Create a 12 page slide power point with the policy proposal.

Instruction:

To help ensure a smooth rollout and implementation of your proposed policy and practice guidelines, design a training session presentation for one of the role groups in the organization that will be responsible for implementation.

• Provide a brief summary of your strategies for working with your chosen role group.
• Explain the impact of the new policy on the group and the importance of the change to improve quality of care.
• Explain how the group is important in implementing your proposed policy and practice guidelines and why you chose this group to pilot your proposal.
• Determine appropriate instructional content and explain to the group the learning activities and materials they should expect during the training session.
• Prepare an annotated agenda for a two-hour training session.

During this training session, you will want to ensure that the individuals you are training understand the new policy and practice guidelines. You will need them to buy into the importance of the policy in improving the quality of care or outcomes and their key role in successful policy implementation. You must help them acquire the knowledge and skills they need to be successful in implementing the policy and practice guidelines.

As outcomes of this training session, participants are expected to:

• Understand the organizational policy and practice guidelines to be implemented.
• Understand the importance of the policy to improving quality or outcomes.
• Understand that, as a group, they are key to successful implementation.
• Possess the necessary knowledge and skills for successful implementation.

Requirement:

The strategy summary and annotated training agenda requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for document format and length and for supporting evidence.

• Summarize evidence-based strategies for working with the role group to obtain their buy-in and prepare them to implement the new policy and apply the associated practice guidelines to their work.
  • Why will these strategies be effective?
  • What measures might provide early indications of success?
• Explain the impact of the new policy and practice guidelines.
  • How they will be implemented?
  • How will they affect the daily work routines and responsibilities of the role group?
• Justify the importance of the new policy and practice guidelines with regard to improving the quality of care or outcomes related to the role group's work.
  • How will the policy and guidelines help improve the quality of care or outcomes?
• Explain the role group's importance in implementing the new policy and practice guidelines.
  • Why is the work and buy-in of the role group important for successful implementation?
  • How could you help the group feel empowered by their involvement during implementation?
• Determine appropriate and effective instructional content, learning activities, and materials for the training session.
  • How will each proposed activity on your agenda support learning and skill development?
  • Can you complete the training within the allotted two hours?
• Deliver a persuasive, coherent, and effective audiovisual presentation.
  • Be sure that the information and arguments you present are aligned with the needs of your audience.
  • Review the organization of your slides for clarity.
  • Proofread your slides to minimize errors that could distract the audience or make your message more difficult to understand.

Use this Proposal for the Power point slides:

Policy Proposal

The main objective of this proposal is to implement effective strategies that will significantly reduce patient wait times at the emergency room (ER) of Hennepin County Medical Center. We aim to ensure that healthcare services at Hennepin County Medical Center are delivered promptly and efficiently while enhancing the patient experience and improving healthcare outcomes. We plan to streamline processes, optimize resource allocation, utilize stakeholders, and leverage technology to achieve this.

This proposal aims to improve the quality of wait times at Hennepin County Medical Center by implementing comprehensive organizational policies and practice guidelines. Our objective is to optimize the patient experience by ensuring efficient and transparent wait times, enhancing overall patient satisfaction and outcomes. Long wait times at Hennepin County Medical Center have resulted in patient dissatisfaction, compromised health outcomes, and increased patient and staff stress. Addressing this issue is vital to providing excellent healthcare services and promoting a positive reputation for our hospital.

Hennepin County Medical Center's current benchmark is to reduce patient wait times. Currently, Hennepin is ranking at a four for our numeric score due to underperformance in patient wait times. Long wait times in hospitals can have significant implications on quality care provision and overall hospital operations. Extended wait times can result in delayed medical care access, potentially worsening health conditions.

Healthcare professionals will likely experience increased stress and burnout due to high patient volumes and extended wait times. If no changes are made to this benchmark, it could have negative consequences for Hennepin County Medical Center. Patients may be discouraged from seeking preventive or routine care if they anticipate long wait times. Delayed access to preventive services can lead to missed early detection and intervention opportunities, which can harm long-term health outcomes. Prolonged wait times may also increase healthcare costs for the hospital and patients.

