Organizational Values Presentation

Organizational Values Presentation

Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.

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Describe how alignment between the values of an organization and the values of the nurse impact nurse engagement and patient outcomes.
Discuss how an individual can use effective communication techniques to overcome workplace challenges, encourage collaboration across groups, and promote effective problem solving. Incorporate how system needs and the culture of health may influence the outcomes. How does this relate to health promotion and disease prevention in the larger picture?
Identify a specific instance from your own professional experience in which the values of the organization and the values of the individual nurses did or did not align. Describe the impact this had on nurse engagement and patient outcomes.
While APA style format is not required for the body of this assignment, solid academic writing is expected and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

 

american nurses association

american nurses association

e: Journal entries for this course should be submitted on a one (1) page word document through the links in your

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Blackboard course shell. Please keep a copy of each journal entry you create so that you can upload applicable journal entries to your Optimal Resume e-Portfolio at the end of the course.

Determine if you think the American Nurses Association Documentation Standardization Effort for healthcare records and nursing practice can improve healthcare. Provide examples and rationale for your determination.
Grading will be based on the quality, logic, organization and language/writing skills of the information contained in your journal entry.

NO APA REQUIRED. NO PAGE NUMBER REQUIRED. a few paragraphs will be fine as long as it is answered!

medical questions

medical questions

questions about diseases and medications are uploaded in a document word, look at it

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Pre Sim –Doris Bowman

1.Opioids are a common medication used in PACU to control the patient’s pain. What side effect of these drugs should the nurse be alert to in the immediate postoperative period?

2.What drug classification is Narcan and when is it indicated?

3. A patient has had a bowel resection with an ileostomy created on the left lower abdomen. What information will the nurse gather during a focused stoma assessment?

4. List three complications of general anesthesia.

5. A patient has had a bowel resection with an abdominal incision covered with 4 x 4 gauze. She also had a Jackson Pratt drainage appliance to the right of the incision. What information will the nurse gather during a focused wound assessment?

6. A patient has had an abdominal hysterectomy. What information concerning the surgical procedure will the primary care physician need to know in terms of follow-up hormonal replacement therapy?

Pre-Sim: Jennifer Hoffman

1. A patient has a stat ABG drawn. The respiratory therapist asks you to “take care of the site” while she runs the sample to the lab. How will the nurse reduce the risk of injury to this patient?

2. Jennifer has a bronchodilator ordered as well as a corticosteroid. How should you teach her to administer these medications?

3. A patient is having an acute asthma attack and appears frightened by the increased, audible wheezing. What should the nurse do next?

a. Listen to the patient’s lungs

b. Leave the room to call the PCP

c. Prepare for intubation

d. Administer oxygen while calling for help

Pre Sim- Kenneth Bronson

1.What is the classification of epinephrine? What are some indications for its use?

2.List the steps used, in the correct order, to administer a Z-track injection into a patient’s gluteus maximus.

3.The nurse is to administer 0.5 g of Rocephin. The available dose of Rocephin is 1000 mg in 2cc of NSS. How many ccs will the nurse administer?

4.What are some of the causes of pneumonia? What are some signs and symptoms of pneumonia?

5.Which laboratory and diagnostic exams would confirm a diagnosis of pneumonia?

6.What are some common signs and symptoms of a mild allergic reaction?

Pre Sim- Marilyn Hughes

1. What types of fractures can occur in the body? Which fractures require surgical repair?

2. What complications can occur to someone after having surgery involving general anesthesia, spinal anesthesia?

3. Which diagnostic test are necessary to collect prior to a patient’s surgery? What abnormal values may preclude and individual from having surgery?

4. Discuss the pathology and pharmacological treatment of compartment syndrome.

5. Discuss the clinical manifestations and treatment of compartment syndrome.

Pre Sim – Lloyd Bennett

What different types of blood products may be ordered for a patient with a low hemoglobin and hematocrit?

2.A nurse must administer 70 mg of Lovenox. The dose on hand is 80 mg per ml. How many ml will the nurse administer to the patient?

3.A patient has blood infusing at 125 ml/hr. The patient’s temperature climbs to 100.7°F. What type of blood administration reaction is this person experiencing?

4.What causes an acute hemolytic reaction to blood or blood products?

5.What precautions does the nurse take when preparing to deliver blood to an individual with respect to preventing a hemolytic reaction?

6.A patient has had an acute hemolytic reaction to a unit of blood. The nurse has stopped the blood and notified the physician. What is the nurse’s next course of action with regard to the patient and the transfusion reaction?

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Make a PICOT QUESTION

Make a PICOT QUESTION

I have an essay on my picot statement ready.My topic is clinical provider shortages. All I need is to make a simple

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picot question from it.I have attached my document. Please follow the example below.. Like a quick picot lookup.

 

do not need an essay regarding the PICOT question (don’t write a paper of 750 words) instead, all I need you to do is to follow the example below:

Post a paper with the following.

P – problem and population

I – Intervention (what intervention you are going to do that is based off of evidence based research

C – comparisons. (what are you comparing your outcomes to)

O – outcomes. What measureable outcomes are you looking at. Remember the outcomes need to be measureable. For example CAUTI/1000 patient days.

T – Time frame. What time frame are you looking at for the project. Remember, you need three data points in the outcomes to note a change in practice.

Then write the PICOT question.

Here is an example:

Population: ICU Patients who are intubated. The problem is ventillated associated pneumonia

Intervention: Oral care every 6 hours

Comparison: The rate of VAPS before and after the initiation of oral care.

Outome: Ventilated Associated Outcomes per 1000 patient days.

Time: over 6 months.

So I would write a PICOT question like this:

Does the implementation of agressvie oral care every six hours in ventilated patients decrease the incidence of VAPs/1000 patient days over 6 months?

 

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Quality Improvement Proposal Assessment 2

Quality Improvement Proposal Assessment 2

Write a quality improvement proposal, 5–7 pages in length, that provides your

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recommendations for expanding a hospital’s HIT to include quality metrics that will help the organization qualify as an Accountable Care Organization (ACO).

Understanding health information technology (HIT) is essential to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:This assessment provides an opportunity for you to make recommendations for expanding a hospital’s HIT in ways that will help the hospital qualify as an Accountable Care Organization (ACO).

