D160 HIP Paper Template

D160 HIP Paper Template

Student Name

Western Governors University

D160 Nursing Leadership and Management Field Experience

Prof. Name:

Date

D160 HIP Paper Template

A. Implementation Field Experience

How was the effectiveness of the process used to kick off the Health Improvement Project (HIP) evaluated?

The Health Improvement Project (HIP) aimed to develop and implement an educational program for nursing staff and congestive heart failure (CHF) patients to reduce 30-day readmission rates after discharge. The evaluation focused on several key components including organizing the project team, building a support alliance, conducting the kick-off meeting, and reviewing timelines and goals. These components collectively contributed to the overall effectiveness of the kick-off process.

How was the Project Team organized?

Organizing the project team was fundamental to HIP’s success. The team was carefully chosen to include diverse expertise, enhancing a multidisciplinary approach. Initially, collaboration with the preceptor identified key stakeholders such as the Director of Quality and clinical educator to ensure alignment with organizational goals and resources. The project team included the unit manager, clinical educator leader, experienced registered nurses, and a quality control specialist.

Multiple in-person meetings were held to review hospital policies, identify gaps, and focus on the project objectives. This collective approach fostered a culture of continuous improvement and patient safety. Involvement of each team member helped promote a comprehensive discharge planning process for CHF patients, which is critical for reducing readmission rates.

How was an alliance of supporters from staff built?

Building a coalition of supporters was vital for fostering a culture of patient safety and engagement. Key staff members, such as the nurse manager, clinical educator, and experienced nurses from the progressive care unit (PCU), were involved. These individuals are respected by their peers and motivated to champion the project.

The coalition leveraged staff expertise, frontline clinical perspectives, and leadership to encourage peer buy-in and address challenges. This diverse team was essential in advancing the shared goal of reducing CHF patient readmissions within 30 days post-discharge.

What occurred during the kick-off meeting?

The kick-off meeting was a critical step that included both internal and external stakeholders. The meeting set clear timelines, goals, deliverables, and milestones. It ensured all participants were aligned and committed to the project’s success.

During this meeting, the team analyzed the current state of CHF patient readmissions, discussed root causes, and emphasized the need for comprehensive discharge planning and patient education. Plans for educational content delivery, including quizzes to measure competency, were also discussed. This session was key for clarifying objectives and strategies to ensure successful training implementation.

How were timelines, goals, deliverables, and milestones reviewed?

The project team collaboratively reviewed all project timelines, goals, deliverables, and milestones during the kick-off meeting. This step was critical for setting expectations and clarifying individual roles and responsibilities.

The team was receptive to feedback and adapted the plan as needed, incorporating alternative solutions into the revised HIP process. This flexibility and consensus-building enhanced the project’s direction and readiness for implementation.

B. Communication Plan Implementation

What were the key features of the initial communication plan?

The initial communication plan was designed to ensure clear and consistent information flow among all stakeholders. It incorporated various communication methods, including face-to-face meetings, emails, text messages, and phone calls, to keep everyone informed and engaged.

Key messages defined stakeholder roles, project focus, and updated healthcare information about CHF. The plan achieved stakeholder approval, increased staff support, and ensured nurse managers’ availability for project implementation.

How was communication maintained during the planning and implementation phases?

During the planning phase, a mix of in-person and virtual meetings, emails, phone calls, and texts kept team members updated on HIP progress. In the implementation phase, weekly email updates and daily chart audits summarized in bar graphs maintained stakeholder engagement.

The unit manager included project updates in weekly newsletters, and data was displayed on the PCU unit’s huddle board. These efforts ensured transparency and sustained communication throughout the project lifecycle.

What modifications were made to the communication plan?

To address challenges, additional virtual meetings were introduced to accommodate those unable to attend in person. A Microsoft Teams platform was also established to facilitate secure file sharing and data collection, accessible only to invited members.

