Chief Nursing Officer (CNO)

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Scenario

Oakridge Hospital is preparing for redesignation of its Magnet Status, which represents diverse populations in primary, secondary and tertiary settings. As the clinical analyst for the hospital, it is your responsibility to ensure that all of the collected and submitted data meets criteria to maintain the covenant status. The Board of Directors asked The Chief Nursing Officer (CNO) to give an update on the hospital’s Magnet status and redesignation efforts.

Instructions

You have been asked by the hospital’s Chief Nursing Officer to create a PowerPoint presentation (using speaker notes for each slide or voiceover narration) on Magnet designation, quality measures and patient outcomes to be presented to the Board of Directors. This presentation should include:

  1. Background on Magnet Recognition Program®.
  2. Summary of the Magnet status model components and diverse data elements that can be used in the hospital’s Quality Improvement initiatives that will be measured for redesignation.
  3. Explain the use of hospital, state and national data comparison requirements in Magnet redesignation and quality improvement.
  4. Three goals that align to Magnet status with an explanation of how these goals can positively impact the hospital’s patient outcomes.

Rubric

– Clear and thorough background information on Magnet Recognition Program. Included comprehensive details on the model components and data elements that can be used in QI initiatives. Includes multiple supporting examples.

– Clear and thorough explanation of hospital, state and national data comparison requirements in Magnet redesignation. Included comprehensive explanation with multiple supporting examples for comparison of hospital, state, and national data comparisons quality improvement.

– Comprehensive list of more than three goals aligned to Magnet status. Included multiple supporting examples of how all of the goals can positively impact the hospital’s patient outcomes.

University Medical Center

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Scenario

You have recently been hired as a lead consultant for the University Medical Center. You have been working with the quality team and the Chief Quality Officer (CQO) on a long-term plan to improve patient satisfaction. The most recent survey results showed a 5% decline in overall patient satisfaction. Based on a review of the survey data, slow response time to call buttons ranked highest in terms of the source of dissatisfaction among patients. The team has decided to prioritize the management of call button response time to improve the patient satisfaction rates. In addition to improving patient satisfaction, decreasing the call button response time can support operational efficiency goals and can ultimately have a positive impact on the bottom line of the medical center. The long-term plan will be reflected in best practices, which will be implemented. Your project has almost come to completion and now it is time to summarize your improvement plan to the CEO.

Instructions

Write an executive summary to the CQO regarding best practices to improve patient satisfaction survey results. Your summary should include:

  • One model of quality improvement as it relates to decreasing call button response time.
  • An explanation of how the model will lead to an increase in patient survey response rates.
  • Several strategies to engage both patients and healthcare staff in the quality improvement initiative as this new model is implemented. The strategies should include ways to increase patient satisfaction.

Oakridge Hospital is preparing for redesignation of its Magnet Status, which represents diverse populations in primary, secondary and tertiary settings.

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Scenario

Oakridge Hospital is preparing for redesignation of its Magnet Status, which represents diverse populations in primary, secondary and tertiary settings. As the clinical analyst for the hospital, it is your responsibility to ensure that all of the collected and submitted data meets criteria to maintain the covenant status. The Board of Directors asked The Chief Nursing Officer (CNO) to give an update on the hospital’s Magnet status and redesignation efforts.

Instructions

You have been asked by the hospital’s Chief Nursing Officer to create a PowerPoint presentation (using speaker notes for each slide or voiceover narration) on Magnet designation, quality measures and patient outcomes to be presented to the Board of Directors. This presentation should include:

  1. Background on Magnet Recognition Program®.
  2. Summary of the Magnet status model components and diverse data elements that can be used in the hospital’s Quality Improvement initiatives that will be measured for redesignation.
  3. Explain the use of hospital, state and national data comparison requirements in Magnet redesignation and quality improvement.
  4. Three goals that align to Magnet status with an explanation of how these goals can positively impact the hospital’s patient outcomes.