Competency 2: Analyze the role of informatics in nursing care coordination.
Recommend ways to expand an organization’s HIT to include quality metrics.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Describe three ways in which data reporting specific to client behaviors can shape care coordination, care management, and clinical efficiency.
Competency 3: Analyze ways in which information is collected from client records and is used to influence health outcomes.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible scholarly or professional evidence, correctly formatting citations and references using APA style.
Assessment Instructions
PREPARATION
In this assessment, you will again assume the role of case manager at Sacred Heart Hospital. This time, you are asked to develop a strategy for tracking quality metrics to help facilitate the hospital’s qualification for ACO status.Before drafting your proposal, complete the Vila Health: Quality Metrics Tracking simulation exercise linked in the Required Resources.Note: Remember that you can submit all, or a portion of, your draft proposal to Smarthinking for feedback, before you submit the final version for this assessment. However, be mindful of the turnaround time of 24–48 hours for receiving feedback, if you plan on using this free service.
REQUIREMENTS
Develop a proposal to expand Sacred Heart Hospital’s HIT to better include quality metrics—with the ultimate goal of qualifying for ACO status.
Proposal Format and Length
Format your proposal using APA style.
Use the APA Style Paper Template, linked in the Required Resources. An APA Style Paper Tutorial is also provided (linked in the Suggested Resources) to help you in writing and formatting your proposal. Be sure to include:
A title page and a references page. An abstract is not required.
A running head on all pages.
Appropriate section headings.
Apply APA formatting to all in-text citations and references.
Your proposal should be 5–7 pages in length, not including the title page and references page.
Supporting Evidence
Cite at least 6 sources of credible scholarly or professional evidence to support your proposal.
Writing the Proposal
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. Be sure that your proposal addresses each point, at a minimum. You may also want to read the Quality Improvement Proposal Scoring Guide to better understand how each criterion will be assessed.
Recommend ways to expand the hospital’s HIT to include quality metrics.
How will you collect information and solve the problem of coordinating care for patients who are not getting diagnostic tests, such as mammograms or colonoscopies?
What can you do to track health information from the community or the population to make necessary improvements?
How can you show the role of informatics in nursing care coordination?
What evidence supports your recommendations?
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Provide examples.
Identify potential problems that can arise with data gathering systems and output.
What suggestions can you make for avoiding those problems?
Write clearly and concisely, using correct grammar and mechanics.
Express your main points and conclusions coherently.
Proofread your writing to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your needs assessment.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Is your supporting evidence clear and explicit?
How or why does particular evidence support a claim?
Will your audience see the connection?
Additional Requirements
Be sure that you have used the APA Style Paper Template to format your proposal and that your document includes:
A title page and references page.
A running head on all pages.
Appropriate section headings.
In addition, be sure that:
Your proposal is approximately 5–7 pages in length, not including the title page and references page.
You have cited at least 6 sources of relevant and credible scholarly or professional evidence to support your assessment.
Portfolio Prompt: You may choose to save your proposal to your ePortfolio.

Evidence for PICOT question

Evidence for PICOT question

This is the capstone project for MSN leadership & management (NUR 699) course. I have trouble finding strong evidences for my question. My PICOT question is PICOT Question In hospitalized older adult oncology patients (P), how does including daily physical therapy to universal fall reduction techniques (I) reduce the occurrence of falls and fall related injuries (O) compared to using only universal fall prevention methods (C) during their hospital stay (T)?
Purchase answer to see full attachment

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Nursing research

Nursing research

The topic is: Quality of life in African American Breast cancer survivors . 10 pages, APA format., 8 references not more than five years.

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Read the article and answer the question below.

Read the article and answer the question below.

JNSD Journal for Nurses in Staff Development & Volume 27, Number 5, 220Y226 & Copyright B 2011 Wolters Kluwer

