Capella Univeristy Twenty First Century Healthcare Leadership Research Paper

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Attached are feedback from Project Charter 2, the scoring guide for this project, the Final project example, and the Final Project Charter instructions. The Final Project Instructions start with an email from the instructor and in the middle of the document have the actual instructions you need to follow to complete this assignment. There is a Final Project Charter example both in word and pdf. The example is just to show you what the instructor expects. It is not the main work. It is only to show you how the instructor considers a strong paper. Your job is only to use the Final Project Scoring Guide and the Final Project Instructions to complete this assignment. I also uploaded the former job you completed which is Project Charter 2 to let you know where you are heading. Lastly, I am also attaching Project Charter 1, which was an old assignment that I need you to take a look at. The teacher criticize that the topic was not narrow down. Both Project Charter 1, Project Charter 2, and the feedback from Project Charter 2 will give you a great idea on how to do the Final Project Charter. Please follow the teacher


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FINAL PROJECT CHARTER Final Project Charter Learner’s Name Capella University 21st-Century Health Care Leadership September, 2019 1 FINAL PROJECT CHARTER Final Project Charter SWOT Analysis Strengths, weaknesses, opportunities, and threats (SWOT) analysis is a framework that helps an organization analyze an organization’s competitive standing. It evaluates an organization based on its strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are current internal aspects, while opportunities and threats are future external factors (“SWOT analysis,” 2018). In this assessment, a SWOT analysis is conducted to identify the SWOT of the Coronary Artery Disease Reduction and Early Detection (CADRED) project, which focuses on reducing the mortality rate due to ST elevation myocardial infarction (STEMI) through early diagnosis and treatment at SG Hospital. The conventional treatment procedures for STEMI are fibrinolytic therapy and percutaneous coronary intervention (PCI). Strengths      The project team is made up of individuals with demonstrated skills and remarkable experiences that are relevant to the project. The project will focus on the quality measures of the organization through an improvement in key statistics such as mortality rate. Using electronic health records (EHRs) will improve quality of care provided to patients. The high-priority status of the project will ensure immediate intrahospital transfer for patients who require special care, which will improve patient retention and the care given to patients. Additionally, there are adequate referral protocols in place to prevent all forms of referral leakage. Weaknesses 2 FINAL PROJECT CHARTER     Patients who have incomplete medical records may have more risks than estimated because of insufficient data about contraindications. There is no guarantee that patients will follow postprocedural guidelines such as stopping smoking or changing their diet, which are necessary for them to maintain their health after PCI or fibrinolytic therapy. Studies by Cheng et al. (2019) suggest that there is a high chance of incidence of restenosis after PCI. This may not be diagnosed in patients after PCI if they do not return for subsequent checkups. This increased risk of restenosis is seen in women, individuals with unstable angina, and individuals with myocardial infarction. Postoperative symptoms such as anxiety and depression may be overlooked. Opportunities     The use of EHRs and the latest ECG technology will provide sufficient significant data that will allow the automation of the diagnosis process, leading to accurate results. Psychological therapy may be recommended for patients who display postoperative symptoms such as anxiety and depression, decreasing referral leakage. Fibrinolytic therapy is effective at reducing the likelihood of medical conditions such as myocardial infarction that have an elevated risk of occurrence in patients who smoke and have bad dietary habits. The project also creates the opportunity to raise awareness about lifestyle choices that will help prevent coronary artery diseases or help in successful recovery. Threats    The risk of hemorrhagic complications following fibrinolytic therapy cannot be monitored effectively. This will reduce the success rate of the therapy. The treatment provided can be affected in certain rare cases in which patients may not show any clinical symptoms of restenosis. There may be a slight risk of allergic reactions to the contrast dye and an even smaller risk of infection after PCI. Known Major Risks 3 FINAL PROJECT CHARTER Commented [BI1]: SME comment: Yes these are risks to the PATIENT, but this section refers more to categorizing the risk as it pertains to project execution, not the actual therapy. For example, things that may impede execution of the new protocol might be: high staff turnover, multiple EMR systems in play, patient population served (poor, indigent, cultural disparity). Other types of risks to consider would be administrative personnel changes (i.e. new ED director), or say the hospital was in the process of implementing a new EMR system, this might present as a high risk item that could tie up resources. So you see, this specific section pertains to risks to project execution. The threats and weaknesses that are related to the project execution have been ranked below based on their risk level. Risk Level (Low, Medium, Risk High) High High Medium Medium Low Low Risk of losing data and data manipulation when using EHRs Risk of violating Health Insurance Portability and Accountability Act (HIPAA) guidelines on data privacy and confidentiality Risk of high employee turnover and the need to train new project team members on the protocols and guidelines designed for the project Risk of cultural disparity and ineffective communication between team members and interdisciplinary teams Risk of budget overruns and delays in schedule Risk of nonacceptance of new EHR systems by project team members and nonadherence to the guidelines designed for their implementation. Commented [BI2R1]: The risks pertaining to the project execution have been included in the table as explained in the comment above. Ethical Considerations 4 FINAL PROJECT CHARTER        The ethical considerations of this project are based on standards set by the institutional review board of SG Hospital and the Health Insurance Portability and Accountability Act (HIPAA), which makes informed consent before any procedure an absolute necessity. All possible risks with a probability of occurrence that is greater than 1% should be discussed with patients before they are asked to sign the consent form. Patients who are 18 years of age and above solely retain the right to make personal decisions regarding their health care. Only the cardiologist who is part of the CADRED project has the authority to discuss the risks associated with procedures and obtain consent from patients. The confidentiality of all medical records must be maintained and protected as per HIPAA standards, and only the project team members must have access to them. Prior permission through legal release forms must be obtained from patients before using data. All activities in the hospital database must be tracked, and any transfer of data must be approved by the project manager who will ensure compliance with HIPAA (Bowen, 2018). Patients must have access to their protected health information (PHI) on request. The PHI should be shared only with the patients’ consent, even with close family. It is communicated to the team that any violation of the patients’ privacy considerations is grounds for immediate termination. Patients who are women and/or elderly should receive special considerations because of the higher risk they face from the treatment procedure for STEMI. This is also applicable for patients with irregular angina and patients who have previously suffered a myocardial infarction. Constraints 5 FINAL PROJECT CHARTER The project is expected to have minimal constraints because of the experience and expertise of the project team. One of the major constraints of the project is diagnosing postoperative psychological problems such as anxiety and depression in patients unless clear symptoms are noticed. Further, the treatment for the postoperative psychological problems is left to patients’ discretion. Another constraint is ensuring and monitoring patients’ adherence to suggested lifestyle changes. Such monitoring is not viable in every case although noncompliance to recommended lifestyle changes could unduly reduce the success rate of the project. This noncompliance to recommended lifestyle changes, however, does not impact the operational and economic feasibility of the project as the choice of adhering to the suggested lifestyle changes is left to the patients’ discretion after they are informed of the risks of nonadherence. Commented [CC3]: Also consider the fidelity and feasibility of the new process, is there resources to support? Commented [BI4R3]: Information pertaining to the fidelity and feasibility of the project has been added along with a resource supporting the information as requested. However, the resource supporting the information does not fall in the 5year time period. The feasibility and implementation fidelity of the project can be affected by factors such as culture and race. According to Durlak and DuPre (2008), the acceptability of treatment procedures and the level of implementation of the project can vary in different community settings. However, thorough evaluation of existing data, comprehensive training, and the provision of strong technical support can help the project team successfully execute the project. External Dependencies The success of the project is determined by the number of referrals to the team. The project depends heavily on other departments for referrals. In case of complications, the required specialist will be informed through the internal communication network. The required specialist will be on standby in specific cases where complications are anticipated. Comprehensive EHRs of the patients must be maintained by all departments for ease of transfer and to prevent the loss of pertinent information. External referrals from outgoing patients are also equally important, and the PHI provided must be verified wherever necessary. Communication Strategy 6 FINAL PROJECT CHARTER Communication is a necessary skill in clinical practices and for the success of the project. It helps foster trust and coordination within the team and improve patient satisfaction (Lewis et al., 2016). SG Hospital has a digital internal communication network, which has made internal operations efficient. The project team has excellent interpersonal communication skills that allow for effective communication between different team members, external departments, and patients. The team follows the Situation-Background-Assessment-Recommendation technique, which is a communication model employed during transitions. This technique helps communicate information in a structured manner within the team and avoid miscommunication (Lewis et al., 2016). Regular progress updates will be shared with the hospital team by the project manager through weekly team meetings. The project manager will also give a detailed report of the progress of the project to the CEO, CCO, and the board of directors on a monthly basis. This report will be a PowerPoint presentation and will cover all metrics that will evaluate the performance of the project. Gantt charts will be used to record and display the timelines of all the cases and to understand if there are better ways of scheduling for efficiency. Gantt charts will also be used to document the milestones of the project. There will also be a comprehensive report after every 3 months, which will cover a detailed analysis of the project and projections for the future. Proposed Outcomes Metric Outcome Measure Process Measure Countermeasure (optional) 7 FINAL PROJECT CHARTER In-hospital risk-adjusted mortality