COMMENTARY AND QUESTIONS

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COMMENTARY AND QUESTIONS:  Please consider the following series of inter-related questions that address the evolution of health care in the United States as well as the role of health services professionals in delivering quality health services to patients located both within and without the borders of the United States.  Remember to post three different times on three different days, and to make your posts progressively responsive to the posts of your fellow classmates.  I look forward to participating in your posts on this question.  Please feel free to post more than three times to the dynamic question below.

“The economy, stupid” is a phrase coined in 1992 by Bill Cliniton’s political strategist, James Carville.  According to Wikipedia, Carville’s statement was directed to campaign workers and was intended as one of three messages for them to focus on.  A second phrase for the campaign workers was “Don’t forget health care.”

Today, the U.S. economy continues to suffer negative effects of COVID, including business closures, unemployment, employee shortages, inflation and supply chain problems directly attributable to the COVID-19 virus pandemic that reportedly began in Wuhan, China and immigrated to the United States in January 2020.  The first reported case can be traced to November 17, 2019 according to unpublished Chinese government records. https://www.theguardian.com/world/2020/mar/13/first-covid-19-case-happened-in-november-china-government-records-show-report (Links to an external site.).  On January 19, 2020, the first case was diagnosed in the United States in Snohomish, County, Washington.  The patient had just returned from Wuhan, China where the novel coronavirus allegedly began. https://www.nejm.org/doi/full/10.1056/NEJMoa2001191.

In just under two years, the virus spread from that one international traveller to infect 72,310,575 people in the United States and result in 870,195 COVID-related deaths.  https://covid.cdc.gov/covid-data-tracker/index.html#cases (Links to an external site.).  These numbers are staggering compared to the March 2020 data when there were just 5,738 positive cases and 80 deaths in the United States.   https://covidtracking.com/data/national (Links to an external site.).   

Early in the COVID pandemic crisis, the United States did not have an adequate supply of personal protective equipment (PPE), such as respirators, gloves, face shields, gowns, hand sanitizers, etc.  The PPE was needed to protect our front line health care workers from becoming infected.  The United States was also experiencing a shortage of common medical supplies needed to treat hospitalized patients.  You may recall news reports of ordinary people sewing home-made face masks and shipping them to hospitals across the country.  China – where the COVID-19 virus originated, is a major manufacturer of the PPE and medical supplies that were in short supply. 

The shortage of PPE and medical supplies in the United States can be attributed to multiple causes, including problems with the global supply chain that were also impacting other countries.  It was reported that China produced approximately half the world’s face masks before the pandemic.  As the infection spread across China, it stopped exporting face masks to other countries.  As China’s infection rate slowed, it began shipping masks to other countries as part of goodwill packages. The United States, however, was not a major recipient of the good will packages.  https://www.nejm.org/doi/full/10.1056/NEJMp2006141.

The pandemic highlighted that healthcare in the United States has evolved such that it is dependent on global economic transactions.  In addition to PPE and medical supplies, China produces pharmaceuticals, medical devices, technology and rare minerals that are essential to the delivery of modern U.S. health care services. https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(19)31908-7/fulltext.  

The globalization of healthcare is also evident in health care transactions unrelated to the COVID-19 pandemic.  India has developed a robust telemedicine industry to provide remote medical services to U.S. health care providers. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6618173/ (Links to an external site.).  India, Mexico and other countries actively market lower cost medical procedures to U.S. health care consumers. https://www.newsweek.com/thousands-americans-cross-border-mexico-affordable-medical-treatment-each-1426943 (Links to an external site.).  On a personal note, in a recent conversation with a distant family member, I learned that his girlfriend was in the country of Columbia for a complex dental procedure that would only cost her $6,000 compared to the $60,000 she would pay in the United States.  Reportedly, Columbia has developed an expertise in dental procedures and markets to the global medical consumer.  

Similarly, U.S.-based health care providers provide telemedicine and other health care services to developing countries that cannot provide these services on their own.  The United States and other countries also provide global relief health care workers to assist with public health crises in developing countries.  

Question

Should health care executives and/or policymakers seek to develop global alliances to bring high quality health services to U.S. consumers at the lowest cost?  Why or why not?

