NHS 6004 Capella University Healthcare Policy Proposal Presentation

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Assessment 3 Instructions: Policy Proposal Presentation • Record a slide presentation with audio voiceover, supported by 8-12-slides, for one of the stakeholder groups identified in your Assessment 2 Policy Proposal, which addresses current performance shortfalls, the reasons why new policy and practice guidelines are needed to eliminate those shortfalls, and how the group's work will benefit from the changes. Introduction It is important that health care leaders be able to clearly articulate policy positions and recommendations and garner buy-in and support from stakeholder groups for policy and practice changes in their organizations. Unfortunately, effective communication is often lacking. Consequently, it is important for health care leaders, when leading change, to ensure that clear and open communication is ongoing and informative. An important aspect of change leadership is the ability to address diverse groups of stakeholders and create buy-in and support for your ideas and proposals for change. This assessment provides you with an opportunity to demonstrate and hone these skills. Record a slide presentation, with audio voiceover, for one of the stakeholder groups you identified in your Assessment 2 Policy Proposal. Inform the group of current performance shortfalls, introduce the proposed policy, explain why the policy is needed, and present policydriven practice guidelines to resolve the performance issue. You must also obtain buy-in from the group by explaining the positive effects of the policy and practice guidelines on their work. Note: Remember that you can submit all, or a portion of, your draft presentation to Smarthinking for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24– 48 hours for receiving feedback. Requirements The presentation requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for presentation format and length and for supporting evidence. • Summarize your proposed organizational policy and practice guidelines. • Identify applicable local, state, or federal health care policy or law that prescribes relevant • • performance benchmarks that your policy proposal addresses. • Keep your audience in mind when creating this summary. Interpret, for stakeholders, the relevant benchmark metrics that illustrate the need for the proposed policy and practice guidelines. • Make sure this is a brief review of the evaluation you completed in your Assessment 1 Dashboard Benchmark Evaluation. • Make sure you are interpreting the dashboard metrics in a way that is understandable and meaningful to the stakeholders to whom you are presenting. Explain how your proposed policy and practice guidelines will affect how the stakeholder group does its work. • How might your proposal alter certain tasks or how the stakeholder group performs them? • How might your proposal affect the stakeholder group's workload? • How might your proposal alter the responsibilities of the stakeholder group? • How might your proposal improve working • • • conditions for the stakeholder group? Explain how your proposed policy and practice guidelines will improve quality and outcomes for the stakeholder group. • How are your proposed changes going to improve the quality of the stakeholder group's work? • How will these improvements enable the stakeholder group to be more successful? • What evidence supports your conclusions or presents alternative perspectives? Present strategies for collaborating with the stakeholder group to implement your proposed policy and practice guidelines. • What role will the stakeholder group play in implementing your proposal? • Why is the stakeholder group and their collaboration important for successful implementation? Deliver a persuasive, coherent, and effective audiovisual presentation. • Address the anticipated needs and concerns of your audience. • Stay focused on key policy provisions and the impact of practice guidelines on the group. • Adhere to presentation best practices. • Proofread your presentation slides to minimize errors that could distract the audience and make it more difficult for them to focus on the substance of your proposed policy and practice guidelines. Example Assessment: You may use the following to give you an idea of what a Proficient or higher rating on the scoring guide would look like: • Assessment 3 Example [PDF]. Presentation Format and Length You may use Microsoft PowerPoint or other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your faculty to avoid potential file compatibility issues. If using PowerPoint to create your presentation slides, you may use the following presentation as a template. SoNHS Professional Presentation Guidelines [PPTX]. Be sure your slide deck includes the following slides: • • Title slide. • Presentation title. • Your name. • Date. • Course number and title. References (at the end of your presentation). Apply current APA formatting to all citations and references. Your slide deck should consist of 8–12 slides, not including a title and references slide. Note: If you have technical difficulties in recording your