PCI risk-adjusted bleeding Perioperative mortality in hospital among patients 18 years of age and older adjusted for the level of risk to the total number of patients 18 years of age and older on whom PCI was performed. Patients 18 years of age and older with a post-PCI bleeding event as a ratio to the total patients above 18 on whom PCI was performed after admission. The drugs administered on the arrival of a patient are recorded. Door-to-balloon (D2B) during emergency cardiac care is recorded separately for transferred patients (patients on whom PCI was performed after a referral from a hospital without the PCI facility) and nontransferred patients (patients on whom PCI was performed in the hospital of admission). Procedural complications, if any, that death is attributed to are not recorded or tested for. The drugs administered on the arrival of a patient and those prescribed at discharge are recorded. Patients who die within 24 hours of the procedure are excluded. Also, cases that indicate undetected contraindications due to oversight of information or unverified external data are not tested for. Patients’ medical history is to be considered carefully, and all preoperative tests and perioperative monitoring must be done as per protocol. N/A 8 FINAL PROJECT CHARTER 30-day readmission rate Number of patients 18 years of age and older admitted for care within 30 days of discharge to the total number of patients 18 years of age and older discharged from the hospital. As per the 2010–2014 National Readmission database, the 30day readmission rate in the U.S. is 12.3%, and this results in a cumulative cost increase of 47.9% (Kim et al., 2018). Drugs administered on the arrival of a patient and those prescribed at discharge are recorded along with the patient’s testimony on their adherence to recommended lifestyle changes. The cause of readmission is recorded. N/A Data Collection Plan Data collection and maintenance are essential for the right diagnosis and treatment of any given case. A patient’s database includes the patient’s medical history and results from lab tests and diagnostic tests. Secondary data on the patient’s history will be transferred on a case-by-case basis when the referral is internal. When the referral is external, contraindications must be verified through tests and recorded. The data from the required tests before, during, and after treatment are recorded in EHRs. Primary data regarding health status are recorded by the cardiologist or the nurse to whom the duty is delegated. The confidentiality of information will have the foremost consideration. It should be ensured that a legal release is obtained from the patient before the data is used for evaluating the project, as mandated by HIPAA (Bowen, 2018). The transfer of all data is recorded in the database in a systematic manner. This will help avoid oversights such as using data without patients’ consent. Data collection is vital in verifying the success of the project in terms of measured outcomes. This data will be used to validate the importance of the project to the stakeholders. The data used for this purpose will be collected through Excel for analysis and subsequent presentation. Data Collection Tool 9 FINAL PROJECT CHARTER Using Excel, develop a data collection tool, using appropriate headers for columns and rows.  Sheet 1: The data collection tool should include at least one filtering application and one analytical function (sum, mean, calculation).  Sheet 2: Add dummy data to demonstrate the operation above.  Sheet 3: Based on the dummy data, create a graphic representation (such as histogram, line graph, bar graph, or pie chart) to show how the data can be displayed and communicated. 10 FINAL PROJECT CHARTER References Bowen, R. (2018). Patient data takes spotlight for privacy protection at HIMSS18. Briefings on HIPAA, 18(4), 1–4. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F2023696895%3Faccountid%3D27965 Cheng, G., Chang, F., Wang, Y., You, P., Chen, H., Han, W., . . . Min, Z. (2019). Factors influencing stent restenosis after percutaneous coronary intervention in patients with coronary heart disease: a clinical trial based on 1-year follow-up. Medical Science Monitor: International Medical Journal of Experimental and Clinical Research, 25, 240–247. http://doi.org/10.12659/MSM.908692 Durlak, J. A., & DuPre, E. P. (2008). Implementation matters: A review of research on the influence of implementation on program outcomes and the factors affecting implementation. American Journal of Community Psychology, 41(3-4), 327–350. http://doi.org/10.1007/s10464-008-9165-0 Lewis, S. L., Bucher, L., Heitkemper, M. M., Harding, M. M., Kwong, J., & Roberts, D. (2016). Medical-surgical nursing: Assessment and management of clinical problems. Retrieved from https://books.google.co.in/books?id=fMCDQAAQBAJ&printsec=frontcover#v=onepage&q&f=false Kim, L. K., Yeo, I., Cheung, J. W., Swaminathan, R. V., Wong, S. C., Charitakis, K., . . . Feldman, D. N. (2018). Thirty-day readmission rates, timing, causes, and costs after ST-segment-elevation myocardial infarction in the United States: A national readmission database analysis 2010–2014. Journal of the American Heart Association, 7(18). http://doi.org/10.1161/JAHA.118.009863 SWOT analysis. (2018). In Helicon (Ed.), The Hutchinson unabridged encyclopedia with atlas and weather guide. Abington, UK: Helicon. 11 FINAL PROJECT CHARTER 12 FINAL PROJECT CHARTER Final Project Charter Learner’s Name Capella University 21st-Century Health Care Leadership September, 2019 1 FINAL PROJECT CHARTER Final Project Charter SWOT Analysis Strengths, weaknesses, opportunities, and threats (SWOT) analysis is a framework that helps an organization analyze an organization’s competitive standing. It evaluates an organization based on its strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are current internal aspects, while opportunities and threats are future external factors (“SWOT analysis,” 2018). In this assessment, a SWOT analysis is conducted to identify the SWOT of the Coronary Artery Disease Reduction and Early Detection (CADRED) project, which focuses on reducing the mortality rate due to ST elevation myocardial infarction (STEMI) through early diagnosis and treatment at SG Hospital. The conventional treatment procedures for STEMI are fibrinolytic therapy and percutaneous coronary intervention (PCI). Strengths      The project team is made up of individuals with demonstrated skills and remarkable experiences that are relevant to the project. The project will focus on the quality measures of the organization through an improvement in key statistics such as mortality rate. Using electronic health records (EHRs) will improve quality of care provided to patients. The high-priority status of the project will ensure immediate intrahospital transfer for patients who require special care, which will improve patient retention and the care given to patients. Additionally, there are adequate referral protocols in place to prevent all forms of referral leakage. Weaknesses 2 FINAL PROJECT CHARTER     Patients who have incomplete medical records may have more risks than estimated because of insufficient data about contraindications. There is no guarantee that patients will follow postprocedural guidelines such as stopping smoking or changing their diet, which are necessary for them to maintain their health after PCI or fibrinolytic therapy. Studies by Cheng et al. (2019) suggest that there is a high chance of incidence of restenosis after PCI. This may not be diagnosed in patients after PCI if they do not return for subsequent checkups. This increased risk of restenosis is seen in women, individuals with unstable angina, and individuals with myocardial infarction. Postoperative symptoms such as anxiety and depression may be overlooked. Opportunities     The use of EHRs and the latest ECG technology will provide sufficient significant data that will allow the automation of the diagnosis process, leading to accurate results. Psychological therapy may be recommended for patients who display postoperative symptoms such as anxiety and depression, decreasing referral leakage. Fibrinolytic therapy is effective at reducing the likelihood of medical conditions such as myocardial infarction that have an elevated risk of occurrence in patients who smoke and have bad dietary habits. The project also creates the opportunity to raise awareness about lifestyle choices that will help prevent coronary artery diseases or help in successful recovery. Threats    The risk of hemorrhagic complications following fibrinolytic therapy cannot be monitored effectively. This will reduce the success rate of the therapy. The treatment provided can be affected in certain rare cases in which patients may not show any clinical symptoms of restenosis. There may be a slight risk of allergic reactions to the contrast dye and an even smaller risk of infection after PCI. Known Major Risks 3 FINAL PROJECT CHARTER Commented [BI1]: SME comment: Yes these are risks to the PATIENT, but this section refers more to categorizing the risk as it pertains to project execution, not the actual therapy. For example, things that may impede execution of the new protocol might be: high staff turnover, multiple EMR systems in play, patient population served (poor, indigent, cultural disparity). Other types of risks to consider would be administrative personnel changes (i.e. new ED director), or say the hospital was in the process of implementing a new EMR system, this might present as a high risk item that could tie up resources. So you see, this specific section pertains to risks to project execution. The threats and weaknesses that are related to the project execution have been ranked below based on their risk level. Risk Level (Low, Medium, Risk High) High High Medium Medium Low Low Risk of losing data and data manipulation when using EHRs Risk of violating Health Insurance Portability and Accountability Act (HIPAA) guidelines on data privacy and confidentiality Risk of high employee turnover and the need to train new project team members on the protocols and guidelines designed for the project Risk of cultural disparity and ineffective communication between team members and interdisciplinary teams Risk of budget overruns and delays in schedule Risk of nonacceptance of new EHR systems by project team members and nonadherence to the guidelines designed for their implementation. Commented [BI2R1]: The risks pertaining to the project execution have been included in the table as explained in the comment above. Ethical Considerations 4 FINAL PROJECT CHARTER        The ethical considerations of this project are based on standards set by the institutional review board of SG Hospital and the Health Insurance Portability and Accountability Act (HIPAA), which makes informed consent before any procedure an absolute necessity. All possible risks with a probability of occurrence that is greater than 1% should be discussed with patients before they are asked to sign the consent form. Patients who are 18 years of age and above solely retain the right to make personal decisions regarding their health care. Only the cardiologist who is part of the CADRED project has the authority to discuss the risks associated with procedures and obtain consent from patients. The confidentiality of all medical records must be maintained and protected as per HIPAA standards, and only the project team members must have access to them. Prior permission through legal release forms must be obtained from patients before using data. All activities in the hospital database must be tracked, and any transfer of data must be approved by the project manager who will ensure compliance with HIPAA (Bowen, 2018). Patients must have access to their protected health information (PHI) on request. The PHI should be shared only with the patients’ consent, even with close family. It is communicated to the team that any violation of the patients’ privacy considerations is grounds for immediate termination. Patients who are women and/or elderly should receive special considerations because of the higher risk they face from the treatment procedure for STEMI. This is also applicable for patients with irregular angina and patients who have previously suffered a myocardial