NHS FPX 6004 Assessment 3 Training Session for Policy Implementation

Training Session for Policy Implementation

Student Name

Capella University

NURS FPX 6004

Instructor’s Name

Submission Date

Training Session for Policy Implementation

Slide: 01

Hi, I am ________. In the following presentation, a new policy that has been implemented in Santa Clara Valley Medical Center related to reducing 30-day readmission rates for patients with a diagnosis of pneumonia will be discussed. Emphasis will be on stakeholder dynamics, the development of a training and implementation program for the policies, and the pilot group that will be useful for the alterations in patients’ itineraries.

Slide: 02

The strategy to be followed in Santa Clara Valley Medical Center is the concept of a policy that aims to address the issue of CKD readmission within 30 days. This process is designed to improve the patient outcomes of the organization through the creation of a partnership model of care. This includes strategies such as the involvement of all the stakeholders and giving them training according to their needs, and the use of the champion model to influence other people. The active engagement of the multidisciplinary care team in the change process will make them take personal responsibility for the change (McLaney et al., 2022). It is essential to increase the effectiveness and efficiency of the care of patients with the condition (COPD), as well as the process of discharge of these patients, to improve the performance of the hospital.

Slide: 03

Impact of Policy and Practice Guidelines

To promote stakeholders’ support of the process of adoption of a new policy critical to the task of decreasing 30-day readmission rates for patients with obstructive pulmonary disease (COPD) in the Santa Clara Valley Medical Center, the following strategies will be used. First, dialogue with the key stakeholders, such as physicians, nurses, respiratory therapists, and discharge planners, will be done at an early and open-ended stage by means of collaborative planning meetings and interdisciplinary conferences (McLaney et al., 2022).

Such interactions not only helped in fostering social ownership but also helped to identify issues and concerns that may occur during the latter phase of the implementation plan. Second, more specific information about present readmission rates and reactions of patients who experienced readmission will make it easier for stakeholders to understand the reasons for the change and the purpose of the initiative while promoting the significance in accordance with the organization’s values related to patient advocacy.

Implementation of Changes and Impact on Daily Work Routines

Another critical approach is to ensure the identification of unit-based champions that will be typical-role models for the rest of the people in the units. These champions, who will be selected from the most renowned clinical staff, shall provide support for the new discharge protocols in the actual clinical setting, as well as relay good performances to boost enthusiasm among the others. In addition, staff will be trained through training sessions to meet their particular roles in various settings, both to comprehend the knowledge about how to use discharge checklist standards, organizing to follow-up, and employment of evidence-based interventions (Bhati et al., 2023). Committee participation in continuing education, public recognition, and other similar incentives will be used to maintain motivation and or participation when offering the pilot phase.

Measurement of Success

These strategies are expected to be very effective since they involve behavioral science, principles of adult learning, and peer pressure. Some of the measures for the success of implementing the proposed intervention in the first few weeks will be the percentage of reported patient attendance and completion rates of the training sessions, compliance with the identified COPD discharge checklist, and within 48 hours of discharge, post-discharge follow-up. Keeping an eye on evaluations of the 7-day readmission rate will give the first indicators to show improvement before going down to the 30-day indicator. Such statistical observations will also be put into use in gauging the policy’s effectiveness in the implementation process, as well as strengthen its importance for the staff, which will enhance a sustainable approach among the members of the organization.

Slide: 04

Role of Pilot Group

The pilot group consists of physicians and nurses, and a care improvement team consisting of nurses, respiratory therapists, case managers, and hospitalists from the pulmonary unit, who will be involved in the implementation of the new policy and practice on the reduction of 30-day COPD readmission in SCVMC. It is involved in the application of the modification in the discharge planning process, teaching patients with the condition of chronic obstructive pulmonary disease, and organizing follow-up appointments after discharge (Liljas et al., 2023). Given the work and communication with patients, they are perfectly capable of recognising potential risks and offering individual prevention and treatment practices, as well as constant encouragement of self-management, the aspects included in the new guidelines developed according to GOLD and CMS paradigms.

The success of the policy is therefore strongly dependent on this pilot group, including a physician and nurses, as they are the implementers of the policy. This guarantees the standard implementation of the guidelines, which is especially important for the assessment of outcomes and the creation of the necessary drive for the rest of the hospitals in the system to buy into the implementation process (Baloyi, 2022). Lack of staff participation can contribute to variation within all the areas related to the practice of a program, degradation of the patient condition, and reduction of acquired opportunities to improve low readmission rates. This also allows those at the grassroots level to contribute to the betterment of the policy as well as the training materials before they are rolled out comprehensively, thereby giving them a central role in a change implementation.

