Service Improvement Initiative - Essay Example

?   Service Improvement Initiative       Service Improvement Initiative Details of Service Improvement Project/Activity I intend to develop short notes which contain an explanation on the precise amounts of consumable fluids contained in a number of jugs and cups given to patients. This will be used as a platform to all healthcare professionals to assist them key in the fluid balance information on the charts. This will help to achieve precision. Time Spent On Project/Activity It took a period of one month to observe and gather information so as to present the findings to the senior healthcare professionals. The observation and information gathering process was focused on information such as various quantities in various containers and coming up with the short-notes on the guide. In addition, a period of four months was taken for the project trial using prototype short-notes which were followed by regular nurses meetings to discuss and monitor its progress. Resources Used Past and present fluid balance charts are essential in carrying out an audit to assess the effectiveness and in aiding better documentation. There was also the use of a measuring scale to determine the correct quantities in the containers. In addition, there was the utilization of excel application to generate the table used to enter the data for ease of comparison and analysis. Finally, there was the utilization of colour printer and laminating machines to print and prepare robust short notes. Who Was Involved The people who were involved include nurses and the entire team of healthcare professional assistants as well as other members from multi-professional field like the registrars, dieticians, occupational therapists and physiotherapists. Outcome/ Evaluation The fluid balance charts illustrate a better documentation of the fluid information. In addition, there will be a tremendous reduction of the discrepancies in fluid administration to patients, causing a reduction in the chances of patients’ lives being at risk. Finally, any concerns arising from fluid imbalances will be addressed and certified from the chart. Future Plans Future plans include coming up with automated fluid balance detectors which would not need reference from the short notes to operate manually, but utilize electronic principles to control the fluid balances and homeostasis of patients within the hospital. Finally, I intend to broadcast this idea for all healthcare workers. Introduction Haematology entails studying the blood, blood diseases, and the organs which form blood. Haematology also entails the study of diagnosis, prognosis, etiology, prevention, and treatment, and prognosis of blood diseases which affect the making of blood and its elements, for example, blood proteins, haemoglobin, blood cells, and the mechanism of coagulation (Nathan, Orkin, Ginsburg & Look 2003, p. 12). Health expert’s daily responsibility largely entails the treatment and care of patients suffering from haematological diseases (Department of Health 2007, p. 31). Fluid care is essential for people suffering from haematological diseases. Fluid management helps in the reinstatement of circulating volume and adequate management of blood element replacement. Also, haematopathologists and haematologists usually work together to develop a diagnosis and provide the most adequate therapy if required. This paper will look at a service improvement initiative within the haematology ward (Chin 2008, p. 54). The paper will examine a service improvement initiative that I hope will be helpful for patients in the haematology ward. This point of view was initially highlighted when talking about my pledge with my mentor. My pledge is to always keep my patients hydrated. In addition, the conversation assisted me to develop a strategy utilizing the NOLAN technique, PDSA (Plan Do Study Act) so as to facilitate the service improvement. The paper will go on to evaluate a number of theoretical aspects including change Management, accountability and responsibility, leadership and management skills, and professional / inter professionals collaboration. Rationale The purpose of selecting the service user group is because I am presently placed on the haematology ward. Patients suffering from haematology experience concerns with regard to blood and organs which form blood. In addition, the quality of information, care, and advice individuals suffering from haematological conditions obtain varies from one patient to another (Department of Health 2005, p. 47). In a significant number of situations, it is extremely demanding for individuals suffering from haematological conditions to attain adequate health conditions, for example, remaining hydrated. Service Improvement Initiative The service improvement I have set up entails developing short notes which contain the equivalent clinical information which highlight the precise amounts of consumable fluids contained in a number of jugs and cups given to patients. This will be used as a platform to all health care professionals to assist them key in the fluid balance information on the charts. This will help to achieve precision in the haematology ward. Viewing how adequately this inventive service improvement may work encouraged me to dedicate my research on it (Suell & Bomgaars 2005, p. 33). Health care experts should be persuaded to utilize fluid management care to help them enter the correct fluid balance details on the charts in their different settings (National Institute for Health and Clinical Excellence 2003, p. 27). In addition, this plan does not require an extended period to enforce the idea and it also does not need a significant amount of funds. Nevertheless, before enforcing the fluid management care, I aim to develop a proposal, in which there will be an illustration of the description of the initiative, conversations with the care givers and service users, the budget estimates, anticipated gains, and plans for assessment so as to obtain the support and commitment needed from a number of disciplinary units. In addition, this paper will be distributed to a number of members of the multidisciplinary unit. While there, there will be discussions so as to reach a conclusion before proceeding with the fluid management care (DeWit 2009, p. 964). Additionally, the fluid management care will also be explained and discussed with those who will be using the service so as to get their views on the same. Upon assessment of the plan, the fluid management care may also be used in the future to other haematology wards in residential areas, local nursing homes, hospitals, and maybe in the patients’ residents in the society as a way of providing adequate services to patients suffering from haematological conditions (Fatchett 2012, p. 222). This will also offer a chance to obtain a large capacity of experience. Change Management Health care providers are attempting to enhance the care they provide to the users of their services by introducing a number of changes. Nevertheless, a transformation frequently takes place as a reaction to a failure in the system. While this has occasionally been the situation, it plays a significant part in service enhancement. Having the plan to enhance a service and the determination to express the plan is an essential component of nursing management and nursing leadership. There are a number of change theories which have been highlighted all through the year in numerous works. Kurt Lewin illustrated three phases to change. They include the unfreezing phase, movement phase, and refreezing