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Health | Lippincott Williams & Wilkins Pilot Testing an Educational Intervention to Improve Communication With Patients With Dementia Tina Weitzel, MA, RN-BC ƒ Sherry Robinson, PhD, GCNS-BC ƒ Sandra Mercer, DipN, RN, CEN, TNS ƒ Tammy Berry, BS, RN ƒ Mary Barnes, MS, BSN, RN, CCRN ƒ Dee Plunkett, BS, RN ƒ Charlene Vollmer, BSN, RN-BC ƒ Teresa Foster, BS, RN ƒ Lisa Friedrich, RN-BC, MSN ƒ Laurie Allen, BS, RN ƒ Jennifer Holmes, BSN, RN-BC ƒ Geri Kirkbride, MSN, RN, CCRN Approximately one quarter of all hospitalized patients over age 75 years have a secondary diagnosis of dementia. A unique hospital-wide program to encourage appropriate communication techniques with patients who have dementia was provided to all departments of a hospital. Evaluation indicated improvement in some communication techniques. Additional education is needed to disperse the information to as many staff as possible and to sustain the change. Tina Weitzel, MA, RN-BC, is Nursing Practice Development Facilitator and Coordinator of the NICHE Committee, Memorial Medical Center, Springfield, Illinois. Sherry Robinson, PhD, GCNS-BC, is Assistant Professor, School of Medicine, Southern Illinois University, Springfield. Sandra Mercer, DipN, RN, CEN, TNS, is Clinical Nurse III, Memorial Medical Center, Springfield, Illinois. Tammy Berry, BS, RN, is Clinical Nurse III, Memorial Medical Center, Springfield, Illinois. Mary Barnes, MS, BSN, RN, CCRN, is Nursing Faculty, St. John’s College of Nursing, Springfield, Illinois. Dee Plunkett, BS, RN, is Clinical Nurse III, Memorial Medical Center, Springfield, Illinois. Charlene Vollmer, BSN, RN-BC, is Clinical Nurse III, Memorial Medical Center, Springfield, Illinois. Teresa Foster, BS, RN, is Clinical Nurse II, Memorial Medical Center, Springfield, Illinois. D ementia is a serious illness affecting 5.2 million persons in the United States. Of all hospitalized patients over age 75 years, approximately one quarter have a secondary diagnosis of dementia. By 2040, the number of people with dementia will double, further increasing the number of patients hospitalized with a secondary diagnosis of dementia (Alzheimer’s Association, 2008a). Patients with dementia are much more vulnerable to the hazards imposed by the acute care environment. They are suddenly plunged into an unfamiliar environment with strange surroundings, noises, equipment, and people. They are confronted with high stimulus levels created by monitors, paging systems, electric beds, hallway noise, and alarms (Borbasi, Jones, Lockwood, & Emden, 2006). Often, the elder person with dementia becomes anxious and agitated, which usually is an expression of fear or an unmet need (Smith & Buckwalter, 2005). Adequate and effective communication with patients with dementia is crucial to care, whether the caregiver is a nurse, physician, laboratory technician, transporter, or any other member of the healthcare team. The purpose of this article is to describe a hospital-wide educational program developed to address proper communication techniques to use with older adults with dementia. Lisa Friedrich, RN-BC, MSN, is Clinical Nurse III, Memorial Medical Center, Springfield, Illinois. LITERATURE REVIEW Laurie Allen, BS, RN, is Clinical Nurse IV, Memorial Medical Center, Springfield, Illinois. Effect of Dementia on Communication Jennifer Holmes, BSN, RN-BC, is Administrative Supervisor, Memorial Medical Center, Springfield, Illinois. Geri Kirkbride, MSN, RN, CCRN, is Nursing Research Facilitator, Memorial Medical Center, Springfield, Illinois. The authors have disclosed that they have no significant relationships with, or financial interest in, any commercial companies pertaining to this article. ADDRESS FOR CORRESPONDENCE: Tina Weitzel, MA, RN-BC, Memorial Medical Center, 701 N. 1st Street, Springfield, IL 62781 (e-mail: weitzel.tina@mhsil.com). DOI: 10.1097/NND.0b013e31822e0738 220 www.jnsdonline.com The anatomical and physiological changes in the brain associated with dementia result in problems with both receptive and expressive language. Various communication problems occur related to memory loss, decreased attention span, impaired judgment, decreased insight, decreased abstraction, and diminished visual/spatial abilities. Patients with dementia may have problems with word finding, repeating words over and over, and inventing new words to describe familiar objects (Alzheimer’s Association, 2000b; Perry, Galloway, Bottorff, & Nixon, 2005). These September/October 2011 Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. unique communication patterns may be understood by family members or routine caregivers, but the caregivers in the hospital may be at a loss to understand the meaning of the patient’s communication. The unfamiliar environment further hampers the patient’s ability to understand questions, follow directions, report symptoms, and call for help. Often, changes in behavior indicate fear or an unmet need such as hunger or pain or the need for toileting; thus, the elder person with dementia may become anxious and agitated (Alzheimer’s Association, 2008b; Frazier-Rios & Zembrzuski, 2007; Miller, 2008). Borbasi et al. (2006) conducted interviews with 25 medical, nursing, and other healthcare professionals to explore healthcare professionals’ experiences of managing patients who have dementia. One of the themes that emerged from the study reflected decreased attention to assessing the needs of patients with dementia. Staff had a tendency to avoid including the patient in discussions and assessments. These patients seemed to be stereotyped as unable to communicate and provide information. Thus, no attempt was made to solicit information from them for the assessment. Suggested Communication Techniques Ideally, communication techniques should be individualized depending upon the specific communication problem that each patient exhibits (Perry et al., 2005). Given that hospital stays are short and that many caregivers may have only a single interaction with the patient, it is difficult to know the individual techniques to use with each patient. However, experts in the field of dementia have recommended simple techniques that can be used by all types of caregivers with most patients who have dementia. Some of these include asking permission, keeping explanations simple, and using reminiscence. Asking permission helps prepare the patient for a procedure. Keeping explanations simple, asking questions slowly, and supplementing with simple gestures facilitate communication. Reminiscence can be effective because long-term memory is often retained. A complete list of techniques is listed in Table 1. Neutral Communication Hairon (2008) examined the experiences of 424 people with dementia who resided in residential homes and found many examples of excellent care but noted that the quality of communication was lacking. The most harmful form of communication was labeled a ‘‘neutral’’ style of communication, even more harmful than negative communication. This style was observed quite often and was demonstrated when staff simply ignored the patient and focused on a task. Failure to address the elder person denied acknowledgment of the elder as a person. The investigators noted that elders often appeared saddened and dejected after these interactions. They concluded Journal For Nurses in Staff Development that this neutral communication has a great impact on elders’ feeling of recognition of self-worth and reflects lack of respect. Most likely, hospital staff are not aware of the seriousness of this neutral communication. THE EDUCATIONAL PROJECT The impetus for this project was a letter written by an employee accompanying her mother, who had dementia, throughout the hospital stay. She was disturbed by the manner in which many staff communicated with her mother. It was apparent to the employee that most staff had little understanding of dementia and the associated communication problems. Many people questioned her mother in great detail, which caused the patient increased anxiety. Sometimes, staff gave multiple directions to her mother when she was undergoing tests. In the letter, the daughter suggested that all hospital staff would benefit from education about communication techniques for people who have dementia. The vice president of the hospital asked the Nurses Improving Care to Health-Systems Elders (NICHE) committee to focus on this issue. The NICHE committee is composed of 12 staff nurses from various nursing units, representing critical, intermediate, and acute levels of care. The committee includes a geriatric clinical nurse specialist and a nursing research facilitator. A geriatrician from the nearby school of medicine and members of ancillary services participate on an ad hoc basis. The purpose of the committee is to (a) identify opportunities to improve patient care and outcomes for elder patients, (b) Develop and implement initiatives to address best practice for identified issues, and (c) produce informal and formal educational programs to increase staff awareness of the increased risk for elder patients to develop ‘‘geriatric syndromes’’ that can negatively affect patient outcomes. Study Design A preYpost observational pilot study was developed to examine communication between staff and patients with dementia before and after the educational initiative. The study was approved by the local university institutional review board, and a waiver of informed consent was granted. The study population was a convenience sample of healthcare workers working with patients with dementia on one of the five medical, surgical, or medicalYsurgical nursing units at this facility. The inclusion criterion was any interaction with a patient with dementia. The only exclusion criterion was if the door to the patient’s room was closed during the interaction, as this would make it impossible for the observation to occur. Data collection occurred for 2-hour periods daily for 2 weeks. These sessions occurred on both the day (7Y3) and evening (3Y11) shifts. Because it was believed that patients would be asleep on the night (11Y7) shift, the decision was made not to collect data at night. www.jnsdonline.com Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. 