This course uses the CTU Professional Learning Model

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Scenario

This course uses the CTU Professional Learning Model™ (CTU PLM) to teach students with hands-on, industry-related, problem-solving experiences that model the professional environment and encourage achievements that lead to student and employer success. The CTU PLM is founded on the idea that students learn best by working on real-world, professional projects related to their chosen career fields. By working this way, students develop the expertise to apply conceptual knowledge to get effective results. Through professional learning, students experience the complexity of real-world problems and learn to select an appropriate approach to a problem that has more than one solution. This method of learning is called Problem-Based Learning (PBL). PBL assumes that you will master content while solving a meaningful problem in each assignment.

Throughout the course, you will work with a scenario in which some basic, background information is provided about a company. (This information could apply to any company that provides products or services of this sort in general.) You have a role in the scenario; that is, you are part of the story. The dialogue in each assignment presents the problem that must be solved. It is up to you to respond to the problem and submit a deliverable that will be graded.

Refer to the following scenario as you progress through the PBL process.

Problem-Based Learning (PBL) Scenario: Red Carpet LLC

Red Carpet LLC is a national hospitality and entertainment company with headquarters in Philadelphia, PA with national operations in the US. Historically, the company has had 3 divisions: hotels, food service, and cruise lines. However, it recently completed the acquisition of Sparkstar theaters, a movie theater company, that it is slated to become its 4th division. Red Carpet now owns 200 hotels in 48 states, 4 brands of restaurants with 1776 locations, 4 Buoy Bay branded cruise ships, and 300 Sparkstar theaters.

Its matrix organizational structure consists of a central HR, accounting, business development, sales, marketing, and research and development departments located at the headquarters in Philadelphia that serve each division. Each division is located in a different part of the US and lead by a VP that reports to the President and CEO. The company is privately owned by a consortium of investors and investor groups.

Red Carpet has 16,000 employees, 1000 of which work at its corporate headquarters. The organizational culture of the headquarters is informal and organic and there are few policies and processes that guide employee behavior. The company, as a whole, does not value HR so employees struggle with many employee relations and employment law concerns. The company outsources all of its training to one of the investor group companies, however this training is commonly not customized to the needs of Red Carpet.

As a whole, Red Carpet struggles with its business to business partners and suppliers because of its reputation for being nonnegotiable. Red Carpet would rather disrupt the quality and availability of its only products and services rather than partner for the supply chain resources that it needs. Likewise, Red Carpet does not hold many of the General Managers in its hotels, restaurants, and its cruise ships accountable for performance, opting instead for a weaker political strategy of blaming and gotcha games.

Being aware of these challenges, Red Carpet acquired Sparkstar for their strong industry reputation and financial performance in the hopes that merging the structure and culture of Sparkstar into Red Carpet would change the organization for the better. Historically, Red Carpet has been a highly successful company, however in recent years, its mismanagement has created noticeable effectives in product and service quality and its bottom line.

Divisions

Hotels: Red Carpet branded hotels are mid-price semi-luxury hotels known for high quality. Each customer is given a red velvet cupcake upon checking in. Red Carpet relies on its General Managers to micromanage the hotel. Despite its corporate parent owning a restaurant division, no Red Carpet hotels have restaurants. The Red Carpet division headquarters are in Sedona AZ. Many of the hotels are in need of refurbishment.

Food Service: Chicken Heaven is a fast-food chain with a long tradition of quality, large customer base, and 1000 locations. It is a solid overall performer for Red Carpet with high employee satisfaction. Burger Blast is another fast-food chain recently launched to cater to upscale customers who seek customized, gourmet-style burgers. It has 200 locations, however General Managers are struggling with budget and supplies causing a poor customer experience and high employee turnover. Food Park is a buffet-style restaurant with 500 locations that has been recently struggling because of high competition and poor marketing.  Delicacy is a high-end restaurant with an urban theme. It has 76 locations, is the oldest of Red Carpet’s food service operations, and provides a unique dining experience for customers. However, General Managers have a high turnover at Delicacy because of the grueling schedule. The food service division is located in Burke, ID.