audio, you may, in place of the audio, provide a complete script of what you intended to say in the notes section of each slide. If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact DisabilityServices@Capella.ed u to request accommodations. • Supporting Evidence Cite 3–5 sources of scholarly, professional, or policy evidence to support your analysis and recommendations. Portfolio Prompt: You may choose to save your presentation to your ePortfolio. Competencies Measured By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria: • Competency 1: Analyze relevant health care laws, policies, and regulations; their application; and their effects on • • • organizations, interprofessional teams, and professional practice. • Explain how a proposed policy and practice guidelines will affect how a stakeholder group does its work. Competency 2: Lead the development and implementation of ethical and culturally sensitive policies that improve health outcomes for individuals, organizations, and populations. • Summarize a proposed organizational policy and practice guidelines. • Explain how a proposed policy and practice guidelines will improve quality and outcomes for a stakeholder group. Competency 3: Evaluate relevant indicators of performance, such as benchmarks, research, and best practices, to inform health care laws and policies for patients, organizations, and populations. • Interpret, for stakeholders, the relevant benchmark metrics that illustrate the need for a proposed policy and practice guidelines. Competency 4: Develop strategies to work collaboratively with policy makers, stakeholders, and colleagues to address environmental (governmental and regulatory) forces. • Present strategies for collaborating with a stakeholder group to implement a proposed policy and practice guidelines. • Deliver a persuasive, coherent, and effective audiovisual presentation. PROFESSIONAL PRESENTATION GUIDELINES DATE Name (Presenter) Capella University School of Nursing and Health Sciences Course © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary MICROSOFT POWERPOINT ▪ Disseminates information ▪ Can add visuals such as illustrations or graphs ▪ Can add film clips, sound, and animation © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 1 GETTING STARTED ▪ Create a topic outline based on grading rubric ❑ Do not use complete sentences for headings ▪ Choose a slide design ❑ ▪ Consider contrast of text and background Create a slide or two as needed ❑ Address each criterion in the rubric © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 2 GENERAL GUIDELINES ▪ 5–7 Rule ❑ ❑ Limit words to 5–7 per line Limit lines to 5–7 per slide ▪ Typography ❑ ❑ ❑ Headline type should be 24–28 points Bullet or body type should be 14–18 points for readability Avoid decorative type: use Arial or Times © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 3 EXTRAS: TYPOGRAPHIC ELEMENTS Fancy lettering for titles: best for flyers or posters © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 4 EXTRAS: GRAPHIC SUPPORT ELEMENTS Add text in or out of the grid © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary Smart Art More interesting than a table To present points with flair Don’t overdo it! A good way 5 EXTRAS: ILLUSTRATIONS 6 Avoid low-resolution or copyrighted art and photos © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary SPEAKER’S NOTES © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 7 RECORDED PRESENTATIONS: KALTURA 8 Using Kaltura Campus resource © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary RECORDED PRESENTATIONS: ADOBE CONNECT Adobe Connect Quick Start Tutorial © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 9 FINISHING THE PRESENTATION ▪ Proofread ▪ Proofread again ▪ Run spell check ▪ Read it aloud ▪ Ask someone to read it to you © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 10 RECAP ▪ Summary ▪ Introduction ❑ Tell audience what you will tell them ▪ Body ❑ Present the content ▪ Conclusion/Summary ❑ Review briefly what you have covered ▪ Questions © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 11 RESOURCES 12 ▪ Using Adobe Connect ▪ Adobe Connect Quick Start Tutorial ▪ Using Kaltura ▪ Kaltura Basics Tutorial ▪ Microsoft Office Software ▪ Guidelines for Effective PowerPoint Presentations [PPTX] ▪ How Do I Cite an Image in a PowerPoint Presentation? (APA Style) ▪ PowerPoint Presentations Capella Library Guide ▪ Microsoft Office: Create or Remove a Hanging Indent in PowerPoint ▪ Microsoft Office: Make Your PowerPoint Presentations Accessible © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary 13 Thank You! © 2018 CAPELLA UNIVERSITY – Confidential and Proprietary POLICY PROPOSAL PRESENTATION LEARNER’S NAME CAPELLA UNIVERSITY NHS6004: HEALTH CARE LAW AND POLICY INSTRUCTOR NAME JANUARY 1, 2020 Hello, and welcome to today’s presentation on the policy proposal for managing medication errors. This presentation has been designed to give you, the stakeholders, all the relevant information about the need for an institutional policy that will reduce medication errors at Mercy Medical Center. We will also discuss the scope of the proposal, strategies to resolve medication errors, and stakeholder involvement in the implementation of these strategies. 