221 TABLE 1 Suggested Communication Techniques Technique Example Reference(s) Approach directly Approach directly and slowly, making eye contact with a pleasant expression. Patients with dementia are quite sensitive to others’ emotions and respond more to the manner in which others speak rather than to the actual content of the message. Their stress level will mimic the staff member’s stress level. It is critical to approach them in a calm pleasant manner. Alzheimer’s Association (2008b), Hall (1991), Smith, Hall, Gerdner, and Buckwalter (2005) Use full name Staff should call elders by name, addressing them as Mr., Mrs., Alzheimer’s Association (2008b), or Miss and refrain from using terms like Honey or Sweetie. Hall (1991), Smith et al. (2005) Staff should introduce themselves with each interaction, providing their name and their title. For example, ‘‘I am Jane Smith and I am the nurse taking care of you today.’’ Respect personal space For the patient with dementia, personal space may be very Smith et al. (2005) large. Staff should initially extend their hand to the patient and express a greeting. A patient with dementia who reaches readily to shake hands generally responds well to touch. Ask permission Caregivers need to ask permission to examine or perform a procedure. For example, a nurse needing to take a blood pressure should say, ‘‘Mrs. Jones, may I please take your blood pressure?’’ Give positive feedback Giving positive feedback and thanking the patient will generally McCloskey (2004), Stolley et al. improve the acceptance of a procedure or an examination (1993) For example, the nurse might say, ‘‘Thank you for letting me take your blood pressure, Mrs. Jones. It really helped me to take care of you.’’ Keep questions simple Questions should be asked simply and slowly and can be supplemented with simple gestures. ‘‘Yes’’ and ‘‘no’’ questions may be most effective. Staff should wait 15Y20 seconds for the patient to respond. If needed, the caregiver should repeat the question, using the same words. Avoid pronouns Caregivers should avoid using pronouns or indirect references. Smith and Buckwalter (2005) For example, the nurse should say, ‘‘Let me help you sit in the chair’’ rather than ‘‘Let me help you sit over there.’’ Avoid saying ‘‘don’t’’ Staff should avoid using the word don’t. This may cause the patient to feel disrespected and reprimanded. For example, instead of saying ‘‘Don’t get out of bed,’’ say ‘‘Please stay on the bed.’’ Smith and Buckwalter (2005) Avoid orientation questions Avoid quizzing the patient with orientation questions that cannot be answered. Most patients with dementia have lost short-term memory and will become frustrated with questions regarding person, place, and time. Smith et al. (2005) Reality orientation may not be helpful Reality orientation may not be useful and may increase stress and anxiety. Telling patients they are in the hospital and must have treatments done will not make them more cooperative. Asking permission and providing a simple explanation for procedures is often more effective. Smith et al. (2005) Reminiscence sometimes helps Reminiscence is an effective communication technique to use with elders with dementia because they often retain long-term memory. The nurse can ask simple questions about the elder’s past. Reminiscence helps to overlap the past, present, and future time spheres and helps reduce stress. Puentes (1998) Alzheimer’s Association (2008b), McCloskey (2004) Alzheimer’s Association (2008b), Hall (1991), Stolley et al. (1993) Continued 222 www.jnsdonline.com September/October 2011 Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. TABLE 1 continued Technique Example Reference(s) Direct conversation toward the patient If family members are present during communication, staff should direct the conversation toward the patient. Otherwise, the patient may become suspicious and angry. Listen closely A few words in the conversation may give the staff a hint of Hall (1991), Puentes (1998), what the patient with dementia is trying to convey. Family Smith and Buckwalter (2005) members often can decipher bizarre words or behaviors that are grounded in the patient’s past experiences. Each morning of the data collection period, the charge nurses were asked to identify patients with a primary or secondary diagnosis of dementia. Data collectors told the charge nurses only that they would be gathering data from patient records. The charge nurses and unit staff were acquainted with the data collectors, who frequently gather quality improvement data. If, at any time, unit staff asked the data collectors what information they were reviewing, the response was ‘‘quality improvement audits.’’ This process, identified as ‘‘covert data’’ collection, is defined as ‘‘the collection of information without the participants’ knowledge’’ (Polit & Beck, 2004, p. 148). Most patient rooms can be seen from some area of the nurses’ stations. The data collectors positioned themselves Hall (1991) where the room of the dementia patient could be visualized. When a healthcare worker was about to enter the room, the data collector moved immediately outside the door and listened to staff/patient interactions. The data collectors pretended to be reviewing the patient’s record but were actually listening to the communication techniques used by the staff member. To maintain confidentiality, no name, department, or other descriptors were recorded on the data collection instrument (see Table 2). Each interaction between a patient and a worker was treated as a separate observation. Data collectors recorded only the use of appropriate and inappropriate communication techniques using hash marks to indicate when a technique was used. If multiple TABLE 2 Observation Instrument For each interaction with a member of the health team, record a check by the communication techniques used during the interaction. Health Professionals Communication Technique #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 1. Identified himself or herself 2. Addressed the elder by Mr. or Mrs. 3. Addressed the elder by his or her first name 4. Explained what he or she was going to do 5. Asked permission from the elder to examine the elder or perform a procedure 6. Talked in a warm-pleasant, low-pitched manner 7. Used simple direct wording with short sentences 8. Talked in a loud voice 9. Told the elder what he or she could or could not do 10. Asked a lot of questions that relied on memory 11. Used reality orientation 12. Used reminiscence 13. Thanked the elder when the task was completed Journal For Nurses in Staff Development www.jnsdonline.com Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. 223 techniques were used during the same observation, each technique was marked. The absence of a hash mark indicated that a particular technique was not used during that specific observation. All data collection was completed by NICHE members. Prior to initiation of data collection, the NICHE committee discussed the definition and examples of all communication techniques identified on the data collection tool and discussed the study methodology. Members were given the opportunity to ‘‘practice’’ introducing themselves and explaining their presence on the nursing unit. To avoid potential bias, data collectors did not observe on their own nursing units. The Educational Intervention After collection of the preintervention data, the NICHE committee developed a 12-minute educational video. The goal was to educate staff about the difficulties experienced by hospitalized elders with dementia and use of communication techniques to improve interactions. To be effective, the teaching method was designed to relate to the various types of learners and targeted nursing and other departments with direct patient contact including dietary, lab, X-ray, therapy, and others. On the basis of the literature, the NICHE committee’s gerontological clinical nurse specialist developed a scenario depicting staff from various departments interacting with a patient with dementia. The hospital’s media resources director produced and taped the production in a DVD format. The medical school provided a professional patient with experience in portraying a patient with dementia. Employees from nursing, laboratory, radiology, environmental services, and nutrition volunteered to act in the video. The scene was a hospital room where the patient with dementia was lying in a hospital bed calling out ‘‘help me’’ and ‘‘where’s my mama.’’ Various employees used inappropriate communication techniques as they entered the room to provide meals, start IVs, draw blood, clean the room, and perform X-rays. The patient responded with anxiety and agitation. The scenario was then repeated demonstrating proper communication techniques. The patient was less anxious and cooperated with care. A narration by one of the NICHE members was incorporated into the scenarios, providing background information on dementia and emphasizing appropriate communication techniques. A copy of the DVD was distributed to managers of all departments having direct patient contact. Managers were asked to show the DVD in staff meetings, and NICHE members presented the DVD at nursing-unit-based Council meetings during the next 2 months. The NICHE members also presented the DVD with an accompanying lecture at the annual local NICHE conference on dementia. 