State laws in Minnesota cover various aspects related to healthcare, including quality of care, patient safety, and accessibility of care. HCMC must review the relevant statutes that impact its policies and practices, particularly regarding patient wait times. The Center for Medicare and Medicaid Services sets standards and regulations for healthcare facilities participating in Medicare and Medicaid programs. Compliance with these standards may impact reimbursement rates and other aspects of hospital operations, including patient wait times. HCMC, like many different hospitals, may seek accreditation from TJC. TJC has standards related to patient care, and although it may not explicitly dictate wait time benchmarks, it places emphasis on aspects of care quality that could indirectly impact patient wait times.

Improving patient flow is a critical objective in emergency room management. Several evidence-based strategies can be implemented to achieve this goal while ensuring compliance with relevant healthcare policies and laws. Some potential strategies include educating the community about the appropriate utilization of emergency services to discourage non-urgent cases from presenting to the emergency room, providing ongoing training for staff on customer service, communication skills, and emergency room protocols, and ensuring that staff is knowledgeable about and compliant with all applicable healthcare regulations.

An evidence-based approach is necessary to reduce wait times in the Emergency Room (ER) while prioritizing the well-being of patients and healthcare providers. The following are key considerations and strategies to achieve this goal:

- Maintain open and honest communication with patients regarding wait times and expectations. Inform patients about the causes of delays and the steps to improve the situation.

-Streamline ER processes based on evidence-based best practices. To enhance efficiency, adopt strategies such as triage optimization, team collaboration, and technology integration.

- Provide ongoing training to healthcare professionals to update them on the best practices.

- Implement lobby nurses to support patients in the waiting room.

In 2018, a case study was conducted on WellStar West Georgia Medical Center, a medical facility situated in LaGrange, Georgia. The hospital has 276 beds and caters to around 62,000 patients annually in its emergency department (ED). However, the ED was facing issues such as high arrival-to-provider times and low patient satisfaction scores. To address these problems, the ED team decided to introduce a triage nurse in the lobby and an advanced practice clinician (APC) to the Rapid Screening Area during peak times. This resulted in the patient wait time reducing to as low as two minutes. Implementing these measures at Hennepin County Medical Center can improve patients' and healthcare providers' long wait times in the Emergency Room experience.

In order to address the issue of patient wait times in the emergency room and establish practical practice guidelines, it is crucial to collaborate with various stakeholders. The stakeholder group plays a vital role in the successful implementation of the proposal. Engaging with doctors, nurses, and other healthcare professionals who are directly involved in emergency care is essential. Additionally, working closely with administrators is vital to ensure that the necessary resources and support are available. Finally, collaborating with payers to address financial aspects and incentives related to reduced wait times is also essential.

To ensure successful implementation, small-scale pilot programs are recommended to test proposed changes and receive real-world feedback before implementing them on a larger scale. Demonstrating the long-term cost-effectiveness of the proposed changes is important to address the financial concerns of hospitals and insurers. Providing training and support for healthcare professionals is also crucial to ensure a smooth adoption of new guidelines. By involving stakeholders, there is a greater sense of ownership and commitment, which increases the likelihood of successful implementation.

In conclusion, implementing lobby nurses, strategic policy changes, and proactive engagement with stakeholders at Hennepin County Medical Center represents a comprehensive approach to enhance and streamline emergency room services significantly. Introducing lobby nurses ensures immediate patient assessment, timely triage, and improved communication with incoming patients. Simultaneously, strategic policy changes will optimize workflow efficiency and resource allocation, addressing bottlenecks contributing to prolonged wait times. Lastly, fostering stronger connections with stakeholders will promote collaborative problem-solving and resource mobilization, creating a more resilient and patient-centric emergency care system. By implementing these changes, we will improve our numeric score at our facility. Collectively, these initiatives promise to deliver a tangible and sustainable reduction in wait times, ultimately improving the overall patient experience at Hennepin County Medical Center.