1 Presentation Outline ■ Policy on Managing Medication Errors ■ Need for a Policy ■ Scope of the Policy ■ Strategies to Resolve Medication Errors ■ Role of the Hospital Staff ■ Positive Impact on Working Conditions ■ Issues in the Application of Strategies ■ Alternative Perspectives on Mitigating Medication Errors ■ Stakeholder Participation We will begin by understanding the features of the policy on managing medication errors. We will examine the need for a policy and determine its scope. The policy will revolve around two strategies to resolve medication errors. We will identify the role of members of the hospital staff who will implement the strategies. We will examine the potential positive impact of the strategies on the working conditions of the staff. We will also delve into possible barriers that could arise during the application of the strategies. Next, we will discuss alternative perspectives for resolving medication errors. Finally, we will look at the stakeholder involvement in implementing these strategies. 2 Policy on Managing Medication Errors ■ Analyzing medication error trends and addressing shortfalls regularly ■ Establishing automated dispensing cabinets to manage medication ■ Training hospital staff and pharmacists on medication error prevention ■ Educating patients on potential areas of medication error The policy guidelines presented here comply with state and federal laws. Centers for Medicare & Medicaid Services mandates the implementation of evidence-based initiatives to improve the quality of health care by analyzing the condition of patient safety and managing medication errors (Centers for Medicare & Medicaid Services, 2017). Mercy Medical Center intends to regularly conduct a thorough analysis of medication error trends as a quality measure and to identify gaps in existing medical processes. To comply with the Code of Maryland Regulations, the hospital will conduct training sessions to educate and train health care professionals such as doctors, nurses, and hospital support staff to manage and minimize medication errors. An internal staff committee will be formed to regularly review patient safety standards. The hospital will also encourage timely and accurate reporting of medication errors, which would help in trend analysis of these errors (Code of Maryland Regulations, n.d.). As per the new policy, the hospital will install automated dispensing cabinets to efficiently manage medication and to reduce dispensingrelated medication errors (Darwesh et al., 2017). 3 Need for a Policy ■ Increase in medication errors from 2015 to 2016 by 50% ■ Medication errors can increase the cost of health care ■ Medication errors can cause significant harm to patients ■ Managing medication errors is essential for quality improvement Medication errors can endanger patient safety and public health. Medication errors can cause significant harm to patients and endanger their lives. From 2015 to 2016, Mercy Medical Center has seen a 50% increase in medication errors in its medical and surgery units. Medication error incidents need additional care interventions and resources, which could lead to an increase in expense for medical practitioners and a decrease in the efficiency of health care services. Medication error incidents could also negatively affect the hospital’s reputation. Managing medication errors ensures patient safety and reduces potential risks to a patient’s life, thereby reflecting highquality patient care (Kavanagh, 2017). 4 The policy is applicable to: Nursing and medical staff Scope of the Policy Emergency and allied care practitioners Pharmacists and pharmacy staff Patients and family members Board members It is necessary to identify the group of stakeholders in order to analyze and understand their expectations and interests. The policy is applicable to medical and nursing staff, emergency care staff, and pharmacists and pharmacy staff (Kavanagh, 2017; Ferencz, 2014) because they prescribe, administer, and dispense medication. It caters to patients and their family members by conducting training programs to increase their awareness of medication errors. The policy is also applicable to the board members of the hospital. Their involvement in financial decisions and role allocation is important when promoting safe and quality health care (Parand et al., 2014). 5 Strategies to Resolve Medication Errors (1) Medication error analysis ■ Uses failure mode and effects analysis ■ Evaluates potential vulnerabilities in medical processes ■ Identifies actions that could reduce potential errors ■ Mitigates the risk and impact of repeated errors Medication errors can pose serious risks to patient safety; however, learning from these errors can help improve care interventions and reduce recurrences. Each error reported is an opportunity for practitioners to develop countermeasures or to avoid the repetition of errors as well as mitigate the impact of errors. Under the failure mode and effects analysis technique defined by Weant et al. (2014), a multidisciplinary committee commissioned by Mercy Medical Center can review medication delivery and administration processes vulnerable to errors, the steps in each process, possible failures, reasons for failures, and possible impact (Institute for Healthcare Improvement, n.d.). This committee can observe shortfalls and organize errors as per the urgency. Accordingly, the committee can recommend actions to reduce the possible errors in the medication process. The analysis will end with an evaluation of the prescribed actions for improvement (Centers for Medicare & Medicaid Services, n.d.). 