224 www.jnsdonline.com EVALUATION Six months after the DVDs were distributed, the NICHE committee conducted additional observations to evaluate the initiative. The same data collectors were used, and procedures were consistent with those used preintervention. Data were collected during 86 preintervention and 80 postintervention observations. Data were analyzed using descriptive statistics. The frequencies of each technique used by the preintervention group and the postintervention group were determined. The communication techniques used in each group were then compared by using chi-square. Table 3 displays the frequencies and percentages of the appropriate communication techniques emphasized in the education program. Table 4 displays the data regarding the inappropriate techniques. As can be seen in Table 3, the percentage of appropriate techniques improved. Five communication techniques were significantly improved. Three techniques improved somewhat but did not reach statistical significance. As can be seen in Table 4, use of most inappropriate techniques declined slightly, but none reached statistical significance. On many of the data sheets, observers had written comments that elders were being addressed as ‘‘Sweetie,’’ ‘‘Honey,’’ and other terms of endearment. Although no evaluation tool of the presentation was included with the DVD, informal feedback was provided TABLE 3 Use of Appropriate Communication Techniques Communication Technique Group 1 Group 2 (n = 86) (n = 80) p Identified himself/herself 34 (40%) 42 (53%) .094 Addressed the patient as Mr., Mrs., Miss 18 (21%) 32 (40%) .007* Explained what he/she was going to do 58 (67%) 64 (80%) .067 Asked permission to examine the elder/perform a procedure 19 (22%) 46 (58%) G.001* Talked in warm/pleasant manner 72 (84%) 70 (88%) .489 Used simple direct wording 52 (60%) 72 (90%) .006* Used reminiscence .002* 4 (5%) 16 (20%) Thanked the elder when the 13 (15%) 40 (50%) G.001* task was completed Note. Group 1 refers to the preintervention group, and Group 2 refers to the postintervention group. *p G .05. September/October 2011 Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. TABLE 4 Use of Inappropriate Techniques Group 1 Group 2 Communication Technique (n = 86) (n = 80) p Addressed elder by first name 25 (29%) 18 (23%) .334 Talked in a loud voice 12 (14%) 12 (15%) .848 Told elder what he or she could/could not do 11 (13%) 12 (15%) .681 Asked a lot of questions that relied on memory 10 (12%) Used reality orientation 28 (33%) 16 (20%) .067 6 (8%) .228 Note. Group 1 refers to the preintervention group, and Group 2 refers to the postintervention group. from three departments. They described it as ‘‘so true,’’ ‘‘just as it happens in the hospital,’’ and ‘‘the way it was presented will help me remember.’’ Feedback from the NICHE conference included ‘‘The video is one of the best CDs we have to present to staff’’ and ‘‘The video was excellent.’’ IMPLICATIONS The educational program did have a positive impact. Healthcare workers are using six of the seven appropriate communication techniques more frequently. More staff ask permission to examine or perform a procedure and thank the elder when the task is completed. These communication techniques convey respect and should be used with all elders. Even though there was significant improvement in how patients were addressed, too many staff continue to use neutral communication as described by Hairon (2008). Only 40% of staff addressed patients as Mr., Mrs., or Miss. Failure to acknowledge the elder as a person can be very harmful. Some patients were addressed as ‘‘Sweetie’’ or ‘‘Honey.’’ Staff possibly do this out of compassion for the elder, not realizing that they are actually infantilizing the individual, which is a form of psychological mistreatment. Infantilization is defined as patronizing treatment of older adults by caregivers who relate to them as a parent might to a child using baby talk (Salari, 2006). These terms may be perceived negatively by the person with dementia, who already is suffering from dependency and decreased selfesteem. Most adults, regardless of their cognitive status, prefer to be addressed in a manner that reaffirms that they are still competent (Salari, 2006). Use of reminiscence increased, whereas reality orientation decreased. More staff need to understand the usefulness of talking with patients who have dementia about Journal For Nurses in Staff Development their past. Because many patients with dementia retain long-term memory and lose short-term memory, asking them questions about where they grew up, their family, type of work, and so on may provide some comfort. Evidence supports the use of reminiscence to improve mood and well-being (Woods, Spector, Jones, Martin, & Davies, 2005). Conversely, reality orientation, if handled improperly, can create a challenge for the patient with dementia and can turn into a confrontation. Elders may feel they are being corrected or their deficits are being exposed (McCloskey, 2004; Smith et al., 2005; Woods, 2002). Although the data collectors in the study did not record quantity of communication between staff and patients with dementia, research indicates that staff generally communicate less to patients with dementia. Staff assume that these patients cannot understand or provide reliable information. CONCLUSION This pilot test is the beginning of transforming the hospital to a more dementia-friendly institution. Evaluation of the initiative was limited. Even though a DVD was provided to every hospital department, we cannot be sure that the staff we observed posteducation had actually seen the DVD. It is likely that only a portion of all staff viewed the DVD. In addition, we did not develop a structured presentation and discussion format for showing the DVD and we did not ask staff for formal feedback after viewing was complete. We are currently devising additional methods to provide this education to all staff and to new employees. To help sustain the intervention, a monthly communication tip will be included in the hospital newsletter, which is available to all staff. Evaluating the limitations of this pilot study informs the design of future research studies. With the burgeoning aging population, communication skills to interact with patients with dementia will become critical for all hospital employees. References Alzheimer’s Association. (2008a). 2008 Alzheimer’s disease facts and figures. Retrieved from http//www.alz.org/national/ documents/report_alzfactsfigures2008.pdf Alzheimer’s Association. (2008b). Communication. Retrieved from http//www.alz.org/living_with_alzheimers_communication.asp Borbasi, S., Jones, J., Lockwood, C., & Emden, C. (2006). Health professionals’ perspectives of providing care to people with dementia in the acute setting: Toward better practice. Geriatric Nursing, 27(5), 300Y307. Frazier-Rios, D., & Zembrzuski, C. (2007). Communication difficulties: Assessment and interventions in hospitalized older adults with dementia. Try this: Best practices in nursing care for hospitalized older adults with dementia. Retrieved from www.hartfordign. org/trythis Hairon, N. (2008). Improving communication skills in care of those with dementia. Nursing Times, 104(23), 19Y20. Hall, G. R. (1991). This hospital patient has Alzheimer’s. American Journal of Nursing, 91(10), 45Y50. www.jnsdonline.com Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. 225 Miller, C. A. (2008). Communication difficulties in hospitalized older adults with dementia. American Journal of Nursing, 108(3), 58Y63. McCloskey, R. M. (2004). Caring for patients with dementia in an acute care environment. Geriatric Nursing, 25(3), 139Y144. Perry, J., Galloway, S., Bottorff, J. L., & Nixon, S. (2005). NurseYpatient communication in dementia: Improving the odds. Journal of Gerontological Nursing, 31(4), 43Y52. Polit, D. E., & Beck, C. T. (2004). Nursing research: Principles and methods (7th ed.). New York: Lippincott Williams & Wilkins. Puentes, W. J. (1998). Incorporating simple reminiscence techniques into acute care nursing practice. Journal of Gerontological Nursing, 24(2), 14Y20. Salari, S. M. (2006). Infantilization as elder mistreatment: Evidence from five adult day centers. Journal of Elder Abuse & Neglect, 17(4), 53Y91. 226 www.jnsdonline.com Smith, M., & Buckwalter, K. (2005). Behaviors associated with dementia. American Journal of Nursing, 105(7), 40Y52. Smith, M., Hall, G. R., Gerdner, L., & Buckwalter, K. C. (2005). Application of the progressively lowered stress threshold model across the continuum of care. Nursing Clinics of North America, 41, 57Y81. Stolley, J. M., Hall, G. R., Collins, J., Bleuer, N., Adrian, C., & Buckwalter, K. C. (1993). Managing the care of patients with irreversible dementia during hospitalization for comorbidities. Nursing Clinics of North America, 28(4), 767Y781. Woods, B. (2002). Reality orientation: A welcome return? Age and Ageing, 31, 155Y156. Woods, B., Spector, A. E., Jones, C. A., Martin, O., & Davies, S. P. (2005). Cochran review: Reminiscence therapy for dementia. Retrieved from www.cochrane.org/reviews/ September/October 2011 Copyright @ 2011 Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited.
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Read the Hospice fact sheet and answer the questions below

