Proposing a New Initiative
NURS FPX 6008 Assessment 1 Attempt 1 Proposing a New Initiative
Hospitals must have some sort of system that provides support to the medical staff when there are stressful events that happen due to the patients under their care (Pollock et al., 2020). Most of these tragic events lead to the staff becoming the second victims of that said event (Sachs & Wheaton, 2021). The three possible routes of “falling out, enduring, or growing” are possible options for providers in the process of recovering from such tragedies (Robertson & Long, 2018). The first two of these approaches lead to reduced output at work, time away from the office, or even leaving one’s position at the hospital. According to a recent estimate, nurse turnover costs the employing organization $300,000 for every 1% rise in turnover, which means that these results are not only bad for the provider but also result in financial losses (Moran et al., 2020).
From the assessment of multiple healthcare providers, it is known that most institutes do not provide a support system for them in stressful situations. The proposed strategy is to have a support system placed in our hospital that will be beneficial to the healthcare workers and for the hospital management as well (Pollock et al., 2020). The initiative seeks to offer interdisciplinary, nonjudgmental peer assistance to give timely support, assist healthcare professionals in using good coping mechanisms, and advance the general welfare. This initiative can reduce provider turnover and decreased productivity linked to bad events by assisting practitioners to manage more successfully in stressful events, like an unanticipated patient death or perhaps a medical error.
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Analysis of Economic Factors
In a study where implementing the support initiative produced a positive net monetary benefit (NMB) of US $22,576.05 after one year (Moran et al., 2020). The NMB received from the support program by the reduction in turnover and time off work was projected to be substantially more which is $23,232.30 and the cost of the support program per nurse is seen to be US $656.25 (Moran et al., 2020). By extending the cost reductions at the individual level to everyone it was determined that the estimated yearly budget effect for a hospital by establishing a program that would help the staff in an adverse event would allow savings of US $1.81 million (Moran et al., 2020).
However, there is still an issue whether such an initiative would help keep the staff in good health and for them to keep their profession afterward. Another problem faced during the research was the insufficient literature and data available as most hospitals do not have a program placed for support except for a handful in the US, therefore. The eligibility and productivity of implementing a strategy that isn’t well known or which hasn’t been tried before are a bit questionable.
Support of Relevant Environmental and Economic Data
From a study in a hospital of 1000 beds, a cost-effective analysis was done to figure out the economic factors of using a support system for nurses (Moran et al., 2020). The findings of this study imply that a support program for healthcare professionals may provide institutions with a sizable return on investment and, consequently, represent exceptional quality for the hospital. The hospital has a support program in place, and researchers figure that it saves the facility a minimum of US $1.8 million annually. The decrease in nursing turnover is a major factor in this. Previous research has indicated that hospitals with high staff retention save $3.6 million compared to those with low staff retention (Moran et al., 2020).
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NURS FPX 6008 Assessment 1 Attempt 1 Proposing a New Initiative
Conclusion
A hospital is a dangerous place not just for patients but also for medical staff who are very susceptible to burnout and mental discomfort due to the strains of their jobs. This is particularly true following a medical blunder, which might result in the practitioner becoming a secondary victim (Sachs & Wheaton, 2021). Given that negative incidents frequently occur in the hospital environment, healthcare companies must offer assistance to their staff members following such traumatic incidents. Burnout and high staff turnover can have a detrimental influence on patient care as can patient accidents and other stressful situations (Robertson & Long, 2018). Following medical mishaps, peer-support systems have proven useful in assisting medical professionals.
References
Moran, D., Wu, A. W., Connors, C., Chappidi, M. R., Sreedhara, S. K., Selter, J. H., & Padula, W. V. (2020). Cost-benefit analysis of a support program for nursing staff. Journal of Patient Safety, 16(4), e250–e254. https://doi.org/10.1097/PTS.0000000000000376
Pollock, A., Campbell, P., Cheyne, J., Cowie, J., Davis, B., McCallum, J., McGill, K., Elders, A., Hagen, S., McClurg, D., Torrens, C., & Maxwell, M. (2020). Interventions to support the resilience and mental health of frontline health and social care professionals during and after a disease outbreak, epidemic or pandemic: a mixed methods systematic review. The Cochrane Database of Systematic Reviews, 11(11), CD013779. https://doi.org/10.1002/14651858.CD013779
Robertson, J. J., & Long, B. (2018). Suffering in silence: medical error and its impact on health care providers. The Journal of Emergency Medicine, 54(4), 402–409. https://doi.org/10.1016/j.jemermed.2017.12.001
Sachs, C. J., & Wheaton, N. (2021). Second victim syndrome. In StatPearls. StatPearls Publishing.