6 Strategies to Resolve Medication Errors (2) Automated dispensing cabinets ■ Store, dispense, and electronically track drugs ■ Assist the medical center in profiling patients ■ Reduce the time taken to retrieve medication ■ Track inventory on a real-time basis Nursing staff, who are usually preoccupied with heavy workloads, will benefit greatly from the automated dispensing cabinets. Automated dispensing cabinets facilitate the safe delivery of care and reduce retrieval times for medication (Rochais et al., 2014). 7 Role of the Staff ■ Identify the right workflow ■ Maintain optimum inventory ■ Establish procedures for accurate withdrawal of medication ■ Establish guidelines for reporting errors ■ Conduct training The staff of Mercy Medical Center will play an important role in the implementation of the new policy. The Chief of Medicine, along with the board members, will have to identify the right workflow and establish a reporting hierarchy. This will help staff members identify the contact persons to whom they must report an error. The nursing staff will be responsible for a double-check mechanism to restock medication. This will ensure efficient inventory management, especially when hospitalists use the automated dispensing cabinets. The Chief of Medicine, along with other department heads, will be responsible for establishing an accurate withdrawal procedure to mitigate erroneous administration of drugs. A quality committee comprising key administrative personnel, nursing staff, and doctors will establish the guidelines and protocols for reporting errors. These guidelines will also help increase staff awareness of the different degrees of medication errors and their consequences. 8 Positive Impact on Working Conditions ■ Improvement in the safety of medication system ■ Mitigation of future errors ■ Optimum stock of medication ■ Reduced reliance on verbal orders The new policy on the management of medication error will, in a pervasive manner, improve the safety of the medication system. The use of automated dispensing cabinets will reduce the scope of mismanagement in the prescription and administration of drugs. Analysis of medication errors will help identify the bottlenecks in the medication administration and dispensing procedures, which will help avoid errors in future (Weant et al, 2014). Automated dispensing cabinets help in managing the inventory of drugs efficiently and will ensure that there is always an optimum stock of medicines for corresponding patient profiles (Rochais, et al, 2014). A standardized operating procedure will reduce the need for staff to rely on verbal orders. 9 Issues in Application of Strategies ■ Irregular or inaccurate documentation ■ Incorrect restocking of automated dispensing cabinets ■ Inefficient functioning of dispensing cabinets ■ Complexities in point-of-care drug order entry A few precautions need to be taken in order to successfully implement the strategies. Medication errors must be documented regularly to perform effective analysis. Additionally, verbal reporting of errors must be discouraged because such reporting can result in incorrect documentation or underreporting of errors; dissuading such reporting increases the scope for improvement of patient safety (Elden & Ismail, 2016). A conducive environment is essential for the implementation of these strategies. Dependence on a one-size-fits-all dispenser may lead to the system operating below expectations. Point-of-care drug entries made by prescribers can become complicated because of interface-based complexities. A prescriber must choose from a large variety of drugs, brands, and dosages for drug profiling, which is a tedious task (Ferencz, 2014). 10 Alternative Perspectives on Mitigating Medication Errors ■ Using robotic systems for medication distribution ■ Linking supply ordering with medication distribution system A novel alternative to mitigating medication errors is to use robotic systems for medication distribution. This is a high-end, fully automated medication distribution system, unlike the smaller automated dispensing cabinets proposed for Mercy Medical Center. A robotic system is incompatible with Mercy Medical Center as it is prohibitive in terms of the cost. There is also a lack of definitive evidence indicating that dispensing errors and inventory management issues can be resolved effectively using this technology (Rodriguez-Gonzalez et al., 2019). Smaller care centers link the ordering of supplies with a medication distribution system in order to ensure a continuous supply of medication (Rovers & Mages, 2017). This would also help prevent overstocking. However, implementing the technique would require a complete overhaul of the current supply ordering system, which, given the large size of the center, is not recommended. Therefore, this technique is not feasible for Mercy Medical Center. 