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HOSPICE In 2010, 41.9% had care (1 million/2.5 million) In addition,      35.3% died or were discharged within

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7 days 27% were 8-29 days 17.2% were 30- 89 days 8.7% were 90-179 days 11.8% were other Median LOS= 19.7 days Top 5 diagnoses for death: 1. Cancer: 35.6% 2. Heart: 14.3% 3. Dementia: 13% 4. Unspecified: 13% 5. Lung Disease: 8.3% 66.7% =hospice patients died at home. 21.9%= hospice died in an inpatient facility 11.4% = died in an inpatient acute care hospital Distribution: Caucasian = 77.3% African-American = 8.9% Multiracial= 11% Common scales for prognostication: I. Karnofsky Performance Scale: (KPS) If 3 median survival IV. Palliative Prognostic Score (PaP)= measured in weeks
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JONA Volume 44, Number 7/8, pp 388-394 Copyright B 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins

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THE JOURNAL OF NURSING ADMINISTRATION Care Redesign A Higher-Quality, Lower-Cost Model for Acute Care Pamela T. Rudisill, DNP, RN, NEA-BC, FAAN Carlene Callis, BS, MHA Sonya R. Hardin, PhD, RN, CCRN, NP-C Jacqueline Dienemann, PhD, RN, NEA-BC, FAAN Melissa Samuelson, DNP, RN, NEA, BC OBJECTIVE: The aims of this study were to design, pilot, and evaluate a care team model of shared accountability on medical-surgical units. BACKGROUND: American healthcare systems must optimize professional nursing services and support staff due to economic constraints, evolving Federal regulations and increased nurse capabilities. METHODS: A redesigned model of RN-led teams with shared accountability was piloted on 3 medical/surgical units in sample hospitals for 6 months. Nursing staff were trained for all functions within their scope of practice and provided education and support for implementation. RESULTS: Clinical outcomes and patient experience scores improved with the exception of falls. Nurse satisfaction demonstrated statistically significant improvement. Cost outcomes resulted in reduced total salary dollars per day, and case mixYadjusted length of stay decreased by 0.38. CONCLUSION: Innovative changes in nursing care delivery can maintain clinical quality and nurse and patient satisfaction while decreasing costs. Healthcare systems in the United States must bridge the transition from volume to value-based models. Components required to succeed include clinical integration, implementation of technology, and clinical performance improvement with operational efficiencies to manage financial constraints.1 Nursing services encompass the majority of the workforce in today’s acute care hospitals.2 Historically, models of care have been based on a mix of registered nurses (RNs) and unlicensed assistive personnel (UAP) with occasional reference to licensed practical nurses (LPNs) and the assignment of workload. Evidence supports that patient needs are best met by planned skill mix and recognition that nurses are knowledge workers and need to be utilized in that manner.3,4 Models-of-care redesign that embeds improving efficiency and increasing accountability to patients’ clinical outcomes requires a cultural transformation.1 All major changes in care design should be evaluated for their evidence-based and desired changes. The purpose of this study was to evaluate a pilot implementation of a shared accountability delivery model for medical-surgical patients that allowed licensed nurses and UAP to practice at their full authority through delegation and collaboration in RN-led teams. Author Affiliations: Senior Vice President and Chief Nursing Officer (Dr Rudisill), Community Health Systems, Franklin; and Assistant Vice President Strategic Resource Group, Vice President Strategic Planning American Group (Ms Callis), HCA, Nashville, Tennessee; Professor (Dr Hardin), College of Nursing, East Carolina University, Greenville, North Carolina; and Professor Emeritus (Dr Dienemann), School of Nursing, UNC Charlotte and Nurse Researcher Carolinas Medical Center University, North Carolina; and Chief Nursing Executive (Dr Samuelson), Poplar Bluff Regional Medical Center, Missouri. Community Health Systems is a registered trade name of Community Health Systems Professional Services Corporation. The authors declare no conflicts of interest. Correspondence: Dr Rudisill, Community Health Systems, 4000 Meridian Blvd, Franklin, TN 37067 (pamela.rudisill@hma.com or pam_rudisill@chs.net). DOI: 10.1097/NNA.0000000000000088 388 Background The healthcare system in the United States is in a state of rapid and unprecedented change with pressures to improve clinical quality and patient health and increase patient satisfaction, while curtailing costs. The Institute of Medicine report5 cites 10 recommendations to ensure better health, higher-quality care, and lower costs. One recommendation was to optimize operations by continually improving healthcare operations to reduce waste, streamline care delivery, and focus on activities that improve patient health. The primary challenge of delivering care in acute settings is managing increasingly JONA Vol. 44, No. 7/8 July/August 2014 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. complex patients with shorter lengths of stay (LOSs) while ensuring integration of care upon discharge and beyond. Recent studies demonstrate that lowering costs is dependent on increasing patient safety rather than changing nursing salary or staffing expenses.6 Nursing factors influencing patient outcomes include number of hours per patient-day (number of staff), quality of work environment, educational level of nurses, and mix of skills among nursing staff. These factors interact among each other with varying effects on patient outcomes.7-11 Increasingly, nurse satisfaction is related to recognition that RNs are knowledge workers whose time should be utilized in decision making regarding patient care and safety.4 team realized several approaches underutilized RN delegation, did not utilize LPNs at all, and did not require RNs, UAPs, or LPNs to practice to their full scope. We did identify 1 computer simulation model utilizing the RN, LPN, and UAP, which incorporated principles of the lean to enhance the role of the RN, LPN, and UAP in the care delivery of patients.20 Lean is a concept adapted from manufacturing to streamline processes, reduce cost, and improve care delivery. Each process must add value or be eliminated as waste (or muda in Japanese) so that ultimately every step adds value to the process.21 The simulation demonstrated that teams of RN, LPN, and UAP assigned in a mix to fit patient acuity of a group of patients wasted less time than patient allocation assignments. Nursing Care Delivery Models Delivery of nursing care has traditionally been delivered in 1 of 4 ways.12-14 Shirey14 discusses the advantages and disadvantages of various models. The earliest model is patient allocation or total patient care with groups of patients assigned to 1 nurse with no UAPs. Because of shortages during and after World War II, task or functional nursing was emphasized, allocating more complex care to RNs and routine care to UAPs. Team nursing evolved with RNs as leaders of UAPs for a group of patients. Primary nursing identified 1 nurse to assume 24-hour responsibility for a patient with communication to RNs, LPNs, and UAPs who participated in care throughout the patient stay. This model of care has been coined relationship-based care.12 One new, novel approach is to expand primary care to coordinating care after discharge, with the RN assuming care as the primary nurse for readmissions.14,15 This model of care fits in the new modes of accountable care transition coordination. The recent Institute of Medicine report on the future of nursing16 advocates for RNs to perform to their fullest potential and to become effective leaders and partners in the organization. This parallels the American Organization of Nurse Executives guiding principles for the role of the nurse in future patient care delivery.17 These position statements call for new innovative models of nursing care delivery. In 2005, Partners Healthcare in Boston, Massachusetts, conducted a search of innovative nursing care delivery models for adult, acute care patients that integrated technology, support systems, and new roles to improve quality, efficiency, and cost. They identified over 40 models that shared common elements of an elevated RN role, sharpened focus on the patient, smoothed patient transitions and handoffs, leveraged technology, driven by results that were measured systematically, and used for feedback to improve the innovations.18 A few new models emerged requiring shared accountability.19 In reviewing these models, our Development of Novel Nursing