Running head: EXECUTIVE SUMMARY 1MSN_FP6212Executive Summary, Lecture notes of Accounting

Download Running head: EXECUTIVE SUMMARY 1MSN_FP6212Executive Summary and more Lecture notes Accounting in PDF only on Docsity! Running head: EXECUTIVE SUMMARY 1 MSN_FP6212 Executive Summary Capella University Health Care Quality Safety Management Quality and Safety Outcomes At The University of Pittsburgh Medical School (UPMC) Shadyside Hospital, the goal for patient outcomes is a high quality of care. Patients travel from around the country in hopes of receiving he best care possible. Although healthcare organizations put in great efforts to achieve the safest and highest quality of care for their patients, adverse events still occur (Singer et al., 2015). Heath care organizations have a need for continuous improvements in order to create the safest environment possible. Patient falls are considered to be one of the biggest challenges that hospitals around the country deal with. Falls not only increase the length of stay and costs for the patient, but they also can results in injuries that range from minor to severe or even death (Najafpour et al.,2019). Falls are also related to causing mental harm in patients such as anxiety, decrease in confidence, and fear. UPMC has implemented many fall prevention programs that are used to decrease the fall rate in the hospital. Decreasing the fall rate is essential in providing quality care. A new fall prevention program that should be initiated is to provide the patients with a short and concise video upon admission that educates them on the universal interventions to prevent falls while also getting oriented to the room. The patient should also have a sign on their door that alerts employees if that patient is a fall risk. The outcome of this intervention is to increase the safety and quality of care of the patient by reducing their risk of injury. The benefits of initiating this fall prevention program is that the rate of falls, hospitalizations, injuries, and mortalities will decrease since falls contribute to all of them. This fall prevention program initiation will encounter some challenges. A major challenge that the fall prevention program will have to deal with is the resistance from staffing. Management will need to explain the need and importance for the program while enforcing compliance. Another challenge that will be faced is the difficulty with close collaboration between healthcare professions including physicians, physician assistants, nurses, respiratory therapists, physical therapists, patient care technicians, etc. The fall prevention program is not just the nurses responsibility. Other professions need to be aware and consider the risk of fall for their patient when treating them. Falls occur when different health care professions are with the patient. Strategic Value to an Organization Reducing the rate for falls is a strategic value to UPMC Shadyside. A value-based strategy in the health care organization promotes a high quality of care. These values include improved outcomes and lower costs. It is much more cost effective to put programs into place that will help prevent fall injuries rather than to deal with the outcomes of the fall. In 2008, the Centers for Medicare and Medicaid Services (CMS) stopped reimbursing hospitals for costs that were reasonably preventable which included injuries from falls (Fehlberg et al., 2017). Hospitals started implementing fall prevention practices such as bed alarm use, ordering a room change close to the nurses station, lowering the bed, educating the patient on the use of the call bell, etc. Although many fall prevention strategies are being used, the rate of falls is still increasing. Since the CMS has stopped reimbursing the hospitals for falls, this places a bigger emphasis for the organization to place reducing the fall rates as a high priority. Fall incentives when correctly implementing the fall prevention program. Incentives should be given when the organization outcome goal is achieved and the fall rate is decreased. Conclusion For many years the rate of falls has been a major issue in health care organizations nationwide. By implementing the fall prevention program described, the goal is to decrease the number of falls from occurring. This will contribute to a safe and high quality of patient care. This will also lead to satisfaction in employees and the organization for achieving this safe outcome goal. References Bridgeman, P. J., Bridgeman, M. B., & Barone, J. (2018). Burnout syndrome among healthcare professionals. American journal of health-system pharmacy : AJHP : official journal of the American Society of Health-System Pharmacists, 75(3), 147– 152. https://doi.org/10.2146/ajhp170460 Fehlberg, E. A., Lucero, R. J., Weaver, M. T., McDaniel, A. M., Chandler, A. M., Richey, P. A., Mion, L. C., & Shorr, R. I. (2017). Impact of the CMS No-Pay Policy on Hospital- Acquired Fall Prevention Related Practice Patterns. Innovation in aging, 1(3), igx036. https://doi.org/10.1093/geroni/igx036 Lunden, A., Kvist, T., Teräs, M., & Häggman-Laitila, A. (2021). Readiness and leadership in evidence-based practice and knowledge management: A cross-sectional survey of nurses’ perceptions. Nordic Journal of Nursing Research. https://doi.org/10.1177/2057158520980687 Najafpour, Z., Godarzi, Z., Arab, M., & Yaseri, M. (2019). Risk Factors for Falls in Hospital In- Patients: A Prospective Nested Case Control Study. International journal of health policy and management, 8(5), 300–306. https://doi.org/10.15171/ijhpm.2019.11 Singer, S. J., Benzer, J. K., & Hamdan, S. U. (2015). Improving health care quality and safety: the role of collective learning. Journal of healthcare leadership, 7, 91–107. https://doi.org/10.2147/JHL.S70115 Zecevic, A. A., Li, A. H., Ngo, C., Halligan, M., & Kothari, A. (2017). Improving safety culture in hospitals: Facilitators and barriers to implementation of Systemic Falls Investigative Method (SFIM). International journal for quality in health care : journal of the International Society for Quality in Health Care, 29(3), 371–377. https://doi.org/10.1093/intqhc/mzx034