11 Stakeholder Participation ■ Key administrative personnel will form a quality committee ■ Nursing staff will identify processes in which most medication errors occur ■ Pharmacists should ensure strict compliance of stocking and dispensing policies ■ Board members will ensure transparency and efficiency ■ Patients and family members will provide feedback for improvement The key administrative personnel establish role accountability, articulate the organization’s quality improvement norms, and regularly strengthen a culture of safety among the staff. A quality committee comprised of key administrative personnel can ensure an exchange of expertise between members of the committee and nursing staff and better monitoring of strategy implementation. This committee will ensure that the medical, nursing, emergency care, and pharmacy staff adhere to federal and state quality and safety benchmarks (Parand et al., 2014). The multidisciplinary committee should also involve the main nursing staff as they have firsthand experience in dealing with medication administration problems. They will be able to recognize the shortfalls that lead to errors. Additionally, pharmacists can cross-check with prescribers for discrepancies in medication orders while receiving prescriptions (The Health Foundation, 2012; Ferencz, 2014). 12 References (1) Agency for Healthcare Research and Quality. (2017). Guide to patient and family engagement in hospital quality and safety. https://www.ahrq.gov/professionals/systems/hospital/engagingfamilies/index.html Centers for Medicare & Medicaid Services. (n.d.). Guidance for performing failure mode and effects analysis with performance improvement projects. https://cms.gov/Medicare/Provider-Enrollment-andCertification/QAPI/downloads/GuidanceForFMEA.pdf Centers for Medicare & Medicaid Services. (2017). Patient safety standards. https://www.cms.gov/Medicare/QualityInitiatives-Patient-Assessment-Instruments/QualityInitiativesGenInfo/ACA-MQI/Patient-Safety/MQI-Patient-Safety.html Code of Maryland Regulations. (n.d.). Hospital patient safety program. http://qups.org/med_errors.php?c=internal&id=172 Darwesh, B. M., Machudo, S. Y., & John, S. (2017). The experience of using an automated dispensing system to improve medication safety and management at King Abdul aziz University Hospital. Journal of Pharmacy Practice and Community Medicine 3(3), 114–119. http://doi.org/10.5530/jppcm.2017.3.26 Elden, N. M. K., & Ismail, A. (2016). The importance of medication errors reporting in improving the quality of clinical care services. Global Journal of Health Science, 8(8), 243–251. https://doi.org/10.5539/gjhs.v8n8p243 Ferencz, N. (2014). Safety of automated dispensing systems. U.S. Pharmacist. https://www.uspharmacist.com/article/safety-of-automated-dispensing-systems Institute for Healthcare Improvement. (n.d.). Failure modes and effects analysis. http://ucdenver.edu/academics/colleges/medicalschool/facultyAffairs/moc/Forms/Documents/MOCPAP/FailureModes andEffectsAnalysis_IHI.pdf 13 References (2) Kavanagh, C. (2017). Medication governance: Preventing errors and promoting patient safety. British Journal of Nursing, 26(3), 159–165. http://doi.org/10.12968/bjon.2017.26.3.159 Parand, A., Dopson, S., Renz, A., & Vincent, C. (2014). The role of hospital managers in quality and patient safety: A systematic review. BMJ Open, 4(9). http://doi.org/10.1136/bmjopen-2014-005055 Rochais, É., Atkinson, S., Guilbeault, M., & Bussières, J.-F. (2014). Nursing perception of the impact of automated dispensing cabinets on patient safety and ergonomics in a teaching health care center. Journal of Pharmacy Practice, 27(2), 150–157. https://doi.org/10.1177/0897190013507082 Rodriguez-Gonzalez, C. G., Herranz-Alonso, A., Escudero-Vilaplana, V., Ais-Larisgoitia, M. A., Iglesias-Peinado, I., & SanjurjoSaez, M. (2019). Robotic dispensing improves patient safety, inventory management, and staff satisfaction in an outpatient hospital pharmacy. Journal of Evaluation in Clinical Practice, 25(1), 28–35. https://www.ncbi.nlm.nih.gov/pubmed/30136339 Rovers, J. P., & Mages, M. D. (2017). A model for a drug distribution system in remote Australia as a social determinant of health using event structure analysis. BMC Health Services Research, 17(1), 677. https://www.ncbi.nlm.nih.gov/pubmed/28946918 The Health Foundation. (2012). Evidence scan: Reducing prescribing errors. https://health.org.uk/sites/default/files/ReducingPrescribingErrors.pdf Weant, K. A., Bailey, A. M., & Baker, S. N. (2014). Strategies for reducing medication errors in the emergency department. Open Access Emergency Medicine, 6, 45–55. https://doi.org/10.2147/OAEM.S64174 14 1 Policy Proposal Course Name Institution Instructor Date 2 Policy Proposal Need for creating a Policy and Practice Guidelines The current benchmark applied in Mercy Healthcare Clinic was developed to improve the services offered in the center regarding the screening and prevention of diabetes. In 2016 and 2017, three major methods were applied for