Care Redesign We decided to develop a shared accountability model utilizing RN-led teams with LPNs and UAPs, functioning to their fullest potential, matching the skillmix potential to meet the patient’s needs. We piloted the model on medical-surgical units in 3 community hospitals in 3 states. The goals were to improve clinical quality of care and nurse job satisfaction through use of accountable teams and balanced caregiver workload while controlling or reducing costs. JONA Vol. 44, No. 7/8 July/August 2014 Methods The pilot was implemented on 1 medical-surgical unit at each of 3 hospital sites in Alabama, Tennessee, and Mississippi. Each hospital differed in overall bed size and urban/rural market location. The leadership in administration (chief executive officer, chief nursing officer) was supportive and knowledgeable of lean principles, the purpose of the nursing care redesign, and the importance of evaluation. Our 1st step was to review the scope of practice for RNs, LPNs, and UAPs in each state where we planned to pilot the program (Alabama, Tennessee, and Mississippi). We then reviewed the job descriptions at the hospitals and found that all legal functions were not included. Policies, competencies, and job descriptions were revised for the LPN and UAP to ensure highest level of practice. To ensure patient safety, education was developed and provided to UAPs and LPNs to achieve competencies in all functions. Examples of the enhanced competencies for the UAPs included simple dressing change, oxygen setup, performing blood sugars, discontinuing Foley catheters, and discontinuing peripheral intravenous lines. The LPN-enhanced competencies varied the most among the selected states. Some included administering intravenous medications and starting intravenous lines. 389 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. In order to assess level of patient needs, an acuity tool was needed that was valid, efficient, portable between units, reliable, and maintainable.22 Duke University Hospital System had designed and evaluated a tool beginning in 2003 that assesses patient’s acuity based on the complexity of care or instability of a patient’s health status. Nurses used it with a personal digital device. In time, it had been modified to reduce input while maintaining validity for multiple settings. Patients are assessed on 6 patient factors and 4 nursing care demand factors, resulting in 1 of 4 levels of complexity of care. The results are to ensure balance of workload with competency level of staff and patient acuity. The tool was used with permission (e-mail communication, August 2012, November 2012, August 2013). The Morse falls risk assessment23 and Braden skin care assessment24 were added to the tool. No formal evaluation of the modified tool has been made. New processes adopted were bedside shift report for all caregivers of the team and formal bed huddles for teams to be done at a minimum of every 4 hours with new acuity assessment, daily patient goals, and expected LOS review, as well as any identified patient safety issues (Figure 1). The clinical outcome data chosen for evaluation were based on existing methodologies and collection practices reported to the Centers for Medicare & Medicaid Services and other national organizations. These included falls per 1,000 patient-days, falls with injury severity of greater than 1, rate of hospital-acquired pressure ulcers, medication errors per 10,000 doses, number of sentinel events, and number of near misses. Unit LOS; rate of readmissions for congestive heart failure (CHF), myocardial infarction (MI), and pneumonia within 30 days; and core measure scores were also collected. Cost was based on average LOS and cost per patient-day. Patient satisfaction used the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) data across the 8 domains.25 New survey questionnaires on nurse and physician satisfaction were developed for the specific medical-surgical units that reflected key elements on the model design and based on the hospital-wide surveys performed by Press Ganey.25 Preimplementation Institutional review board approval was received from the University of North Carolina at Charlotte, Charlotte, NC. Materials were prepared, and site coordinators were trained in data collection of patient outcomes and confidentiality processes to distribute and collect questionnaires. Upon collection, data and questionnaires were forwarded to the office of the corporate chief nurse executive for data entry. Original forms were stored in a locked cabinet. To establish a baseline for all key metrics prior to implementation, the following were collected: (1) 390 nurse/staff and physician satisfaction, (2) patient outcomes and patient safety indicators, (3) financial information, and (4) patient satisfaction. For the clinical outcome and financial metrics, data for the same 6 months of the planned pilot in the previous year were used. Each pilot hospital assumed responsibility for implementing the education in new skills and verifying that all UAPs and LPNs had mastered the identified competencies prior to initiating the model. Job descriptions were updated. RNs’ job expectations shifted to focus on decision making for delegation and assurance of quality, patient teaching, patient care coordination, and collaboration with other health professionals. Each team had an RN leader and either 2 UAPs or 1 LPN and 1 UAP. Patient assignments were for that shift. Each job description was reviewed to ensure clarity of role function. An 8-hour course for all the nursing staff on the pilot medical-surgical units at the 3 hospitals was designed and led by the research team. The course began with an overview of the new delivery model and job descriptions for RNs, LPNs, and UAPs. The new acuity tool was reviewed, and its purpose to share workload fairly discussed. The plan to assess patient care needs and review in huddles every 4 hours to maintain equity was reviewed. Delegation and collaboration were then discussed with case examples. Emphasis was placed on each person working to their enhanced scope of practice and to share accountability for patient outcomes. This was followed by a simulation exercise where staff was assigned teams with case scenarios. Nurses left expressing enthusiasm for their new roles. Implementation and Evaluation The new model was introduced, and all staff was provided support to comply. When turnover occurred during the 6 months of the study, categories of new hires were chosen to support the model implementation. At the end of the 6-month period, all metrics were collected and measured against the established baseline. Findings Nurse satisfaction showed the most statistically significant improvement in comparison to all other measures included in the study. Forty-four nurses (86%) completed the presurvey, and 36 (69%) completed the postsurvey. A paired-samples test was performed to identify any significant change from the implementation of the new care model. While all responses demonstrated a positive trend, 6 items showed statistically significant improvement: teamwork among coworkers, appropriate delegation, sense of accomplishment in their work, enjoyment coming to work, satisfaction with JONA Vol. 44, No. 7/8 July/August 2014 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. Figure 1. Bed huddle. workload, and satisfaction with job (Table 1). Patient satisfaction showed slight improvement according to the HCAHPS scores in 3 of the 8 domains. JONA Vol. 44, No. 7/8 July/August 2014 Within the 8 domains, physician communication resulted in a statistically significant improvement at P = 0.013 when an analysis of variance was performed. 