phase (Swage 2004, p. 42). The unfreezing phase entails making people conscious of the need for change and that change will contribute to the enhancement in services. The movement phase entails measuring the benefits and cons of a change process and explaining the objectives and aims. The concluding phase, which is the refreezing phase, entails the steadying of the change process. I took into account Kurt Lewin’s phases of change when assessing the fluid management care and developing the fluid management care. I deem the fluid management care to be uncomplicated, affordable, and practical. The idea has the potential of being helpful in the haematology ward due to the outcomes it implies to produce (Dobson & Tranter 2008, p. 56). In addition, with proper management skills, confidence, and dedicated leadership, I will readily have the capacity to put into practice the fluid management care. Accountability and Responsibility It is significant to guarantee that when handing over a responsibility the allocation is fitting to the individual undertaking the responsibility and they have the capacity and skills to undertake it (Tulenko et al 2009, p. 9). Also, the responsibility should be accepted and necessary by the individual handed over to. Subsequent to consenting to undertake the responsibility, the individual who hands over the responsibility should ensure that the responsibility has been completely performed (NMC 2008, p. 27). In addition, it is paramount that every member of the professional or interprofessional group can show accountability which can be ascertained using evidence. Job descriptions also illustrate the responsibilities associated to the responsibility which consequently ensures there is precision in the roles of nurses (Pizzo & Poplack 2006, p. 53). Getting feedback or responses from fellow workers is a sufficient sign if or not they comprehend the responsibility assigned to them. Additionally, it is significant to observe that if one is not certain of a responsibility, it is much reliable, for the worker and the user of the service, that responsibility is undertaken by an individual who has the capacity to accomplish it (Hofman 2006, p. 65). Leadership and Management Skills This takes me to the discussion on leadership and management skills. Even though leadership and management duties can frequently go beyond each other, it is highlighted by literary works as to separate qualities. Nevertheless, both leadership and management skills are significant factors in the administration of fellow workers and more significantly, service user care (Marquis & Huston 2012, p. 39). It has been argued that leaders show a number of qualities such as self awareness, intelligence, initiative, integrity, and optimism. It has also been asserted that managers posses all the characteristics of leaders merged with expertise for both adequate service user care and business mind of organizational responsibilities. Researchers, for example, Decker and Sullivian have argued that nurse managers are recruited by organizations and are supposed to attain the goals of the organization. They continue to assert that organizations define the power and authority of the manager and that the skills of the manager are stressed by the dictating organization. It has also been asserted that a nurse leader is an individual who can persuade others through the use of their ability to accomplish specified objectives and interpersonal skills (Sullivan & Garland 2009, p. 18). It has also been argued that nurse leaders motivate their fellow workers to work towards objectives set by the organization. Nurse leaders also have the capacity to obtain the trust of other individuals. Among the leadership styles include democratic leadership, autocratic leadership, and laissez faire. Democratic leadership and management style requires the nurse leader to function as a facilitator to fellow workers. This is an individual who can provide advice and assistance (Postmes & Spears 2003, p. 921). This style of leadership allows all to share responsibility and decision making. In contrast, autocratic leadership is controlling and domineering. Nurse leaders do not want to share responsibilities with fellow workers and want to tackle all issues within a group. They want to have firm control over others. Finally, in Laissez faire, group members are liberated to function the way they want. This style is adequate if members are motivated, task oriented, and knowledgeable (Fasoli 2006, p. 26). Professional and Interprofessional Collaboration The necessity to cooperate with others to provide the finest care is significant to contemporary social and health care practice. Working together guarantees the preeminent plan of action will be adopted. Also, the World Health Organization asserts that interprofessional collaboration is a significant element in delivering satisfactory service (WHO 2010, p. 16). According to Hammick and others there are three stages of interprofessional working. They include thinking, feeling, and taking action (Hammick, Freeth, Goodsman & Copperman 2009, p. 84). I started formulating the fluid management care using the thinking stage. The feeling stage addresses how individuals conduct themselves. This is the phase where I discussed the fluid management care with other interested parties. This is also the phase where I would ask the multidisciplinary team for their contributions (Weber & Kelley 2009, p. 36). The taking of action stage entails possessing the skills to perform the responsibility. This is the phase for assigning responsibilities to execute the fluid management care (Davoli 2004, p. 268). Conclusion I stoutly believe in participatory leadership. This is because the adequateness of nursing is fundamentally about a contribution made by different nurses (Elston 2009, p. 76). Also, I am conscious that my ability in articulating, communicating, and gaining the assistance of my partners is a significant element. As the Francis report concentrates on systems and structure, and asserts that to enhance care the focus should be on altering systems not structures, I believe fluid management will help in the reinstatement of circulating volume and adequate management of blood element replacement (Royal College of General Practitioners 2013, p. 1). This will help caregivers develop a diagnosis and provide the most adequate therapy if required, enhancing the quality of care. References Chin, PL 2008, Integrated theory and knowledge development in nursing (7th ed.), Mosby, Michigan. Davoli, G 2004, Stacking the deck for success in interprofessional collaboration, Health Promotion Practice, Vol. 5, No. 3, pp. 266-270. Department of Health 2007, Better blood transfusion: safe and appropriate use of blood, Department of Health, London. Department of Health 2005, The blood safety and quality regulations, Stationery Office, London. 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Swage, T 2004, Clinical governance in health care practice (2nd ed.), Butterworth-Heinemann, Oxford. Royal College of General Practitioners, 2013, The Francis report, Royal College of General Practitioners. Tulenko, et al 2009, Framework and measurement issues for monitoring entry into the health workforce: handbook on monitoring and evaluation of human resources for health, World Health Organization, Geneva. Weber, JR, & Kelley, JH 2009, Health assessment in nursing, Sage Publishers, California. World Health Organization 2010, Framework for action on interprofessional education & collaborative practice, World Health Organization, Geneva. Read More