The project manager actively managed communication, addressing inefficiencies by exploring alternative channels when necessary, ensuring that all stakeholders received timely, accurate information.

What were the outcomes of communication plan implementation?

Adjustments made during implementation enhanced communication effectiveness and stakeholder engagement. The robust communication network contributed significantly to HIP’s successful execution by ensuring continuous information flow and active participation.

C. Training Plan Implementation

What was included in the initial training plan?

The initial training plan, developed in D158 class, focused on key topics:

• Introduction to HIP

• Patient education techniques

• Implementation strategies

• Data collection and reporting

Training methods included workshops, seminars, role-playing, simulations, online modules, group discussions, and printed materials.

What was the training schedule?

How were training outcomes evaluated?

Evaluations included pre- and post-training surveys to assess knowledge and confidence, feedback forms, quizzes, and practical assessments through simulations. Performance metrics tracked patient readmission rates and the quality of education delivered.

What modifications were made to the training plan and outcomes?

Based on feedback, additional Q&A sessions, job aids, and reminders were introduced to reinforce learning. The pace of online modules was adjusted to improve comprehension, and group discussions were expanded to address data analysis challenges. A Microsoft form was implemented for staff acknowledgment and commitment to documentation standards.

D. Testing of Project Implementation Workflow

How was the workflow tested before implementation?

The project team conducted a dry run to evaluate workflow efficiency and identify necessary adjustments. Following this, actual patients were involved to test real-world application. The workflow was found to be smooth, requiring only minor modifications.

How was the Electronic Medical Record (EMR) system utilized?

End-user testing of the MEDITECH EMR system (“Playground”) was conducted to document patient education, discharge instructions, and follow-up care. The project manager and preceptor created reports to identify CHF patients and adjusted data outputs for usability.

Registered nurses tested documentation processes and confirmed ease of use. These positive outcomes led to full implementation.

Why is testing the workflow important in nursing projects?

Testing ensures seamless transitions to new workflows, minimizes disruptions, and maximizes care quality. This is particularly important in nursing, where procedural changes frequently occur due to evolving healthcare demands.

E. Utilization of Improvement Science

How was improvement science applied in the HIP?

Improvement science provided structured methodologies to enhance healthcare processes. Two primary methods used were Lean Six Sigma (LSS) and the Plan-Do-Study-Act (PDSA) cycle.

What benefits did these methods provide?

Lean Six Sigma improved process efficiency by cutting unnecessary steps, while PDSA enabled iterative testing and data-driven decisions. Together, these methods enhanced the project’s adaptability and effectiveness.

F. Control Phase (Monitoring) of Field Experience

How was staff supported during HIP implementation?

Regular check-ins, weekly meetings, and feedback sessions ensured staff felt supported and could voice concerns. Unit champions were available across shifts to guide staff, with the project manager accessible via secure chat for immediate assistance. Job aids were provided to assist with documentation.

How was the project schedule monitored?

A Gantt chart was used to visualize the project timeline, track milestones, and identify delays promptly. Regular team meetings facilitated progress reviews and timely corrective actions.

How was the budget monitored?

Monthly financial audits compared expenditures against the allocated budget. The nurse manager led budget oversight, providing monthly reports. A contingency plan was in place for unexpected costs, ensuring financial accountability throughout.

G. Project Status Meetings

How were project status meetings conducted?

Initially, meetings were monthly and increased to weekly as implementation neared. The project manager held regular sessions with internal and external stakeholders to provide updates and solicit feedback. Maintaining open communication channels was a key focus, fostering transparency and collaboration.

References

Institute for Healthcare Improvement. (2023). Plan-Do-Study-Act (PDSA) cycle. http://www.ihi.org/resources/Pages/Tools/PlanDoStudyActWorksheet.aspx

Vaishnavi, V., & Suresh, S. (2020). Lean Six Sigma in healthcare: A comprehensive review. International Journal of Healthcare Management, 13(3), 234-244. https://doi.org/10.1080/20479700.2019.1647200