diabetes screening, including the HgbA1C, the foot, and the eye tests. All the practices performed for the screening and prevention of the disease had to comply with the benchmark measures developed as the goals of every quarter. According to the benchmarks, the proposed exams include 140 tests for HgbA1C, 80 for foot, and 45 for eyes. The three practices were found to be below the recommended benchmarks, which indicated that some actions need to be undertaken to enhance the involvement of the patients and the communities. The poor benchmarks obtained indicate that there is a poor connection between the facility and community involvement. The underperformed benchmarks affected the quality of care provided to the patients because the decrease in screening contributed to increased illnesses in the community, which led to deteriorated health outcomes. According to the outcome experienced in the community due to poor screening, it indicates that changes need to be introduced. The failure to introduce the changes can have adverse effects on the health condition of the communities involved, including the American Indians, the Caucasians, and the African Americans. In this case, the diabetes incidence and prevalence among the communities have to increase since there are poor or no preventive measures adopted due to poor screening. This will impact the community and the healthcare facility due to the increased number of patients to be received. In this case, research indicates that the prevention measures developed tend to be poor in communities where diabetes screening 3 is underperformed (Martinez et al., 2019). This contributes to the increase in the number of patients in the region since the community residents tend to develop the illness unexpectedly. Ethical, Evidence-Based Practice Guidelines to improve Benchmark Performance According to evidence from research, one of the ways through which benchmarks of a healthcare facility can be improved is by creating and maintaining a good relationship between the medical center and the communities involved (Ekoe et al., 2018). The relationship between the facility and the communities has to be improved regardless of the community leaders' interests and priorities. An improved relationship tends to promote trust for the healthcare facility among the community residents. The healthcare facility management and the community leaders have to maintain a strong rapport based on their understanding of the purpose and goals of the hospital as well as the community needs that should be addressed. When the community leaders are informed about the facility's goal and purpose in conducting various practices such as screening and prevention measures, the leaders can encourage the residents to take part, thus improving community participation. With increased community participation, various healthcare policies can be incorporated, where one of them involves the ‘Eliminating Disparities in Diabetes Prevention, Access, and Care Act’ (EDDPAC) (Forouhi & Wareham, 2019). Besides, the healthcare facility should develop appropriate programs and workshops to accommodate the community residents and offer maximum patient support. Through the improvements in the partnership between the healthcare facility and the community, the diabetic patients within the community, among other people, will effectively and efficiently take part in the screening and prevention practices through improving their health and wellness. However, various suggestions need to be considered in the facility to ensure that the screening and prevention practices are conducted effectively. One of the necessary 4 recommendations involves developing an education program within the facility, whereby the community residents will be educated on managing their health conditions. Moreover, the healthcare facility should create more awareness regarding diabetes by publishing brochures to be issued among the community residents. The brochures can contain information such as the causes of diabetes and the actions one should take to prevent and manage the condition. Moreover, the facility should develop training programs, especially by showing the community residents how to respond to various diabetes conditions, such as engaging in physical exercises. All the practices that should be considered in improving Mercy Medical Center’s benchmarks have to be culturally and ethically inclusive. This implies that such practices should incorporate ethical principles and cultural aspects. For example, the ethical principle that can be applied is beneficence, which indicates that all the practices conducted within a healthcare facility should be patient-centered to promote the patients' interests, needs, and concerns. Besides, the cultural aspects that should be considered include society cohesiveness and cultural competence among the healthcare providers. Potential Effects of Environmental Factors on the Recommended Practice Guidelines There are two major resources that could significantly affect the recommended practice guidelines. These factors involve the facility staffing and the financial condition of the hospital. The two aspects significantly affect the