To improve the participation of the pilot group, they shall be encouraged to participate in the decision making, as well as be periodically involved in feedback-giving sessions, and acknowledge the leadership role they shall be taking in the improvement of the outcome of the patient suffering from COPD. If underlying arguments posit that their actions contribute to the reduction of patient readmissions, improved patient satisfaction, as well as institutional accreditation, they will perceive their efforts to be value and quality-changing (Flaubert et al., 2021). Such a sense of ownership and the implication of change can lead to sustainable engagement, which will enhance the pilot group and put them in the role of champions and exemplary role models in the organization’s quest for better quality.

Slide: 05

Summary of Evidence-Based Strategies for Nurses and Physicians

To ensure stakeholder commitment and readiness to the change of a specific policy based on the practice guidelines and regulations, it is possible to use the following evidence-based strategies. The first is by informing people of the existence of the policy, and why it is being introduced, and showing them the reasoning behind the change. It is essential to involve the key practitioners like physicians, nurses, respiratory therapists, case managers, discharge planners, hospitalists, and pilot group members (champions) who would get involved in meetings regarding the change in planning and participating in workshops, to motivate them to become active participants in the process (McLaney et al., 2022).

Second, stakeholders will have groups that will train them for further implementation of the policy depending on their standing in the organization. Third, proving the worth of the policy through presentation of data from similar successful implementations, such as reducing patient readmissions in similar organizations, raises confidence and trust (Verstraate et al., 2021). Thus, in the framework of the ‘champion model’, where there are key members of the organization that promote the policy, considerable interest and positive attitude in the organization can be obtained.

Therefore, these strategies can be described as effective as they correspond to the basic principles of change management and practices, including involvement, communication, and trust. This means that with stakeholders involved and demonstrating how the change is going to be suitable for the patient, as well as the organization, the amount of resistance is limited while engagement is improved (Maurer et al., 2022). Additionally, where key players and stakeholders know that there are specific benefits gained in terms of increased patient results or optimized procedures, for instance, then their commitment increases, thereby increasing levels of adherence and therefore enhancing the change.

Early indicators of success that may be expected to herald the accomplishment of such goals are: stakeholder usage of the platform in discussions; completion of training; and integration of practices learned into routine work activities. Further, measures that will be for short-term goals, like better communication with patients and caregivers when it comes to discharge planning or a shift in the number of readmissions within the first phase of implementation, will act as milestones (Becker et al., 2021). Such measures are helpful in this regard since they not only establish the extent of the success attained in the implementation but also give a foundation on which the policy would be enhanced before it is adopted widely.

Slide: 06

Resources for Training Sessions

For the delivery of the training session for the adoption of the new policy for the improvement of the 30-day readmission in the case of the introduction of the formation of the new policy for the treatment of patients with chronic obstructive pneumonitis, the following resources are ideal. First, there is a need to engage qualified trainers to help in the delivery of the policy since they have to explain all the details of the policy, why the policy was developed, and how it would conform to Evidence-based practices.

Besides, it should be remembered that printed or electronic medium of handout notes shall also be used to summarize the guidelines as well as provide for the other training points within and after the session (Hasanica et al., 2020). Visual aids such as slides or making a video can help maintain orientation throughout the training. For this reason, more structures, such as integrated roleplay or realistic simulation, will also be inevitable, in order to ensure that the actors will practice the new procedures in friendly conditions.

Every single activity in the training session, as defined, is supposed to touch on these two facets of learning. By the time this, the facilitator must ensure that all understand the policy, its evidence, its aim, and its expected results. The case studies and handouts used in training will cater to the visual and written side of every participant, thus enhancing the training and development (Hasanica et al., 2020). This is because role play scenarios or simulations will be indispensable when it comes to the reinforcement of the policy in use situations, since the participants will be comfortable using the guidelines in a realistic setting. These activities will ensure that the participants learn and also make them ready to implement the new practices when they are implemented.

It is possible to limit the material to the most critical aspects of the issue and it will allow us to conduct the training session within the given two hours time. This will be for a duration of 30 minutes to provide a background of the policy and what it seeks to achieve. Next will be 45 minutes of teaching through cases or role plays. The last 15 minutes would be spent in the form of assessment and feedback to allow the participants to exhibit their understanding. This cycle allows one to integrate the teaching, the learning activities, and the evaluation in the most efficient way possible, given the time available, and yet to achieve the intended learning objectives. A positive feature inherent to the training is that it allows for concentration on the most critical aspects of the policy and the completion of practice sessions.

Slide: 07

Conclusion

All the targeted patient care providers understand the policy of 30-day reduction of the rate of readmission for patients and the new changes put in place at SVHMC. Getting a buy-in for change from these stakeholders would therefore be encouraged by engaging and supporting them from the beginning of the change process. These reasons approach the pilot group as the most effective one, as the group is empowered to be active in guaranteeing the success of the policy, as well as fine-tune the general method before it is adopted universally. Key measures of success that would be used in the improvement of this policy include early signs, such as better compliance and rates of readmission. In the long run, all these collaborations will ensure that there is improved patient care, therefore improving the healthcare system.

For the 2nd assessment of this class visit: NURS FPX 6004 Assessment 2