infarction. Constraints 5 FINAL PROJECT CHARTER The project is expected to have minimal constraints because of the experience and expertise of the project team. One of the major constraints of the project is diagnosing postoperative psychological problems such as anxiety and depression in patients unless clear symptoms are noticed. Further, the treatment for the postoperative psychological problems is left to patients’ discretion. Another constraint is ensuring and monitoring patients’ adherence to suggested lifestyle changes. Such monitoring is not viable in every case although noncompliance to recommended lifestyle changes could unduly reduce the success rate of the project. This noncompliance to recommended lifestyle changes, however, does not impact the operational and economic feasibility of the project as the choice of adhering to the suggested lifestyle changes is left to the patients’ discretion after they are informed of the risks of nonadherence. Commented [CC3]: Also consider the fidelity and feasibility of the new process, is there resources to support? Commented [BI4R3]: Information pertaining to the fidelity and feasibility of the project has been added along with a resource supporting the information as requested. However, the resource supporting the information does not fall in the 5year time period. The feasibility and implementation fidelity of the project can be affected by factors such as culture and race. According to Durlak and DuPre (2008), the acceptability of treatment procedures and the level of implementation of the project can vary in different community settings. However, thorough evaluation of existing data, comprehensive training, and the provision of strong technical support can help the project team successfully execute the project. External Dependencies The success of the project is determined by the number of referrals to the team. The project depends heavily on other departments for referrals. In case of complications, the required specialist will be informed through the internal communication network. The required specialist will be on standby in specific cases where complications are anticipated. Comprehensive EHRs of the patients must be maintained by all departments for ease of transfer and to prevent the loss of pertinent information. External referrals from outgoing patients are also equally important, and the PHI provided must be verified wherever necessary. Communication Strategy 6 FINAL PROJECT CHARTER Communication is a necessary skill in clinical practices and for the success of the project. It helps foster trust and coordination within the team and improve patient satisfaction (Lewis et al., 2016). SG Hospital has a digital internal communication network, which has made internal operations efficient. The project team has excellent interpersonal communication skills that allow for effective communication between different team members, external departments, and patients. The team follows the Situation-Background-Assessment-Recommendation technique, which is a communication model employed during transitions. This technique helps communicate information in a structured manner within the team and avoid miscommunication (Lewis et al., 2016). Regular progress updates will be shared with the hospital team by the project manager through weekly team meetings. The project manager will also give a detailed report of the progress of the project to the CEO, CCO, and the board of directors on a monthly basis. This report will be a PowerPoint presentation and will cover all metrics that will evaluate the performance of the project. Gantt charts will be used to record and display the timelines of all the cases and to understand if there are better ways of scheduling for efficiency. Gantt charts will also be used to document the milestones of the project. There will also be a comprehensive report after every 3 months, which will cover a detailed analysis of the project and projections for the future. Proposed Outcomes Metric Outcome Measure Process Measure Countermeasure (optional) 7 FINAL PROJECT CHARTER In-hospital risk-adjusted mortality PCI risk-adjusted bleeding Perioperative mortality in hospital among patients 18 years of age and older adjusted for the level of risk to the total number of patients 18 years of age and older on whom PCI was performed. Patients 18 years of age and older with a post-PCI bleeding event as a ratio to the total patients above 18 on whom PCI was performed after admission. The drugs administered on the arrival of a patient are recorded. Door-to-balloon (D2B) during emergency cardiac care is recorded separately for transferred patients (patients on whom PCI was performed after a referral from a hospital without the PCI facility) and nontransferred patients (patients on whom PCI was performed in the hospital of admission). Procedural complications, if any, that death is attributed to are not recorded or tested for. The drugs administered on the arrival of a patient and those prescribed at discharge are recorded. Patients who die within 24 hours of the procedure are excluded. Also, cases that indicate undetected contraindications due to oversight of information or unverified external data are not tested for. Patients’ medical history is to be considered carefully, and all preoperative tests and perioperative monitoring must be done as per protocol. N/A 8 FINAL PROJECT CHARTER 30-day readmission rate Number of patients 18 years of age and older admitted for care within 30 days of discharge to the total number of patients 18 years of age and older discharged from the hospital. As per the 2010–2014 National Readmission database, the 30day readmission rate in the U.S. is 12.3%, and this results in a cumulative cost increase of 47.9% (Kim et al., 2018). Drugs administered on the arrival of a patient and those prescribed at discharge are recorded along with the patient’s testimony on their adherence to recommended lifestyle changes. The cause of readmission is recorded. N/A Data Collection Plan Data collection and maintenance are essential for the right diagnosis and treatment of any given case. A patient’s database includes the patient’s medical history and results from lab tests and diagnostic tests. Secondary data on the patient’s history will be transferred on a case-by-case basis when the referral is internal. When the referral is external, contraindications must be verified through tests and recorded. The data from the required tests before, during, and after treatment are recorded in EHRs. Primary data regarding health status are recorded by the cardiologist or the nurse to whom the duty is delegated. The confidentiality of information will have the foremost consideration. It should be ensured that a legal release is obtained from the patient before the data is used for evaluating the project, as mandated by HIPAA (Bowen, 2018). The transfer of all data is recorded in the database in a systematic manner. This will help avoid oversights such as using data without patients’ consent. Data collection is vital in verifying the success of the project in terms of measured outcomes. This data will be used to validate the importance of the project to the stakeholders. The data used for this purpose will be collected through Excel for analysis and subsequent presentation. Data Collection Tool 9 FINAL PROJECT CHARTER Using Excel, develop a data collection tool, using appropriate headers for columns and rows.  Sheet 1: The data collection tool should include at least one filtering application and one analytical function (sum, mean, calculation).  Sheet 2: Add dummy data to demonstrate the operation above.  Sheet 3: Based on the dummy data, create a graphic representation (such as histogram, line graph, bar graph, or pie chart) to show how the data can be displayed and communicated. 10 FINAL PROJECT CHARTER References Bowen, R. (2018). Patient data takes spotlight for privacy protection at HIMSS18. Briefings on HIPAA, 18(4), 1–4. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F2023696895%3Faccountid%3D27965 Cheng, G., Chang, F., Wang, Y., You, P., Chen, H., Han, W., . . . Min, Z. (2019). Factors influencing stent restenosis after percutaneous coronary intervention in patients with coronary heart disease: a clinical trial based on 1-year follow-up. Medical Science Monitor: International Medical Journal of Experimental and Clinical Research, 25, 240–247. http://doi.org/10.12659/MSM.908692 Durlak, J. A., & DuPre, E. P. (2008). Implementation matters: A review of research on the influence of implementation on program outcomes and the factors affecting implementation. American Journal of Community Psychology, 41(3-4), 327–350. http://doi.org/10.1007/s10464-008-9165-0 Lewis, S. L., Bucher, L., Heitkemper, M. M., Harding, M. M., Kwong, J., & Roberts, D. (2016). Medical-surgical nursing: Assessment and management of clinical problems. Retrieved from https://books.google.co.in/books?id=fMCDQAAQBAJ&printsec=frontcover#v=onepage&q&f=false Kim, L. K., Yeo, I., Cheung, J. W., Swaminathan, R. V., Wong, S. C., Charitakis, K., . . . Feldman, D. N. (2018). Thirty-day readmission rates, timing, causes, and costs after ST-segment-elevation myocardial infarction in the United States: A national readmission database analysis 2010–2014. Journal of the American Heart Association, 7(18). http://doi.org/10.1161/JAHA.118.009863 SWOT analysis. (2018). In Helicon (Ed.), The Hutchinson unabridged encyclopedia with atlas and weather guide. Abington, UK: Helicon. 11 FINAL PROJECT CHARTER 12 Email From Instructor Hello Class, I hope you are enjoying Labor Day Weekend. Welcome to week 9. This week we will be working hard on Project Chart Part 3. I have posted this announcement in the beginning of class but also wanted to repost it this week for those who missed it. Please watch the video below which outlines the charter due this week. SWOT analysis Provides organizations with a clear, easy-to-read map of internal and external factors that may help or harm a project, by listing and organizing a project's strengths, weaknesses, opportunities, and threats. Strength- Project strengths could include things like executive support or financial resources. Weaknesses- discuss three potential obstacles to a successful project outcome. Examples could be staff compliance, buy in, COVID-19, etc Opportunities- here current opportunities to facilitate project success, such as leveraging existing EMP to implement a clinical decision support system. Threats- Identify at least three current or future threats to the project’s success here. Examples include increased competition or high staff turnover in the affected department or service line. You will then rank the SWOT weaknesses and threats and discuss how they might be mitigated. Ethical Considerations• • • Identify your population. Discuss if the research study includes participants from any of the following vulnerable populations protected by federal regulations or guidelines such as minors, prisoners, pregnant women, students receiving services under the Individuals with Disabilities Education Act, developmentally disabled persons, economically or educationally disadvantaged persons. If it does let’s talk ASAP! Discusses ethical concerns relating to human participant risk. whether an activity could potentially result in negative consequences for the participant due to invasion of privacy or breach of confidentiality. Discuss how you will minimize the risk level by protecting confidentiality or collecting data that is anonymous. How are you protecting their name, identify, and health information collected? Will you use a deidentification code? Will the data collection sheet be stored in a locked desk? Consider the regulations of your practicum site IRB. • Discuss if your practicum site requires IRB approval. If so discuss if it will be an expedited or full level review. • For Capella IRB, you will state that you will obtain Capella IRB approval or approval as non-human subject research (you do not know which one the IRB will approve of as of yet so state either or). Constraints List here any limits to personnel, funding, scheduling, or other options, such as a predetermined budget, limited staff, or deadline. Most of these project will not need funding, if so just state that now funding is needed. Discuss the