Loyola Hospital Case Study

Researchers investigate the nurses’ clinical practices about utilization of EBP to direct their practices. But despite the enriched source of literature, nurses’ knowledge of Evidence Based Practice

FACTS: Orleans Regional Hospital is a Medicaid funded psychiatric hospital that mainly provides service for adolescents and children. The hospital was a limited liability company that established itself with three members; NORS LLC which had two corporations including North Louisiana Regional Hospital and Precision, Inc. The defendants John C. Turner and William C. Windham held a 50 percent share in North Louisiana Regional Hospital. Richard W. Williams was the only shareholder of Precision Inc and together they both owned North Louisiana Regional Hospital Partnership and they treated

They are tasked to encourage and facilitate EBP projects. This is one way of actively supporting, promoting and continuing to improve patient outcomes with the use of evidence-based practices. Challenges arise when there are no consistent leadership in this SL group that may be due to personal reasons, schedule challenges and the different challenges that may come during the steps in conducting the EBP project itself. In my personal experience on the EBP project on bedside handoff, the advantages and benefits of changing from nurse-to-nurse handoff at the nurses’ station to bedside handoff were emphasized to all stakeholders, including the increase in patient satisfaction when patients are involved in their care. However, we faced a high push-back form staff when it came to the implementation phase. There were concerns that handoff would be longer than usual, and that breech of patient confidentiality and privacy would ensue if bedside handoff was done. Despite all that, the bedside handoff EBP was successfully implemented mostly due to the timing and adequacy of staff education that included role playing, as well as strong support of the leadership team. According to Adams, Farrington and Cullen (2012), “The final and perhaps most intimidating step in the evidence-based practice (EBP) process is dissemination.” But with proper preparation, this can be

To start my plan for implementation, I will first talk to my director of nursing, manager, and nurse educator for approval. I plan to implement increase evidence based practice use in my department (cardiac unit). I will obtain information from our quality assurance nurse to evaluate how our core measures like AMI, chf, and stroke bundle is being consistently followed by the nurses in my department. I plan to empower staff nurses to use EBP. I will schedule workshops for nurses interested in learning more about research and EBP, increase access to library resources and EBP information, interactive EBP skills and rounds, development of EBP mentors and champions. The change should be an ongoing support from the leaders and organization to

In the case of Shahine vs. Louisiana State University Medical Center, the plaintiff Ms. Shahine experienced right ulnar nerve damage following a right total hip arthroplasty. She filed suit against the University Medical Center and her anesthesiologist, Dr. W for medical malpractice and requested the court to infer negligence under the doctrine of res ipsa loquitur. Dr. W was fully responsible for Ms. Shahine’s care while she was under anesthesia and Ms. Shahine obviously could not assess the true cause of injury while she was anesthetized. However, Dr. W provided evidence of non-negligence by thoroughly charting in Ms. Shahine’s medical record proper positioning and padding. Another anesthesiologist provided the court with uncontroverted

Some barriers to implementing evidence based practice include: lack of education, lack of organization, lack of time, geographical location, absence of literature to research, and the lack of willingness by staff (Melnyk, 2016). When people recognize that there are barriers involved in implementing evidence based practice, a plan should be made to eliminate as many of these barriers as possible. Despite the fact that nurses report that EBP leads to greater professional satisfaction and patient care, they are not consistently using it. “The two most frequent barriers to EBP, however, were a lack of time and an organizational culture that didn 't support it—getting past workplace resistance and the constraining power of the phrase, “That 's the way we 've always done it here” (Wallace, 2012). Some ways to implement evidence based practice include: incorporating education about EBP in order to start promoting the critical thinking and research interest.

Nurses are cheered to integrate and apply EBP as part of their daily practice. EBP is “knowing that what we do is the best practice” (AMSN, 2014). EBP is very important in health care system and can dramatically change quality care and clinical outcomes. According from the Iowa/Titler Model from AMSN (2014), the EBP process have five steps:

Disclosing and communicating EBP interventions that delivers high quality patient outcomes not only adds to the training of the profession but also increases the value of nursing care

After reading your post, I do not feel so bad about the facility where I practice. Upon completing the survey, my facility scored 68. I have been at this medical center for about 3 1/2 years, and unlike others facilities where I have practice EBP is not promoted or encouraged, beyond what is advocated by the governmental agency such as the JOINT Commission, and CMS. I also feel that most nurses do not know about EBP its significance and the impact it has in the nursing practice. Moreover, education advancement is not encouraged, most of the staff is overwhelmed with patient overload, and at other times by being sent home early without completing their full hours. Consequently, morale and motivation among the team are low, leading

EBP is a good source to have at a healthcare facility it clearly analyzes the proper way the organization should be facilitating. Proper protocol for faculty and staff and educational training for elimination of problems that may occur in the future. As was stated previously in this article lack of knowledge is not a good thing to have, but knowing the aspects of what could occur and stopping it before it because a nuisance can elevate problems that may arise in the near

Although the benefits of EBP are widely acknowledged, implementing EBP in daily clinical care is hard to achieve because of many obstacles such as lack of time, demanding workloads, lack of knowledge of the process of EBP, and organizational culture that does not support EBP. In addition, inadequate financial support, insufficient resources, lack of access to resources, and unrealistic goals for better quality of care are also included (White et al. 2013). These obstacles are usually associated among nurses because they don't have the support and encouragement by the administraton of the hospitals or healthcare organizations. Let's find out the strategies in the findings of researchers about these barriers.

CHLA is a nonprofit, private institution that serves as one of the first and largest Southern California Children’s hospitals. This hospital in under the leadership board of trustees consisting of physicians and community leaders, who create a vision, mission, and goal for the hospital. This hospital provides over 350 pediatric specialty programs and cares for about 528,000 patients each year (CHLA website). The CHLA quotes, “A grown-up hospital is no place for a kid,” since studies show nine out of ten children are taken to hospitals where they are not equipped with the correct size devices or needles. Children’s Hospital of Los Angeles caters the appropriate size equipment and well-appointed staff who are well educated, experienced, and prepared to care for children. Not only is CHLA a provider of more than 232.6 million in community benefits annually for children and families, but this hospital is also on Honor Roll for 2017-2018.

In your post, you had mention that the EBP “plays a vital role” “provide adequate resources” and with these resources “team members are able to best implement new practices of care.”

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

Furthermore, providing resources including financial support that could allow staff and other hospital members to participate in EBP training and advanced education to enhance their knowledge about EBP, it's benefits and its relationship to improving quality patient-centered