391 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. Table 1. Paired-Samples Test Nurse Survey Paired Differences 95% Confidence Interval of the Difference Pre-Post Response Items (n = 36) Pair Pair Pair Pair Pair Pair 1: good teamwork 2: delegation appropriate 3: sense of accomplishment 7: enjoy coming to work 9: satisfied with workload 11: satisfied with job Mean SD SE Mean Lower Upper t df P (2-Tailed) 0.69444 0.75000 0.41667 0.47222 0.68571 0.44444 1.26083 1.25071 0.99642 1.13354 1.47072 1.25230 0.21014 0.20845 0.16607 0.18892 0.24860 0.20872 0.26784 0.32682 0.07953 0.08869 0.18050 0.02073 1.12105 1.17318 0.75381 0.85576 1.19093 0.86816 3.305 3.598 2.509 2.500 2.758 2.129 35 35 35 35 34 35 .002 .001 .017 .017 .009 .040 P e 0.05. Most clinical quality indicators showed signs of improvement, including core measures, hospital-acquired pressure ulcers, medication errors, near misses, and CHF, MI, and pneumonia readmissions. Independent t tests of samples were performed to examine the difference between the mean of incidence of indicator before and after the intervention. Although improved, none were statistically significant (Table 2). A composite core measure score for the hospitals, excluding elements of care provided in the emergency department, revealed improvements in the pilot hospitals. Financially, the pilot resulted in reductions in costs. Cost reduction was realized through the use of proper discharge of lower-acuity patients, proper work allocation, and staffing-mix allocations resulting from workload rebalancing. Based on analysis on each unit, using year-over-year comparison, case mixYadjusted LOS decreased by 0.39 days on average for all 3 units. In addition, the ALOS average for the 3 units was below the mean LOS by 0.38. In addition, all 3 units resulted in reductions in salary per patient-day of approximately 2% to 3%. One of the 3 units proved to be the best comparative model, as it had the most stability in its workforce and adhered closely to the staffing workload balance guidelines. This unit reported an equivalent decrease in RN hours to the increase in LPN and UAP hours (a rebalance of approximately 5.0 full-time equivalents). Improving the Environment of the Workplace Although the study did not set out to improve the workplace environment, the achievements in this area Table 2. Independent-Samples Test of Quality Indicators Levene Test for Equality of Variances Equal Variances Assumed or Not Assumeda Decubitus ulcer CHF readmit PN readmit Acute MI readmit Fall rate Fall injury (1) (2) (1) (2) (1) (2) (1) (2) (1) (2) (1) (2) F P 4.484 .042 2.254 .142 0.297 .589 4.321 .045 0.446 .509 11.102 .002 t Test for Equality of Means t 1.112 1.112 1.671 1.671 1.219 1.219 1.087 1.087 0.122 0.122 j1.458 j1.458 95% Confidence Interval of the Difference df P (2-Tailed) Mean Difference SE Difference Lower Upper 34 17 34 29.643 34 33.971 34 24.808 34 32.337 34 17 .274 .282 .104 .105 .231 .231 .284 .287 .903 .903 .154 .163 0.41056 0.41056 0.5 0.5 0.33333 0.33333 0.22222 0.22222 0.11278 0.11278 j0.11111 j0.11111 0.36922 0.36922 0.29918 0.29918 0.2735 0.2735 0.20435 0.20435 0.92281 0.92281 0.07622 0.07622 j0.3398 j0.36844 j0.108 j0.11131 j0.22248 j0.2225 j0.19306 j0.1988 j1.7626 j1.76616 j0.26601 j0.27192 1.16091 1.18955 1.108 1.11131 0.88914 0.88916 0.6375 0.64325 1.98815 1.99171 0.04379 0.0497 Abbreviations: CHF, chronic heart failure; MI, myocardial infarction; PN, pneumonia. P e 0.05. a (1) Equal variances assumed, (2) equal variances not assumed. 392 JONA Vol. 44, No. 7/8 July/August 2014 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. deserve special recognition. It was noted by all 3 pilot sites that the engagement in innovation, education, and new tools and methodologies brought about an excitement to the workplace, which resulted in improved job satisfaction and caregivers reporting a feeling of significance and value. For example: The care redesign resulted in an almost immediate and significant improvement in patient, physician, and staff satisfaction. The improvement in teamwork has been remarkable. The unit went from the most challenging unit for nurses to work, and therefore, a unit to avoid, to the unit where most med/surg nurses want to work. (Hospital chief executive officer) Participating in the care redesign pilot gave a focus and spotlight to the unit for the physicians and staff. We worked diligently on turning around the culture and motivating the staff toward embracing change and the new processes. (Hospital chief nursing executive) The teamwork that occurs with the UAP having a higher skill allows the licensed nurse to spend more time with patients. (Hospital staff nurse) Limitations Several limitations were associated with doing research in a natural setting. For example, 1 site lacked optimal staffing, and turnover in nursing leadership occurred at another. There was an omission to include physicians in the education about the model that resulted in some confusion. This may have impacted physician response rate before and after implementation. A limitation was that 13 physicians (76%) completed the preimplementation survey, and only 6 (35%) completed the post- implementation survey. This was too small of a sample to statistically evaluate the perspective of physicians on the units where the intervention was implemented. Future studies are needed with a larger sample of medical-surgical units for a longer period to rule out the Hawthorne effect for increased satisfaction and possibly allow for changes in clinical outcomes to reach significance over time. Discussion This novel, shared accountability model for medicalsurgical units that emphasized utilization of RN, LPN, and UAP full scope of practice had promising initial findings. Results suggest that positive clinical outcomes, along with nurse job satisfaction, can be obtained while providing cost savings. The findings are similar to other results reported by Hall et al10 and Fairbrother et al,26 who reported on new care delivery models with advanced nurse responsibility and team shared accountability. However, Tran et al19 found that job satisfaction declined because of the delegation required. They also differ from Aiken et al7 regarding improvement in clinical outcomes; that study found the key variable to be increase in the RN-to-patient ratio. These preliminary findings in our study support further investigation on the use of these innovations. Conclusion Nursing has a crucial role in shaping the future of healthcare delivery. It is imperative that innovation to engage nurses in leadership for better health, better care, and less costs be ongoing. This model is 1 example to further evidence-based delivery models of care maximizing the skills of the existing workforce. References 1. VanLare JM, Conway PH. Value-based purchasingVnational programs to move from volume to value. N Eng J Med. 2012; 367(4):292-295. 2. The US nursing workforce: trends in supply and educationVresults in brief. Health Resources and Services Administration Web site. April 2013. http://bhpr.hrsa.gov/healthworkforce/reports/nursing workforce/nursingworkforcebrief.pdf. Accessed September 3, 2013. 3. Dubois C, Singh D. From staff-mix to skill-mix and beyond: towards a systematic approach to health workforce management. Hum Resou Health. 2009;7:87. 4. Duffield C, Gardner G, Catling-Paull C. Nursing work and the use of nursing time. J Clin Nurs. 2008;17:1269-1274. 5. Institute of Medicine. Best Care at Lower Cost: The Path to Continuously Learning Health Care in America. Washington, DC: The National Academies Press; 2013. 6. Mark BA, Jones CB, Lindley L, Ozam YA. An examination of technical efficiency, quality and patient safety in acute care nursing units. Policy Polit Nurs Pract. 2009;10(3):180-186. JONA Vol. 44, No. 7/8 July/August 2014 7. Aiken LH, Cimiotti JP, Sloane DM, Smith HI, Flynn L, Neill DF. Effects of nurse staffing and nurse education on patient deaths in hospitals with different nurse work environments. Med Care. 2011;49:1047-1053. 8. Shamliyan TA, Kane RI, Mueller C. Duval S, Wilt TJ. Cost savings associated with increased RN staffing in acute care hospitals: simulation exercise. Nurs Econ. 2009;27(5):302-331. 9. Kalisch BJ, Lee KH. Nurse staffing levels and teamwork: a cross sectional study of patient care units in acute hospitals. J Nurs Scholarsh. 2011;43(1):82-88. 10. Hall LM, Doran D, Pink GH. Nurse staffing models, nursing hours, and patient safety outcomes. J Nurs Adm. 2004;34(1):41-45. 11. Hughes I, Chang Y, Mark B. Quality and strength of patient safety climate on medical-surgical units. J Nurs Adm. 2012; 42(10):S27-S35. 12. Duffield C, Roche M, Diers D, Catling-Paull C, Blay N. Staffing, skill mix, and the model of care. J Clin Nurs. 2010;19:2242-2251. 13. Kalisch B, Schoville R. It takes a team. Am J Nurse. 2012;112(10): 50-54. 393 Copyright © 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. 14. Shirey MR. 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A shared model vs a patient allocation model of nursing care delivery: comparing nursing staff satisfaction and stress outcomes. Int J Nurs Pract. 2010;16:148-158. 20. Swick M, Doulaveris P. Application of simulation technology to enhance the role of the professional nurse. J Nurs Adm. 2012;42(2):95-102. 21. Institute for Healthcare Improvement. Going Lean in Healthcare IHI Innovation Series White Paper. Cambridge, MA: Institute for Healthcare Improvement; 2005. www.IHI.org. Accessed April 1, 2014. 22. Diaz S, George M, Sullivan M, Swan S. HCIS Evaluation of acuity systems. 2003. www.learningace.com/doc/1536674. Accessed September 3, 2013. 23. Prevention of falls in hospitals: a toolkit for improving quality of care. 2013. www.AHRQ.gov/legacy/research/ltc/fallpxtoolkit/ fallpxtook13h.htm. Accessed March 31, 2014. 24. Prevention plus home of the Braden scale. 2009. www.bradenscale .com. Accessed March 31, 2014. 25. 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