study limitations. What factors that might limit internal validity. What efforts will be taken to minimize and or adjust for the limitations? External dependencies If the project’s success may depend on external relationships or resources such as personnel, funding, communication channels, or community resources, describe them here. If there are no external dependencies, describe internal support. Communication strategy Indicate here how the project manager will communicate to sponsors, project team, and stakeholders. Describe the means and frequency of communication, including meetings, processes, and tools such as charts, wikis, and dashboards. Outcomes Here you need to discuss you project outcomes. Here is an example of my outcomes for Cauti Per the Hospital Inpatient Quality Reporting requirement mandated by the Center for Medicare and Medicaid Services (CMS), facilities are obligated to monitor and report CAUTI for each patient care location through the CDC’s National Healthcare Safety Network. The following outcomes will be measured: 1. CAUTI Rate (CR) = (number of CAUTI [NC] / catheter days [CD] × 1000) 2. Device Utilization Rate (DUR) = (catheter days [CD] / patient days [PD]) 3. Number of catheter days Data Collection Plan Describe in detail here the data you will collect and analyze to determine project success, including how and when it will be collected per the project milestones described above. Identify those who will collect, analyze, and store the data and address the integrity of the process (will it be done by team members or staff). Explain the integrity of the data sources: will data be collected from the EMR, online survey, or an internally created tool? Describe your plan to handle missing data and where you will securely store the data. Data Collection Tool Develop a data collection tool for future use in Excel using appropriate headers for columns and rows Please let me know if you have any questions. Final Project Charter Instructions Continue to draw from the gap, need, or opportunity for improvement identified in the leadership interview to complete Part 3 of the Project Charter Template. In addition to completing Part 3, remember to revise Parts 1 and 2 based on instructor feedback from the previous assignments. You are also required to create and submit a data collection tool in Excel and submit as an appendix to your project charter. Refer to the helpful links in Resources as you complete your assignment. The following requirements correspond to the criteria in the assignment scoring guide, so be sure to address each point: 1. Analyze organizational or system strengths, weaknesses, opportunities, and threats (SWOT) in relation to the selected project aim. o Support the SWOT analysis with contextual information specific to the organization or health care system. o Identify and rate major known risks (low, medium, high risk) that could be barriers to the project. o Explain major assumptions for the project, including a description of logistical constraints that may affect the fidelity of the project. 2. Summarize pertinent ethical considerations that may be encountered during the project. o Address protected health information, HIPAA, human subject considerations, equitable care, and appropriate use of data. 3. Describe the communication strategies that will be used during the project. o Specify how the project manager will communicate to the executive sponsor, project team members, and stakeholders, including frequency of status updates, project team meetings, and so on. o Include descriptions of any visual tools or processes that will be used in communication such as Gemba walks, Gantt charts, dashboards, or safety cross. 4. List proposed outcomes and corresponding metrics to measure the outcomes. o Operationally define outcome measures. o Operationally define process measures. 5. Describe the purpose and use of the data collection plan. o Include a description of primary or secondary data, source, data integrity, and data security plan. o Attach a data collection tool in Excel appropriate for the data source and time frame for the project; include this as an appendix. 6. Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. Example assignment: You may use the assignment example, linked in the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like. Additional Requirements • • • • • Written communication: Write clearly, accurately, and professionally, incorporating sources appropriately. Length of paper: Complete all fields of the Project Charter Template succinctly but thoroughly. Resources: Include sources where appropriate within the template and add references to the reference list on the last page. APA format: Cite your sources using current APA format. Font and font size: Times Roman, 12 points. Final Project Charter Scoring Guide Due Date: End of Unit 9 Percentage of Course Grade: 20%. CRITERIA NONPERFORMANCE BASIC PROFICIENT DISTINGUISHED Analyze organizational or systemic strengths, weaknesses, opportunities, and threats relative to the identified project aim. 15% Does not analyze organizational or systemic strengths, weaknesses, opportunities, and threats relative to the identified project aim. Explains but does not analyze organizational or systemic strengths, weaknesses, opportunities, and threats relative to the identified project aim. Analyzes organizational or systemic strengths, weaknesses, opportunities, and threats relative to the identified project aim. Analyzes organizational or systemic strengths, weaknesses, opportunities, and threats relative to the identified project aim, demonstrating exceptional scholarship and academic rigor. Summarize pertinent ethical concerns that may be encountered during the project. 15% Does not summarize pertinent ethical concerns that may be encountered during the project. Summarizes pertinent ethical concerns that may be encountered during the project but summary lacks depth or clarity. Summarizes pertinent ethical concerns that may be encountered during the project. Summarizes pertinent ethical concerns that may be encountered during the project and draws insightful conclusions based on professional ethical standards. Describe strategies that will be used to communicate project progress to team members and stakeholders. 14% Does not describe strategies that will be used to communicate project progress to team members and stakeholders. Describes strategies that will be used to communicate project progress to team members and stakeholders but description is unclear or incomplete. Describes strategies that will be used to communicate project progress to team members and stakeholders. Describes strategies that will be used to communicate project progress to team members and stakeholders; articulates clear goals or outcomes for proposed strategies. Explain the rationale for communications strategies that will be used in the project. 14% Does not explain the rationale for communications strategies that will be used in the project. Identifies but does not explain the rationale for communications strategies that will be used in the project. Explains the rationale for communications strategies that will be used in the project. Explains the rationale for communications strategies that will be used in the project, including specific examples. List proposed outcomes and the corresponding metrics to measure outcomes. 14% Does not list proposed outcomes and corresponding metrics to measure outcomes. Partially lists proposed outcomes and corresponding metrics to measure outcomes. Lists proposed outcomes and corresponding metrics to measure outcomes. Lists proposed outcomes and corresponding metrics to measure outcomes, incorporating local, regional. and national benchmarks for comparison. Describe the purpose and use of the data collection plan. 14% Does not describe the purpose and use of the data collection plan Identifies but does not describe the purpose and use of the data collection plan. Describes the purpose and use of the data collection plan. Describes the purpose and use of the data collection plan that considers ethical stewardship for data use. CRITERIA Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. 14% NONPERFORMANCE Does not convey purpose in an appropriate tone and style. Does not incorporate supporting evidence nor adhere to organizational, professional, or scholarly writing standards. BASIC PROFICIENT DISTINGUISHED Conveys purpose, in an appropriate tone or style. Clear, effective communication is inhibited by insufficient supporting evidence and/or minimal adherence to organizational, professional, or scholarly writing standards. Conveys purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. Conveys clear purpose, in a tone and style well-suited to the intended audience. Supports assertions, arguments, and conclusions with relevant, credible, and convincing evidence. Exhibits strict and nearly flawless adherence to organizational, professional, and scholarly writing standards, including APA style and formatting. NHS8040 u07a1 - Project Charter Part 2 Learner: Sam , Monboe OVERALL COMMENTS RUBRICS CRITERIA 1 (17%) Summarize the proposed project. COMPETENCY Develop a project charter that addresses a potential gap, problem, or opportunity within a health care system. NON_PERFORMANCE: Does not summarize the proposed project. BASIC: Summarizes the proposed project but overlooks key information. PROFICIENT: Summarizes the proposed project. DISTINGUISHED: Summarizes the proposed project and provides clear, professional information and expectations for change. Comments: You have summarized the project aims of a patient safety program to prevent surgical errors, communication among caregivers, patient identification, the safety and usage of medication, and the prevention of hospitalacquired infections. This is very broad. In order to meet the requirements of this charter this needs to be narrowed down. For example, the aim is to improve CAUTI rates through a CAUTI prevention protocol. Or improve medication errors through barcode scanning. This is written too large to meet the details. Its multiple projects in one. CRITERIA 2 (17%) Explain the objective evidence to substantiate the need for the proposed project. COMPETENCY Develop a project charter that addresses a potential gap, problem, or opportunity within a health care system. NON_PERFORMANCE: Does not explain the objective evidence to substantiate the need for the proposed project. BASIC: Explains the objective evidence to substantiate the need for the proposed project but explanation lacks detail or is missing key information. PROFICIENT: Explains the objective evidence to substantiate the need for the proposed project. DISTINGUISHED: Explains the objective evidence to substantiate the need for the proposed project. Articulates a clear vision for change that anticipates stakeholder concerns and acknowledges potential risks. Comments: You have good literature in this section regarding patient safety in general, but this needs to be more specific with data on safety issues such as if you were doing medication errors, what is the data on errors nationally, locally, what is the goal. How doe you prevent errors? CRITERIA 3 (17%) Justify choice of three SMART objectives related to the proposed project. COMPETENCY Develop a project charter that addresses a potential gap, problem, or opportunity within a health care system. NON_PERFORMANCE: Does not justify choice of three SMART objectives related to the proposed project BASIC: Explains but does not justify choice of three SMART objectives related to the proposed project. PROFICIENT: Justifies choice of three SMART objectives related to the proposed project. DISTINGUISHED: Justifies choice of three SMART objectives related to the proposed project using clear, concise reasoning that demonstrates a comprehensive understanding of the selected issue. Comments: You have SMART objectives but these are very broad. This needs to be narrowed down. For example if you were implementing barcode scanning for medication errors your objectives would be to purchase the barcode scanning system, educate pharmacy and staff. CRITERIA 4 (17%) Summarize what the project will and will not address. COMPETENCY Develop a project charter that addresses a potential gap, problem, or opportunity within a