tool is designed to provide a snapshot of potential areas of waste within a hospital, as identified by frontline clinical staff. Once this snapshot is obtained, representatives of the hospital’s frontline clinical staff, finance department, and leadership engage in a process of enriched review and analysis of Waste Identification Tool findings to prioritize waste reduction initiatives that will result in cost savings for the organization. This white paper describes the Hospital Inpatient Waste Identification Tool, instructs users in how to make best use of it, and offers methods for using Waste Identification Tool findings to inform strategic decisions that will remove waste. Background Impetus for This Work Accelerating health care costs and poor quality have generated headlines in many Western countries in the past few years. Health care expenditures in the United States have tripled, from $714 billion in 1990 to over $2.3 trillion in 2008.1 In the United Kingdom, health care expenditures have risen from 6.6 percent of the gross domestic product (GDP) in 1997 to 8.4 percent of GDP in 2007, reaching upwards of £118 billion, including public and private spending.2 At the same time, the health care quality improvement movement has reached a critical point in terms of reach, public consciousness, provider conscientiousness, and impact on patient care. There have never been so many convergent pressures to improve access and quality with fewer resources. © 2011 Institute for Healthcare Improvement Innovation Series: Hospital Inpatient Waste Identification Tool Yet until very recently, the rationale for health care providers to undertake quality improvement (QI) initiatives rested largely on “doing the right thing,” and any financial benefit resulting from QI efforts was regarded as an attractive side effect. However, impending health care cutbacks and mounting evidence that better care at lower costs can be achieved provide additional motivation for organizations to identify and reduce waste in clinical care processes. In the United Kingdom, the Health Foundation has expressed specific concern about waste that occurs through patient care — for example, waste associated with patient flow (the patient being in the wrong place at the wrong time) and inappropriate care (the patient receiving the wrong treatment). At the request of the Health Foundation and as a natural progression in the Institute for Healthcare Improvement’s (IHI’s) own work on reducing costs and increasing value in health care,3 IHI conducted a research and development initiative aimed at developing and testing a Hospital Inpatient Waste Identification Tool (referred to in this document as the Waste Identification Tool) that frontline staff can use to identify waste within hospitals. This white paper describes how to use the Waste Identification Tool and its findings in a structured and systematic process of identification, prioritization, and reduction of waste in the inpatient hospital setting. Definition of Waste In a broad sense, waste can be considered as any activity or resource in an organization that does not add value to an external customer.

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