Cruise Ships: Buoy Bay cruise ships offer low-cost, short-term cruises from Port Canaveral, FL only to the US Virgin Islands. Buoy Bay offers customers average quality staterooms and food from Chicken Heaven, Burger Blast, and Food Park. However, it does not offer a non-buffet formal dining option such as Delicacy. Although they are known for their over-the-top entertainment, employee turnover is very high relying primary on seasonal employees who are poorly trained. Buoy Bay has had much controversy. Just 5 years ago, the Buoy Bay cruise ship, Garland of the Sails, hit a reef, partially sank, and had to be salvaged in a 1.5 billion dollar operation. This resulted in a Federal investigation that is still pending. The Buoy Bay division is located in Lapsowanne, OR.

Movie Theaters: Sparkstar theaters were recently purchased from the Vegamega group for 2.3  billion dollars. Sparkstar is the highest rated movie theater chain the US. It has high customer and employee satisfaction, an efficient organizational structure, and solid financial results. Sparkstar’s culture is one of high HR involvement including a strong training and development department, Sparkstar Institute. Sparkstar has a customer rewards program that provides a free movie rental of the film that the customer saw in the theater which has been very popular and has increased its strong customer base. Sparkstar has its divisional headquarters in Pasadena, CA.

The Issues

With the purchase of Sparkstar theaters, Red Carpet is hoping to redefine its operations in the next 5 years. It sees opportunities to integrate its divisions, products, and services to better serve its customers and employees. Here is a summary of some of the issues that Red Carpet must address in its strategic plan:

· Internal politics and communication

· Improved HR and training

· Employee relations issues

· Federal investigations

· Product and service quality

· Marketing support

· Performance issues

· Redefining the organizational structure

· Improving its organizational culture

· Integrating products and services

· Resource and supply chain issues

Your Role

Leroy Banks, the Director of Change management at Red Carpet is seeking an Organization Development Consultant to address Red Carpet’s need for change. You’ve just received a consulting contract from him to help prepare a plan to assist Red Carpet. You’re excited about the opportunity and are motivated to work on this project. You know that your insight will assist Red Carpet with managing organizational change.

Case Study

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Mr. J.R. is a 73-year-old man, who was admitted to the hospital with clinical manifestations of gastroenteritis and possible renal injury. The patient’s chief complaints are fever, nausea with vomiting and diarrhea for 48 hours, weakness, dizziness, and a bothersome metallic taste in the mouth. The patient is pale and sweaty. He had been well until two days ago when he began to experience severe nausea several hours after eating two burritos for supper. The burritos had been ordered from a local fast-food restaurant. Nausea persisted and he vomited twice with some relief. As the evening progressed, he continued to feel “very bad” and took some Pepto-Bismol to help settle his stomach. Soon thereafter, he began to feel achy and warm. His temperature at the time was 100. 5°F. He has continued to experience nausea, vomiting, and a fever. He has not been able to tolerate any solid foods or liquids. Since yesterday, he has had 5–6 watery bowel movements. He has not noticed any blood in the stools. His wife brought him to the ER because he was becoming weak and dizzy when he tried to stand up. His wife denies any recent travel, use of antibiotics, laxatives, or excessive caffeine, or that her husband has an eating disorder.

Case Study 1 Questions:

  1. The attending physician is thinking that Mr. J.R. has developed an Acute Kidney Injury (AKI). Analyzing the case presented, name the possible types of Acute Kidney Injury.
  2. Link the clinical manifestations described to the different types of Acute Kidney injury.
  3. Create a list of risk factors the patient might have and explain why.
  4. Unfortunately, the damage to J.R.’s kidney became irreversible and he is now diagnosed with Chronic Kidney Disease (CKD). Please describe the complications that the patient might have on his Hematologic system (Coagulopathy and Anemia) and the pathophysiologic mechanisms involved.