health care system. NON_PERFORMANCE: Does not summarize what the project will and will not address. BASIC: Identifies but does not summarize what the project will and will not address. PROFICIENT: Summarizes what the project will and will not address. DISTINGUISHED: Summarizes what the project will and will not address. Articulates clear goals or outcomes and considers potential risks. . Comments: You have done a good job of summarizing what you project will and will not address with patient safety. I will not deduct points from this section or the next section, but please note for future this project has to be narrowed down to meet the criteria in part 3. CRITERIA 5 (16%) Summarize the project deliverables, including milestones. COMPETENCY Develop a project charter that addresses a potential gap, problem, or opportunity within a health care system. NON_PERFORMANCE: Does not summarize the project deliverables, including milestones. BASIC: Identifies but does not summarize the project deliverables, including milestones. PROFICIENT: Summarizes the project deliverables, including milestones. DISTINGUISHED: Summarizes the project deliverables, including milestones. Draws well-reasoned conclusions and articulates underlying assumptions and uncertainties. Comments: CRITERIA 6 (16%) Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. COMPETENCY Communicate in a manner that is scholarly, interprofessional, and respectful of the diversity, dignity, and integrity of others. NON_PERFORMANCE: Does not convey purpose in an appropriate tone and style. Does not incorporate supporting evidence nor adhere to organizational, professional, or scholarly writing standards. BASIC: Conveys purpose, in an appropriate tone or style. Clear, effective communication is inhibited by insufficient supporting evidence and/or minimal adherence to organizational, professional, or scholarly writing standards. PROFICIENT: Conveys purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. DISTINGUISHED: Conveys clear purpose, in a tone and style well-suited to the intended audience. Supports assertions, arguments, and conclusions with relevant, credible, and convincing evidence. Exhibits strict and nearly flawless adherence to organizational, professional, and scholarly writing standards, including APA style and formatting. Comments: Supplemental Feedback SUPPLEMENTAL CRITERIA 1 Purpose Compose a text that articulates meaning relevant to the main topic, scope, and purpose of the prompt BEGINNING: This text is unrelated to the assignment prompt. DEVELOPING: This text is related to the assignment prompt but does not demonstrate an understanding of the main topic, scope, and purpose. SKILLED: This text responds to the assignment prompt and appropriately addresses the main topic, scope, and purpose. ADVANCED: This text presents a focused response to the assignment prompt and demonstrates a thorough understanding of the main topic, scope, and purpose. Comments: SUPPLEMENTAL CRITERIA 2 Organization Develop text using organization, structure, and transitions that demonstrate understanding of relationship between main and subtopics BEGINNING: This text does not include a thesis statement and is organized inappropriately for the assignment. DEVELOPING: The thesis statement in this text is unclear and/or the text is presented in paragraphs with unclear main idea(s) and/or transitional phrases. SKILLED: This text includes a thesis statement and is organized into paragraphs, with clear main ideas and effective transitional phrases. ADVANCED: This text reflects a strong thesis statement. Additionally, this text is organized with skillful transitions into paragraphs with clear main ideas, sufficient evidence, analysis, and linking information. Comments: SUPPLEMENTAL CRITERIA 3 Evidence Integrate into text appropriate use of scholarly sources and evidence BEGINNING: This text included plagiarized information. DEVELOPING: This text lacks synthesis of information from sources and/or the credibility of the sources is questionable, with many flaws in APA citation style. SKILLED: The included evidence was integrated and synthesized from outside sources, most of which are scholarly, with minimal flaws in APA citation style. ADVANCED: The evidence in this text was integrated and synthesized from credible, scholarly, and professionally sound sources, with minimal flaws in APA citation style. Comments: SUPPLEMENTAL CRITERIA 4 Tone Apply in text the standard writing conventions for the discipline, including structure, voice, person and tone BEGINNING: Text uses language inappropriate for the intended audience. DEVELOPING: This text does not meet writing conventions for the discipline and lacks appropriate voice, person, and/or tone for the intended audience. SKILLED: This text meets writing conventions for the discipline and there were minimal issues in appropriate use of voice, person, or tone for the intended audience. ADVANCED: This text exhibits strict adherence to writing conventions for the discipline and uses appropriate voice, person, and tone for the intended audience. Comments: SUPPLEMENTAL CRITERIA 5 Sentence Structure Produce text with minimal grammar, usage, spelling, and mechanical errors BEGINNING: Text meaning is unclear due to errors in sentence structure, grammar, usage, word choice, spelling, or mechanics in 75% or more of text. DEVELOPING: Text meaning is interrupted due to sentence structure, grammar, usage, word choice, spelling, or mechanical errors in 25%-75% or more of text. SKILLED: Text conveys clear meaning with minimal issues in grammar, usage, word choice, spelling, or mechanical errors in 10%-25% of text. ADVANCED: Text complexity and concision conveys clear meaning, with grammar, usage, word choice, spelling, or mechanical errors in 10% or less of text. Comments: Learner’s Name: August 28, 2021 One of the main goals of all healthcare providers is achieving the highest level of patient-centered care by improving the patient experience at the facility hence fostering better health outcomes. To achieve this goal, ensuring patient safety is a major aspect that ought to be fostered in the bid to achieving excellent patient-centered care. Vincent and Coulter (2002) note that clinicians fail to incorporate patient safety in their initiatives to improve patient experiences because they have no information about patient safety being part of their roles in clinical care. Some of the ways that patient safety can be achieved is by giving patients access to their EHR data and explaining to them the clinical notes to seek their input (Vincent & Coulter, 2002), ensuring a safe experience for the patient in form of putting in measures that will ensure that the patient does not suffer any preventable harms, caring for the hospital environment (Vincent & Coulter, 2002), creating timely, yet simple scheduling for patient appointments so that long wait times are minimized and only experienced in case of emergencies and lastly, giving the patient caregivers a chance to participate in the service delivery for their patient. The RAIPS (Robust Approach to Improving Patient Safety) project aims at adopting a robust approach in mitigating patient safety issues by focusing on surgical errors, communication among caregivers, patient identification, the safety and usage of medication, and the prevention of hospital-acquired infections. One surgical staff, two nurses, a cardiologist, one environmental services staff, and a project manager will be part of this project. While the project manager will monitor all activities, the proper use of medication, protocol, and method of communication among the employees will be critical in ensuring the process's safety (Joint Commission, 2018). The project’s executive sponsors are D.G and R.E-Chief Executive Officer and Medical Administrator of Sam’s Hospital System, while the department sponsors are AHRQ- Agency for Healthcare Research and Quality funds grants for research in making health care safer, higher quality, more accessible, equitable, and affordable (AHRQ, n.d). Nolan (2000) articulates the importance of implementing system changes that will see that the quality of service at healthcare facilities is improved. In his work, he proposes strategies to come up with safe care systems some of which will facilitate the prevention of errors, timely correction of errors by making the errors visible, and mitigating the error effects especially for the errors that are not intercepted before getting to the patient. System changes will usually facilitate accuracy in patient identification, and prompt communication among caregivers alongside the prevention of hospitalacquired infections (Burke, 2003). This supports the need for the RAIPS project at Sam’s Hospital whose aim is to adopt a robust approach in mitigating patient safety issues by focusing on surgical errors, communication among caregivers, patient identification, the safety and usage of medication, and the prevention of hospital-acquired infections. According to Vincent and Coulter (2002), the major step in ensuring patient safety is patient involvement. They further note that most healthcare facilities tend to ignore the patient’s perspective when it comes to patient safety in the sense that they ignore the value of the patient’s input when it comes to the implementation of any quality improvement strategy (p. 76). The patient’s perspective is important because it gives the caregivers an idea of how to customize the service as per the patients need hence communicate more effectively among themselves, correctly identify the patient, avoid surgical errors, hence prevent other unwanted harms to the patient both during their stay at the hospital and once they are discharged (Vincent & Coulter, 2002). These findings also support the RAIPS project need at Sam’s Hospital as they directly relate to the project aim. The RAIPS project will focus on the reduction and eradication of surgical errors, enhanced communication among caregivers, and accuracy in patient identification, fostering safe medication usage, and implementing measures to prevent hospital-acquired infections. If all these variables are worked on, there is a surety that a high level of patient safety will be established at Sam’s Hospital, improving patient experiences and outcomes hence more trust and loyalty across communities. Since the hospital will attain a good reputation for its care, more referrals will lead to more people in the community preferring it as the caregiver of choice hence improved revenue for further growth and development of the facility to keep on providing the best care in all specialties. The SMART objectives that will guide to achieving the overall purpose of the RAIPS project are: 1. The head of the surgical team will ensure that all surgeons are trained monthly for 12 months on the common errors that could come up during surgery and how to prevent them or handle them when they occur so that surgical errors are significantly reduced by 100% within a year of the commencement of this project. 2. The Head of communication will liaise with the IT department to oversee the formation of an enhanced communication system within the Sam’s Hospital that will foster efficient communication among the caregivers so that there is 100% seamless transfer of critical information about their patients when exchanging shifts and providing overall care to the patients within a year of the commencement of this project. 3. The communication department will similarly update the hospital’s EHR so that patient records are always up to date and their identification is made to be 100% accurate. This should have been achieved with 6 months of the date of commencement of this project. 4. All caregivers will continuously be reminded to maintain healthy and open communication with the patients while involving the patients at each step of care to educate the patients on the safety and usage of the medications they are being prescribed to significantly reduce wrong medication usage by 95% within 6 months of the date of commencement of this project. 5. All caregivers will be trained monthly for 12 months on patient care especially those in the intensive care unit on what measures they can put in place to prevent hospital-acquired infections and to see to it that incidences are reduced by 95%. They will also be tasked with informing the patient on the role they have to play to ensure that they are safe from hospital-acquired infections. Deliverables The surgical team at Sam’s hospital will be constantly trained to completely eradicate incidences of surgical errors. Additionally, all caregivers will be expected to update patient EHRs anytime they interact with the patient to enhance communication within Sam’s Hospital. Lastly, since the project is expected to be completed within a year, compliance audits will be conducted every month from the first month of its inception to ensure that each team member is handling their tasks as expected. Project Scope As earlier articulated, the RAIPS project aims to adopt a robust approach in mitigating patient safety issues by focusing on surgical errors, communication among caregivers, patient identification, the safety and usage of medication, and the prevention of hospital-acquired infections. It will be achieved by involving the relevant team members; the surgical team, the communication department, and all caregivers as they have a direct role to play in the realization of the project goals. Patient education on hospital-acquired infections and medication usage may take much longer to achieve a 100% success rate because different patients have different levels of understanding hence strict monitoring by caregivers may still be required. Timeline Launch of the project plan by the Project Manager on the 1st of September 2021 Seeking approval of the project from the CEO and MA at Sam’s Hospital on 2nd September 2021 Assignment of the project team by the project manager, CEO, and MA on the 5th of September 2021. The team will entail a cardiothoracic surgeon, radiologist, an ED nurse, a floor nurse, and an environmental technician. Guidelines issue and briefing about the RAIPS project to the team on 11th September 2021 Variables measurement Report on 16th September 2021 The variables to be measured are the daily number and types of surgical errors for the past 1 year, the state of communication among caregivers, the accuracy level of patient identification, the rate of safety and usage of medication, and the rate of hospital-acquired infections at the facility Project Launch on the 1st of October 2021 Stakeholder meeting and review of progress on 30 th December 2021 Monthly reports from the team members from 31 st October to the end of the project. Completion Date 2nd September 2021 3rd September 2021 10th September 2021 15th of September 2021 30th of September 2021 31st October 2021 2nd January 2022 31st August 2022 Agency for Healthcare Research and Quality +(n.d.). AHRQ tips for grant applicants. Retrieved from AHRQ Tips for Grant Applicants | Agency for Healthcare Research and Quality Burke, J. P. (2003). Infection control-a problem for patient safety. New England Journal of Medicine, 348(7), 651-656. Joint Commission (2018). Joint Commission publishes nation patient safety goals. Retrieved from Joint Commission publishes 2018 National Patient Safety Goals | The Bulletin (facs.org) Nolan, T. W. (2000). System changes to improve patient safety. BMJ, 320(7237), 771-773. Vincent, C. A., & Coulter, A. (2002). Patient safety: what about the patient?. BMJ Quality & Safety, 11(1), 76-80. FINAL PROJECT CHARTER Final Project Charter Learner’s Name Capella University 21st-Century Health Care Leadership September, 2019 1 FINAL PROJECT CHARTER Final Project Charter SWOT Analysis Strengths, weaknesses, opportunities, and threats (SWOT) analysis is a framework that helps an organization analyze an organization’s competitive standing. It evaluates an organization based on its strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are current internal aspects, while opportunities and threats are future external factors (“SWOT analysis,” 2018). In this assessment, a SWOT analysis is conducted to identify the SWOT of the Coronary Artery Disease Reduction and Early Detection (CADRED) project, which focuses on reducing the mortality rate due to ST elevation myocardial infarction (STEMI) through early diagnosis and treatment at SG Hospital. The conventional treatment procedures for STEMI are fibrinolytic therapy and percutaneous coronary intervention (PCI). Strengths • • • • • The project team is made up of individuals with demonstrated skills and remarkable experiences that are relevant to the project. The project will focus on the quality measures of the organization through an improvement in key statistics such as mortality rate. Using electronic health records (EHRs) will improve quality of care provided to patients. The high-priority status of the project will ensure immediate intrahospital transfer for patients who require special care, which will improve patient retention and the care given to patients. Additionally, there are adequate referral protocols in place to prevent all forms of referral leakage. Weaknesses 2 FINAL PROJECT CHARTER • • • • Patients who have incomplete medical records may have more risks than estimated because of insufficient data about contraindications. There is no guarantee that patients will follow postprocedural guidelines such as stopping smoking or changing their diet, which are necessary for them to maintain their health after PCI or fibrinolytic therapy. Studies by Cheng et al. (2019) suggest that there is a high chance of incidence of restenosis after PCI. This may not be diagnosed in patients after PCI if they do not return for subsequent checkups. This increased risk of restenosis is seen in women, individuals with unstable angina, and individuals with myocardial infarction. Postoperative symptoms such as anxiety and depression may be overlooked. Opportunities • • • • The use of EHRs and the latest ECG technology will provide sufficient significant data that will allow the automation of the diagnosis process, leading to accurate results. Psychological therapy may be recommended for patients who display postoperative symptoms such as anxiety and depression, decreasing referral leakage. Fibrinolytic therapy is effective at reducing the likelihood of medical conditions such as myocardial infarction that have an elevated risk of occurrence in patients who smoke and have bad dietary habits. The project also creates the opportunity to raise awareness about lifestyle choices that will help prevent coronary artery diseases or help in successful recovery. Threats • • • The risk of hemorrhagic complications following fibrinolytic therapy cannot be monitored effectively. This will reduce the success rate of the therapy. The treatment provided can be affected in certain rare cases in which patients may not show any clinical symptoms of restenosis. There may be a slight risk of allergic reactions to the contrast dye and an even smaller risk of infection after PCI. Known Major Risks 3 FINAL PROJECT CHARTER The threats and weaknesses that are related to the project execution have been ranked below based on their risk level . Risk Level (Low, Medium, High) High High Medium Medium Low Low Risk Risk of losing data and data manipulation when using EHRs Risk of violating Health Insurance Portability and Accountability Act (HIPAA) guidelines on data privacy and confidentiality Risk of high employee turnover and the need to train new project team members on the protocols and guidelines designed for the project Risk of cultural disparity and ineffective communication between team members and interdisciplinary teams Risk of budget overruns and delays in schedule Risk of nonacceptance of new EHR systems by project team members and nonadherence to the guidelines designed for their implementation. Ethical Considerations 4 FINAL PROJECT CHARTER • • • • • • • The ethical considerations of this project are based on standards set by the institutional review board of SG Hospital and the Health Insurance Portability and Accountability Act (HIPAA), which makes informed consent before any procedure an absolute necessity. All possible risks with a probability of occurrence that is greater than 1% should be discussed with patients before they are asked to sign the consent form. Patients who are 18 years of age and above solely retain the right to make personal decisions regarding their health care. Only the cardiologist who is part of the CADRED project has the authority to discuss the risks associated with procedures and obtain consent from patients. The confidentiality of all medical records must be maintained and protected as per HIPAA standards, and only the project team members must have access to them. Prior permission through legal release forms must be obtained from patients before using data. All activities in the hospital database must be tracked, and any transfer of data must be approved by the project manager who will ensure compliance with HIPAA (Bowen, 2018). Patients must have access to their protected health information (PHI) on request. The PHI should be shared only with the patients’ consent, even with close family. It is communicated to the team that any violation of the patients’ privacy considerations is grounds for immediate termination. Patients who are women and/or elderly should receive special considerations because of the higher risk they face from the treatment procedure for STEMI. This is also applicable for patients with irregular angina and patients who have previously suffered a myocardial infarction. Constraints 5 FINAL PROJECT CHARTER The project is expected to have minimal constraints because of the experience and expertise of the project team. One of the major constraints of the project is diagnosing postoperative psychological problems such as anxiety and depression in patients unless clear symptoms are noticed. Further, the treatment for the postoperative psychological problems is left to patients’ discretion. Another constraint is ensuring and monitoring patients’ adherence to suggested lifestyle changes. Such monitoring is not viable in every case although noncompliance to recommended lifestyle changes could unduly reduce the success rate of the project. This noncompliance to recommended lifestyle changes, however, does not impact the operational and economic feasibility of the project as the choice of adhering to the suggested lifestyle changes is left to the patients’ discretion after they are informed of the risks of nonadherence. The feasibility and implementation fidelity of the project can be affected by factors such as culture and race. According to Durlak and DuPre (2008), the acceptability of treatment procedures and the level of implementation of the project can vary in different community settings. However, thorough evaluation of existing data, comprehensive training, and the provision of strong technical support can help the project team successfully execute the project. External Dependencies The success of the project is determined by the number of referrals to the team. The project depends heavily on other departments for referrals. In case of complications, the required specialist will be informed through the internal communication network. The required specialist will be on standby in specific cases where complications are anticipated. Comprehensive EHRs of the patients must be maintained by all departments for ease of transfer and to prevent the loss of pertinent information. External referrals from outgoing patients are also equally important, and the PHI provided must be verified wherever necessary. Communication Strategy 6 FINAL PROJECT CHARTER Communication is a necessary skill in clinical practices and for the success of the project. It helps foster trust and coordination within the team and improve patient satisfaction (Lewis et al., 2016). SG Hospital has a digital internal communication network, which has made internal operations efficient. The project team has excellent interpersonal communication skills that allow for effective communication between different team members, external departments, and patients. The team follows the Situation-Background-Assessment-Recommendation technique, which is a communication model employed during transitions. This technique helps communicate information in a structured manner within the team and avoid miscommunication (Lewis et al., 2016). Regular progress updates will be shared with the hospital team by the project manager through weekly team meetings. The project manager will also give a detailed report of the progress of the project to the CEO, CCO, and the board of directors on a monthly basis. This report will be a PowerPoint presentation and will cover all metrics that will evaluate the performance of the project. Gantt charts will be used to record and display the timelines of all the cases and to understand if there are better ways of scheduling for efficiency. Gantt charts will also be used to document the milestones of the project. There will also be a comprehensive report after every 3 months, which will cover a detailed analysis of the project and projections for the future. Proposed Outcomes Metric Outcome Measure Process Measure Countermeasure (optional) 7 FINAL PROJECT CHARTER In-hospital risk-adjusted mortality PCI risk-adjusted bleeding Perioperative mortality in hospital among patients 18 years of age and older adjusted for the level of risk to the total number of patients 18 years of age and older on whom PCI was performed. Patients 18 years of age and older with a post-PCI bleeding event as a ratio to the total patients above 18 on whom PCI was performed after admission. The drugs administered on the arrival of a patient are recorded. Door-to-balloon (D2B) during emergency cardiac care is recorded separately for transferred patients (patients on whom PCI was performed after a referral from a hospital without the PCI facility) and nontransferred patients (patients on whom PCI was performed in the hospital of admission). Procedural complications, if any, that death is attributed to are not recorded or tested for. The drugs administered on the arrival of a patient and those prescribed at discharge are recorded. Patients who die within 24 hours of the procedure are excluded. Also, cases that indicate undetected contraindications due to oversight of information or unverified external data are not tested for. Patients’ medical history is to be considered carefully, and all preoperative tests and perioperative monitoring must be done as per protocol. N/A 8 FINAL PROJECT CHARTER 30-day readmission rate Number of patients 18 years of age and older admitted for care within 30 days of discharge to the total number of patients 18 years of age and older discharged from the hospital. As per the 2010–2014 National Readmission database, the 30day readmission rate in the U.S. is 12.3%, and this results in a cumulative cost increase of 47.9% (Kim et al., 2018). Drugs administered on the arrival of a patient and those prescribed at discharge are recorded along with the patient’s testimony on their adherence to recommended lifestyle changes. The cause of readmission is recorded. N/A Data Collection Plan Data collection and maintenance are essential for the right diagnosis and treatment of any given case. A patient’s database includes the patient’s medical history and results from lab tests and diagnostic tests. Secondary data on the patient’s history will be transferred on a case-by-case basis when the referral is internal. When the referral is external, contraindications must be verified through tests and recorded. The data from the required tests before, during, and after treatment are recorded in EHRs. Primary data regarding health status are recorded by the cardiologist or the nurse to whom the duty is delegated. The confidentiality of information will have the foremost consideration. It should be ensured that a legal release is obtained from the patient before the data is used for evaluating the project, as mandated by HIPAA (Bowen, 2018). The transfer of all data is recorded in the database in a systematic manner. This will help avoid oversights such as using data without patients’ consent. Data collection is vital in verifying the success of the project in terms of measured outcomes. This data will be used to validate the importance of the project to the stakeholders. The data used for this purpose will be collected through Excel for analysis and subsequent presentation. Data Collection Tool 9 FINAL PROJECT CHARTER Using Excel, develop a data collection tool, using appropriate headers for columns and rows. • Sheet 1: The data collection tool should include at least one filtering application and one analytical function (sum, mean, calculation). • Sheet 2: Add dummy data to demonstrate the operation above. • Sheet 3: Based on the dummy data, create a graphic representation (such as histogram, line graph, bar graph, or pie chart) to show how the data can be displayed and communicated. 10 FINAL PROJECT CHARTER References Bowen, R. (2018). Patient data takes spotlight for privacy protection at HIMSS18. Briefings on HIPAA, 18(4), 1–4. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F2023696895%3Faccountid%3D27965 Cheng, G., Chang, F., Wang, Y., You, P., Chen, H., Han, W., . . . Min, Z. (2019). Factors influencing stent restenosis after percutaneous coronary intervention in patients with coronary heart disease: a clinical trial based on 1-year follow-up. Medical Science Monitor: International Medical Journal of Experimental and Clinical Research, 25, 240–247. http://doi.org/10.12659/MSM.908692 Durlak, J. A., & DuPre, E. P. (2008). Implementation matters: A review of research on the influence of implementation on program outcomes and the factors affecting implementation. American Journal of Community Psychology, 41(3-4), 327–350. http://doi.org/10.1007/s10464-008-9165-0 Lewis, S. L., Bucher, L., Heitkemper, M. M., Harding, M. M., Kwong, J., & Roberts, D. (2016). Medical-surgical nursing: Assessment and management of clinical problems. Retrieved from https://books.google.co.in/books?id=fMCDQAAQBAJ&printsec=frontcover#v=onepage&q&f=false Kim, L. K., Yeo, I., Cheung, J. W., Swaminathan, R. V., Wong, S. C., Charitakis, K., . . . Feldman, D. N. (2018). Thirty-day readmission rates, timing, causes, and costs after ST-segment-elevation myocardial infarction in the United States: A national readmission database analysis 2010–2014. Journal of the American Heart Association, 7(18). http://doi.org/10.1161/JAHA.118.009863 SWOT analysis. (2018). In Helicon (Ed.), The Hutchinson unabridged encyclopedia with atlas and weather guide. Abington, UK: Helicon. 11 FINAL PROJECT CHARTER 12 PROJECT CHARTER PART 1 Project Charter Part 1 Student: C University 21st Century Health Care Leadership August 14, 2021 1 PROJECT CHARTER PART 1 Project Charter Part 1 General Project Information Project Name RAIPS (Robust Approach to Improving Patient Safety) D.G.- Chief Executive Officer of Sam’s Hospital System R.E.- Medical Administrator of Sam’s Hospital System Executive Sponsors The CEO ensures a balance in planning and managing the daily operations of the organization while leading strategic initiatives for future success. He’s also involved with project initiatives regarding all activities that concersn patient safety and patient experience through budgetary support and leadership guidance (HMDG, 2021). The Medicall Administrator ensures clinical governance and quality improvement. She serves as an advisor to the CEO in times of quality initiaves that will foster patient safety and quality outcomes (Dwyer, 2010). Department Sponsors AHRQ- The Agency for Healthcare Research and Quality funds grants for research in making health care safer, higher quality, more accessible, equitable, and affordable. The AHRQ supports multidisciplinary initiates geared towards improving patient experience. (AHRQ, n.d.). Project Aim To adopt a robust approach in mitigating patient safety issues 2 PROJECT CHARTER PART 1 RAIPS project will focus on surgical errors, patient identification, communication among caregivers, the safety and usage of medication, and the prevention of hospital acquired infections. This will include one sugigical staff, two nurses, cardiologist, one Environmental Services staff, and a project manager. While the project manage will oversee all the activities, the right use of medication, the right procedure, and the system of communication among the staff will be important to ensure safety is paramount to the process (Joint Commission, 2018). Focus Project Team Title Project Manager Cardiologist Radiologist Nurse 1 Project Manager Cardiothoracic Surgeon Radiologist ED Nurse Department Executive Director/ Quality and Safety Cardiology Radiology Nursing Credentials MSN, RN NEA-BC Role J. S. works with all the quality committees, as well as policy committees – Systemwide Nursing Policy & Procedure, Nursing Services Quality Improvement, System Quality Oversight Committee, Patient Safety Oversight Committee, etc. MD, DO T. W. Performs patient exams and order or conduct diagnostic testing. Develop ongoing treatment and disease-management plans. Prescribe medicine and coordinate referrals as necessary. Has served the hospital since 25years. He’s served as served patients with critical needs and has a great experience with different projects that involves patient safety. MD, DO, RT P.O. has served a variety of hospitals in his field. His medical images analysis has become a top nodge, and has made an impact in the healing of thousands of patients, and he has also worked on serval teams on patient safety projects. RN KT. Has emergentcy room experience for over 20yrs. She’s worked with different team and communicated with other physicians, patients, nurse manages, and families. She brings a great deal of experience to the project team. 3 PROJECT CHARTER PART 1 Nurse 2 Floor Nurse Janitor Environmenta Technician Nursing EVS RN A.T. is a health care tech who has a great deal of experience with patients. He is involved with charting, and dispensing the right medication to patients based on doctor’s orders. He worked for the hospital since 2000. GED W.N. has functioned in her capacity for over 10yrs. Her duties include disinfecting and creating a clean environment for the patients. Patient safety also has to do with the safe environment. Stakeholders Board of Directors The Project Team The project team will fully rely on the Board of Directors for strategic direction. The team will communicate with the Board through an effective communication as spelled out by the policy of the organization. Patients The patients’ feedback will be an essential part of the outcome of the project. The project team will solicit feedback through text messages and patient surveys. To properly engage the patients, the project team will do a round with every patient to ascertain immediate feedback. Others Other stakeholders such as partnering with other governmental agencies and accredation teams will help to improve the outcomes of the project. The team will hold a strategy meeting to discuss other stakeholders to include. 4 PROJECT CHARTER PART 1 References: 5 PROJECT CHARTER PART 1 Agency for Healthcare Research and Quality +(n.d.). AHRQ tips for grant applicant. Retrieved from AHRQ Tips for Grant Applicants | Agency for Healthcare Research and Quality 6 PROJECT CHARTER PART 1 Dwyer, A. (2021). Roles, attributes and career paths of medical administrators in public hospitals: survey of Victorian metropolitan Directors of Medical Services. Australian Health Review. 