quality of services offered in the facility in that their adequacy promotes the practices considered while their inadequacy results in poor outcomes. For example, in a facility where there are enough healthcare providers, the services offered to the patients are considered to be of high quality due to the adequate attention given to them. However, if there are a few healthcare providers, only a little attention will be given to the patients, thus negatively affecting their health. According to research, patients’ expectations are 5 not determined by the facility staffing and financial condition since they always expect to receive high-quality services. Besides, the financial condition of a healthcare facility determines the availability of various resources and the ability to adopt the recommended measures. For example, a financially stable healthcare facility can afford to purchase all the required materials and equipment necessary for quality care delivery. Besides, the regulatory considerations that may impact the recommended guidelines include the facility's compliance with the Center for Disease Control and Prevention (CDC) standards (Angier et al., 2017). In this case, the CDC has developed several measures and recommendations to ensure that the incidence and the prevalence of diabetes have been reduced among various communities. The CDC achieves this goal by developing the recommended guidelines for diabetes screening, especially the age-appropriate screening and encouraging community participation in the practice. The required Stakeholders and Groups The policy that should be developed to improve the screening and prevention measures performance in the Mercy Medical Clinic is developing diabetes education, training, and awareness programs to enhance community participation in screening and prevention practices. The effectiveness of this policy requires the involvement of various stakeholders and groups. The stakeholders include the facility management team, the healthcare providers, and the community residents. In this case, the facility management is necessary to ensure that the resources necessary for the implementation of the policy are available. Such resources include the staffing and the funds necessary for the practice. Besides, the healthcare providers are critical in the implementation of the policy since they are the ones who perform the recommended practices, which involve screening patients for diabetes and preventing them from developing the disease. 6 Lastly, patients are critical in adopting the policy since they are the ones who the healthcare providers serve. The patients serve as the indicator of the health issue in the community since the higher the number of patients with the illness, the more severe the disease is. The participation of the facility management team, the healthcare providers, and patients tends to enhance the development of a stronger policy. Communication and collaboration are among the critical aspects in the implementation of a policy. If these groups develop effective communication and collaboration, the issues affecting the community and the facility can be identified effectively. After identifying the issues, all the factors that contribute to their emergence can easily be recognized. After they are recognized, an appropriate strong policy can be developed to address them. However, if there is poor communication and collaboration among these groups, it would e challenging to identify and recognize the issues affecting the community and the healthcare facility. Therefore, it would be difficult to address them, thus leading to the development of a poor policy. 7 References Angier, H., Hoopes, M., Marino, M., Huguet, N., Jacobs, E. A., Heintzman, J., ... & DeVoe, J. E. (2017). Uninsured primary care visit disparities under the Affordable Care Act. The Annals of Family Medicine, 15(5), 434-442. https://doi.org/10.1370/afm.2125 Ekoe, J. M., Goldenberg, R., & Katz, P. (2018). Screening for diabetes in adults. Canadian Journal of diabetes, 42, S16-S19. https://doi.org/10.1016/j.jcjd.2017.10.004 Forouhi, N. G., & Wareham, N. J. (2019). Epidemiology of diabetes. Medicine, 47(1), 22-27. https://doi.org/10.1016/j.mpmed.2018.10.004 Martinez, L. C., Sherling, D., & Holley, A. (2019). The screening and prevention of diabetes mellitus. Primary Care: Clinics in Office Practice, 46(1), 41-52. https://doi.org/10.1016/j.pop.2018.10.006
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Policy Proposal Presentation

Summary of the Proposed Policy

The policy improves diabetes screening and prevention.

It promotes education, training, and awareness programs.

These practices enhance community participation.

Improved community participation improves screening and prevention

The stakeholder group selected is healthcare providers.

The Relevant Federal Policy

Americans with Disability Act (ADA) is critical.

Diabetic people are grouped into the ADA beneficiaries.

ADA enhances equality in treatment and management

The benchmark findings showed poor screening performance.

Performance was poor due to poor participation.

Benchmark M...

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