SU_NSG4029_W2_Project_Tanner_W

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South University, Savannah *

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NSG4029

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Health Science

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Feb 20, 2024

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docx

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1 Building a Quality Initiative Team Windy Tanner South University NSG 4029 Leadership in a Diverse Society Dr. Evalyn Gossett January 25, 2022

2 Building a Quality Initiative Team The Cardiac Catheterization Unit recently received its quarterly quality report concerning its percutaneous cardiac intervention (PCI) program. It defines specific performance measures based on best practices and national benchmarks. A trend in data concludes that a less-than- optimal outcome has occurred for post PCI patients, resulting in contrast-induced kidney injury for our facility. After a careful review of the information, leadership requests the development of a team to review the quality of the PCI program using the quality metrics set forth by the (NCDR) National Cardiovascular Data Registry Cath PCI registry. T he registry contributes to the quality of care by providing data feedback on a wide range of performance metrics to participating facilities and aiding local and national quality improvement efforts (Moussa et al., 2013). Effective teams define the group's purpose, set specific goals to meet the objective, establish clear roles, and select the right members to accomplish the task. Teams also need to identify and provide the necessary resources to implement the plan understand the who, what, when of the activities and functions with an efficient communication platform (Murray, 2017). Identification of a nurse and physician champion to drive the purpose will aid in meeting the goals timely, assist in collaborating with selected members, and push through roadblocks. A quality improvement team is necessary to set the foundation and drive the quality improvement plan for decreasing the number of patients with a contrast-induced kidney injury post PCI. Team Development Developing a team requires leadership to identify the correct players for the project. The people necessary to successfully implement the quality improvement team are the first considerations. The key people needed to implement the quality improvement project are nursing leadership and frontline staff, laboratory staff, pharmacists, cardiologists, hospitalist physicians,

3 nurse practitioners, and information technology support. Physicians, nurse practitioners, and Pharmacists can provide valuable input into the quality initiative by evaluating patient conditions, treatments, and outcomes. Frontline and laboratory staff can attest to successes or challenges in the quality forum. Information technology supports improvements in collecting data, revising documentation tools, and reporting the information. Nursing leadership organizes the data, keeps the initiative on target, and conveys the outcomes to the senior leadership team. After identifying who needs to be at the table, communicating the problem statement and purpose of the team will be the next step. Establishing a meeting time and venue that is cohesive to the majority ensures that everyone can attend to discuss the needs, set specific goals, identify the barriers, assign tasks, and allocate resources. Today many organizations hold meetings in virtual rooms. Alternatives to the traditional work meeting encourage attendance, greater involvement, and people having the freedom to accomplish more in a shorter amount of time. This project will use the Microsoft TEAMS platform allowing for files to be shared and viewed by all working on the project. It has an excellent communication platform to keep everyone informed and updated on new developments. Once the team is established and starts collaborating on ideas, the development of the purpose statement occurs. Purpose Statement The purpose statement is to prevent or reduce the number of contrast-induced kidney injuries in the post PCI population. Understanding the problem and purpose allows reflection on each person's role on the quality improvement team. Each member has a specific skill to bring to the table, from identifying who is responsible for implementing leadership and physician staff changes. To staff knowing what best practices are already in place to monitor contrast-induced kidney injuries—following the patient through the hospitalization to understand when and where

4 the gaps in fluid resuscitation occur—reviewing charts to establish the current practices in fluid administration post PCI. Research also provides physicians and staff with the most up-to-date information and best practices on the problem. Once data collection, monitoring, and reporting are determined, responsibility assignment occurs to specific sections. The team will need to establish the monitoring parameters of how the information presented will appear when the reviews happen and how the data distribution transpires. Work can begin on the goals and objectives. The purpose statement drives the plans for the quality improvement project. The Deeming cycle (PDCA) involves identifying the problem, purpose, or goal, defining the success metrics, and implementing a plan ( Patel & Deshpande, 2015). These activities include the Do step, in which implementation of the plan's components ensues. Next comes the check step, where monitoring outcomes occurs and the validity of the project for progress and success, or problems and areas of improvement ( Patel & Deshpande, 2015). The Act step closes the cycle, integrating the lessons learned through the process. Nurses use the PDCA cycle to achieve the goal, change methods, or reformulate the problem altogether ( Patel & Deshpande, 2015). The cycle is continuous in quality improvement. Goals The discussion of specific goals and timelines is the project's next stage. Quality programs should receive the full support of senior leadership to implement teams to review and devise education plans to improve the outcomes in PCI patients. Selecting goals using the SMART action plan to incorporate the following five characteristics to be specific, measurable, attainable, relevant, and time-based allows direction for the quality program ( Cothran and Wysocki, 2005). The quality team needs to understand the organizations' culture to quality. To accomplish this, a collection of the present culture is necessary. Identify what achievement goals

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