34(4), pp. 506-13. www. Roles,_attributes_and_career_p.pdf Healthcare Management Degree Guide. (2021). What are the major responsibilities of health care chief executive officer? Retrieved from What Are the Major Responsibilities of a Health Care Chief Executive Officer? - Healthcare Management Degree Guide (healthcare-management-degree.net) Joint Commission (2018). Joint Commission publishes nation patient safety goals. Retrieved from Joint Commission publishes 2018 National Patient Safety Goals | The Bulletin (facs.org) 7 NHS8040 u03a1 - Interview and Leadership Analysis Learner: Sam , Monboe OVERALL COMMENTS RUBRICS CRITERIA 1 (17%) Evaluate the primary leadership style of a selected leader in a health care management position. COMPETENCY Evaluate a leader and their experiences with a practice or process change within a health care or public health delivery system. NON_PERFORMANCE: Does not evaluate the primary leadership style of a selected leader in a health care management position. BASIC: Describes but does evaluate the primary leadership style of a selected leader in a health care management position. PROFICIENT: Evaluates the primary leadership style of a selected leader in a health care management position. DISTINGUISHED: Evaluates the primary leadership style of a selected leader in a health care management position; notes strengths and growth opportunities. Comments: Your hard work is evident. You have evaluated the primary leadership style as an Authentic leader of a health care management leader. You recognized the strengths as well as opportunities of improvement such as her truthfulness or frustration with those who are now. CRITERIA 2 (17%) Assess a leader’s role in an organization as it relates to quality, safety, and evidence-based standards. COMPETENCY Evaluate a leader and their experiences with a practice or process change within a health care or public health delivery system. NON_PERFORMANCE: Does not assess a leader’s role in an organization as it relates to quality, safety, and evidence-based standards. BASIC: Assesses a leader’s role in an organization as it relates to quality, safety, and evidence-based standards but the discussion is unclear or incomplete. PROFICIENT: Assesses a leader’s role in an organization as it relates to quality, safety, and evidence-based standards. DISTINGUISHED: Assesses a leader’s role in an organization as it relates to quality, safety, and evidence-based standards; provides relevant examples of successes, strategies, or best practices that support assertions. Comments: Wonderful! You successfully assessed a leader’s role in an organization and effectively discussed the leadership role and how it influences quality, safety, and evidence-based standards. The examples that you provided reflected best practices and success strategies. For example you have listed many committees she is a part of, Wow all of these? "quality committees at WakeMed as well as policy committees – Systemwide Nursing Policy & Procedure, Nursing Services Quality Improvement, System Quality Oversight Committee, Patient Safety Oversight Committee". CRITERIA 3 (17%) Explain the rationale for the selection of a leader to serve as a preceptor. COMPETENCY Evaluate a leader and their experiences with a practice or process change within a health care or public health delivery system. NON_PERFORMANCE: Does not explain the rationale for the selection of a leader to serve as a preceptor. BASIC: Identifies a leader but does not explain the rationale for the selection of the leader to serve as a preceptor. PROFICIENT: Explains the rationale for the selection of a leader to serve as a preceptor. DISTINGUISHED: Explains the rationale for the selection of a leader to serve as a preceptor and provides a qualitative evaluation of the selected leader's qualifications and accomplishments. Comments: CRITERIA 4 (17%) Identify a gap, problem, or opportunity for a capstone project. COMPETENCY Analyze a health care issue from a leadership perspective, applying quality improvement principles and evidence based standards. NON_PERFORMANCE: Does not identify a gap, problem, or opportunity for a capstone project. BASIC: Identifies a gap, problem, or opportunity for a capstone project but the work is unclear or incomplete. PROFICIENT: Identifies a gap, problem, or opportunity for a capstone project. DISTINGUISHED: Identifies a gap, problem, or opportunity for a capstone project that is clear, concise, and demonstrates a comprehensive understanding of the issue. Comments: I do not see this area addressed in your assessment, what you discussed in your paper is not a gap in practice. In this section, you were to identify a gap, problem, or opportunity for a capstone project. The issue needed to be clear and concise. You should have also demonstrated a comprehensive understanding of the issue. CRITERIA 5 (16%) Summarize a leader’s ability to provide ethical stewardship and oversight regarding the ethical use of organizational information. COMPETENCY Develop a data-management plan, including a plan for ethical stewardship for data use and communication. NON_PERFORMANCE: Does not summarize a leader’s ability to provide ethical stewardship and oversight regarding the ethical use of organizational information. BASIC: Partially describes a leader’s ability to provide ethical stewardship and oversight regarding the ethical use of organizational information. PROFICIENT: Summarizes a leader’s ability to provide ethical stewardship and oversight regarding the ethical use of organizational information. DISTINGUISHED: Summarizes a leader’s ability to provide ethical stewardship and oversight regarding the ethical use of organizational information, including specific examples to support assertions. Comments: You have not summarized your leader’s ability to provide ethical stewardship and oversight regarding the ethical use of the organizational information. In this section you also needed to include specific examples to support assertions from your leadeer. You have provided references to support what this means, but no examples from your potential preceptor CRITERIA 6 (16%) Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. COMPETENCY Communicate in a manner that is scholarly, interprofessional, and respectful of the diversity, dignity, and integrity of others. NON_PERFORMANCE: Does not convey purpose in an appropriate tone and style. Does not incorporate supporting evidence nor adhere to organizational, professional, or scholarly writing standards. BASIC: Conveys purpose, in an appropriate tone or style. Clear, effective communication is inhibited by insufficient supporting evidence and/or minimal adherence to organizational, professional, or scholarly writing standards. PROFICIENT: Conveys purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards. DISTINGUISHED: Conveys clear purpose, in a tone and style well-suited to the intended audience. Supports assertions, arguments, and conclusions with relevant, credible, and convincing evidence. Exhibits strict and nearly flawless adherence to organizational, professional, and scholarly writing standards, including APA style and formatting. Comments: Please make sure to use APA 7th edition. You paper is not in APA. Please look at your APA manual. You do not need a table of contents. You must use level 1 and 2 headings. Also please check indentation of paragraphs. Also check indentation of 1 reference that is missing. Supplemental Feedback SUPPLEMENTAL CRITERIA 1 Purpose Compose a text that articulates meaning relevant to the main topic, scope, and purpose of the prompt BEGINNING: This text is unrelated to the assignment prompt. DEVELOPING: This text is related to the assignment prompt but does not demonstrate an understanding of the main topic, scope, and purpose. SKILLED: This text responds to the assignment prompt and appropriately addresses the main topic, scope, and purpose. ADVANCED: This text presents a focused response to the assignment prompt and demonstrates a thorough understanding of the main topic, scope, and purpose. Comments: SUPPLEMENTAL CRITERIA 2 Organization Develop text using organization, structure, and transitions that demonstrate understanding of relationship between main and subtopics BEGINNING: This text does not include a thesis statement and is organized inappropriately for the assignment. DEVELOPING: The thesis statement in this text is unclear and/or the text is presented in paragraphs with unclear main idea(s) and/or transitional phrases. SKILLED: This text includes a thesis statement and is organized into paragraphs, with clear main ideas and effective transitional phrases. ADVANCED: This text reflects a strong thesis statement. Additionally, this text is organized with skillful transitions into paragraphs with clear main ideas, sufficient evidence, analysis, and linking information. Comments: SUPPLEMENTAL CRITERIA 3 Evidence Integrate into text appropriate use of scholarly sources and evidence BEGINNING: This text included plagiarized information. DEVELOPING: This text lacks synthesis of information from sources and/or the credibility of the sources is questionable, with many flaws in APA citation style. SKILLED: The included evidence was integrated and synthesized from outside sources, most of which are scholarly, with minimal flaws in APA citation style. ADVANCED: The evidence in this text was integrated and synthesized from credible, scholarly, and professionally sound sources, with minimal flaws in APA citation style. Comments: SUPPLEMENTAL CRITERIA 4 Tone Apply in text the standard writing conventions for the discipline, including structure, voice, person and tone BEGINNING: Text uses language inappropriate for the intended audience. DEVELOPING: This text does not meet writing conventions for the discipline and lacks appropriate voice, person, and/or tone for the intended audience. SKILLED: This text meets writing conventions for the discipline and there were minimal issues in appropriate use of voice, person, or tone for the intended audience. ADVANCED: This text exhibits strict adherence to writing conventions for the discipline and uses appropriate voice, person, and tone for the intended audience. Comments: SUPPLEMENTAL CRITERIA 5 Sentence Structure Produce text with minimal grammar, usage, spelling, and mechanical errors BEGINNING: Text meaning is unclear due to errors in sentence structure, grammar, usage, word choice, spelling, or mechanics in 75% or more of text. DEVELOPING: Text meaning is interrupted due to sentence structure, grammar, usage, word choice, spelling, or mechanical errors in 25%-75% or more of text. SKILLED: Text conveys clear meaning with minimal issues in grammar, usage, word choice, spelling, or mechanical errors in 10%-25% of text. ADVANCED: Text complexity and concision conveys clear meaning, with grammar, usage, word choice, spelling, or mechanical errors in 10% or less of text. Comments:
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Explanation & Answer

Please view explanation and answer below.The project has been narrowed down to two variables that will directly correlate with the rest of the other variables: RAIPS (Robust Approach to Improving Patient Safety) project aims at adopting a robust approach in mitigating patient safety issues by focusing on communication among caregivers and accuracy in patient identification. This will need a redo from part 1. I have edited it from part 2

One of the main goals of all healthcare providers is achieving the highest level of patient-centered care by improving the
patient experience at the facility hence fostering better health outcomes. To achieve this goal, ensuring patient safety is a
major aspect that ought to be fostered in the bid to achieving excellent patient-centered care. Vincent and Coulter (2002)
note that clinicians fail to incorporate patient safety in their initiatives to improve patient experiences because they have no
information about patient safety being part of their roles in clinical care. Some of the ways that patient safety can be
achieved is by giving patients access to their EHR data and explaining to them the clinical notes to seek their input
(Vincent & Coulter, 2002), ensuring a safe experience for the patient in form of putting in measures that will ensure that
the patient does not suffer any preventable harms, caring for the hospital environment (Vincent & Coulter, 2002), creating
timely, yet simple scheduling for patient appointments so that long wait times are minimized and only experienced in case
of emergencies and lastly, giving the patient caregivers a chance to participate in the service delivery for their patient. The
RAIPS (Robust Approach to Improving Patient Safety) project aims at adopting a robust approach in mitigating patient
safety issues by focusing on communication among caregivers and accuracy in patient identification. One surgical staff,
two nurses, a cardiologist, one environmental services staff, and a project manager will be part of this project. While the
project manager will monitor all activities, the proper use of medication, protocol, and method of communication among
the employees will be critical in ensuring the process's safety (Joint Commission, 2018). The project’s executive sponsors
are D.G and R.E-Chief Executive Officer and Medical Administrator of Sam’s Hospital System, while the department
sponsors are AHRQ- Agency for Healthcare Research a...


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