Reproductive Function:
Ms. P.C. is a 19-year-old white female who reports a 2-day history of lower abdominal pain, nausea, emesis, and a heavy, malodorous vaginal discharge. She states that she is single, heterosexual and that she has been sexually active with only one partner for the past eight months. She has no previous history of genitourinary infections or sexually transmitted diseases. She denies IV drug use. Her LMP ended three days ago. Her last intercourse (vaginal) was eight days ago and she states that they did not use a condom. She admits to unprotected sex “every once in a while.” She noted an abnormal vaginal discharge yesterday and she describes it as “thick, greenish-yellow in color, and very smelly.” She denies both oral and rectal intercourse. She does not know if her partner has had a recent genitourinary tract infection, “because he has been away on business for five days.
Microscopic Examination of Vaginal Discharge
(-) yeast or hyphae
(-) flagellated microbes
(+) white blood cells
(+) gram-negative intracellular diplococci

Case Study 2 Questions:

  1. According to the case presented, including the clinical manifestations and microscopic examination of the vaginal discharge, what is the most probable diagnosis for Ms. P.C.? Support your answer and explain why you get to that diagnosis.
  2. Based on the vaginal discharge described and the microscopic examination of the sample, could you suggest which would be the microorganism involved?
  3. Name the criteria you would use to recommend hospitalization for this patient.

Submission Instructions:

  • This assignment has 2 case studies. You must work and include both case studies in your initial post.
  • Your initial post should be at least 500 words for each case study, formatted and cited in the current APA style with support from at least 2 academic sources

What are potential barriers to forming an effective relationship with families?

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What are potential barriers to forming an effective relationship with families?  What, if any, might be potential conflicts of interest?

Use scholarly references to substantiate your work.

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400-600 words APA 7 format, in-text citation, Use scholarly references to substantiate your work. Write in the present tense. Please provide a copy of all references used. Plagiarism Free Work.

**Scenario is attached document

Assignment Details:

Respond to the scenario below with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas.

Now that you have gained an understanding of Red Carpet, Leroy has asked you to join in on a preliminary meeting with the VP of HR and other members of the organization to discuss change. The meeting is important because many employees are unsure of their role in the change process. In fact, the VP of HR has not settled yet on what type of change is needed or how to start the change process. Leroy has asked you to participate in the discussion to help clarify information needed about the change process.

Review the Red Carpet scenario for this course, discuss the following questions that will provide insight into the change process:

In your opinion, what does Red Carpet need to change? Should the change be transformational, developmental, or transitional, and why?
What employees or employee groups should be included in the change process, and why?
What do you recommend Red Carpet do to begin the change process?

In this activity, you will participate in a discussion about professional courtesy.

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Description:

In this activity, you will participate in a discussion about professional courtesy.

Instructions:

Step 1: Watch the following video and take notes.

After watching the video respond to the following question in the discussion board.  What is YOUR definition of professional courtesy in healthcare?

Step 2: Incorporate personal experience, if appropriate, to help support or debate other students’ posts. If differences of opinion occur, debate the issues and provide examples to support opinions.

In your response be concrete, and make suggestions for change, including strategies, movements, obstacles, and so forth. Outside-the-box thinking is encouraged.

Be sure to cite any outside sources in the current APA format. (see APA Resources for guidance)

Due Date:

01/28/2023, 10:00 PM

Grading:

  • Be certain to review the rubric to ensure you are fulfilling the requirements.

Multicultural Health

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at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources

Ritter, L.A., Graham, D.H. (2017). Multicultural Health (2nd ed.). Burlington, MA: Jones and Bartlett Learning.
ISBN: 9781284021028
Chapter 8

  1. Visit the CINAHL Complete under the A-to-Z Databases on the University Library’s Links to an external site.website, locate and read the article(s) below:
    • Hill, D.L. (2009). Relationship between sense of belonging as connectedness and suicide in American Indians. Archives of Psychiatric Nursing, 23(1), 65-74.
    • Lowe, J. (2007). Research brief: The need for historically grounded HIV/AIDS prevention research among Native Americans. Journal of the Association of Nurses in AIDS Care, 18(2), 15-17.
  2. Explore/View the website(s) below: