D026 Quality Outcomes in a Culture of Value-Based Nursing Care SAMPLE
Mapping table with 10 competencies or skills mapped to related AACN Essentials and Outcomes
D026 Quality Outcomes in a Culture of Value-Based Nursing Care
Competency/Skill AACN Essential AACN Outcome
|Obtain a BSN, MSN preferred for accredited university.||Essential I: Background for Practice from Sciences and Humanities||Integrate nursing and related sciences into the delivery of advanced nursing care to
|Leadership skills that emphasize ethical and critical decision making, effective
working relationships, and a systems-perspective. D026 Quality Outcomes in a Culture of Value-Based Nursing Care
|Essential II: Organizational and Systems Leadership||Apply leadership skills and decision making in the provision of culturally responsive,
high-quality nursing care, healthcare team coordination, and the oversight and
accountability for care delivery and outcomes
|Certification in Healthcare Quality. Background in Health Information Management, Case Management, or Quality Management. Understanding of healthcare environment and strong project management skills.||Essential III: Quality Improvement and Safety||. Analyze information about quality initiatives recognizing the contributions of individuals and inter-professional healthcare teams to improve health outcomes across the
continuum of care
|Applies evidenced-based outcomes
within the system, resolves system problems, works as a change agent, and disseminates results.
|Essential IV: Translating and Integrating Scholarship into Practice||Perform rigorous critique of evidence derived from databases to generate meaningful
evidence for nursing practice.
|Strong computer skills (Microsoft Office Suite – Word, Power Point, Excel, Visio, Project)) Experience with Risk Management Software preferred but not required||Essential V: Informatics and Healthcare Technologies||Evaluate outcome data using current communication technologies, information
systems, and statistical principles to develop strategies to reduce risks and improve
|Certification in Healthcare Quality. Background in Health Information Management, Case Management, or Quality Management. Understanding of healthcare environment and strong project management skills.||Essential VI: Health Policy and Advocacy||Examine the effect of legal and regulatory processes on nursing practice,
healthcare delivery, and outcomes. Analyze how policies influence the structure and financing of health care,
practice, and health outcomes.
|Exhibit excellent interpersonal skills in interpreting and communicating service and hospital goals, objectives and policies to current hospital staff and the nursing and non-nursing community.||Essential VII: Interprofessional Collaboration for Improving Patient and
Population Health Outcomes
|Advocate for the value and role of the professional nurse as member and leader of interprofessional healthcare teams. Understand other health professions’ scopes of practice to maximize contributions
within the healthcare team.
organizational, client-centered, and culturally appropriate concepts in the planning, delivery, management, and evaluation of evidence-based clinical prevention and population care and services to the community.
|Essential VIII: Clinical Prevention and Population Health for Improving
|Evaluate the effectiveness of clinical prevention interventions that affect individual and population-based health outcomes using health information technology and data sources. Design patient-centered and culturally responsive strategies in the delivery of
clinical prevention and health promotion interventions and/or services to individuals, families, communities, and aggregates/clinical populations
|Advanced level of understanding of nursing and relevant sciences as well as the ability to integrate this knowledge into practice.
|Essential IX: Master’s-Level Nursing Practice||Use leadership skills to teach, coach, and mentor other members of the healthcare
team. Apply the best available evidence from nursing and other sciences as the foundation for practice. Conduct a comprehensive and systematic assessment as a foundation for decision
|Provides leadership and direction with TJC accreditation efforts to improve the overall quality and safety of services within all service lines.||Essential VII: Interprofessional Collaboration for Improving Patient and
Population Health Outcomes
|Use effective communication strategies to develop, participate, and lead interprofessional teams and partnerships. Understand other health professions’ scopes of practice to maximize contributions within the healthcare team.|
PHASE 2: VALUE-BASED CARE READINESS ASSESSMENT
(A.) Interpretation of the Results
My organization has 9 yes responses out of 15. Based on this score, my organization has not put in place some critical factors necessary for the effective implementation of Value Based Care-VBC. For example, the fact that the organization has not identified the value metrics to be used in measuring the effectiveness of value-based nursing care over time is a serious problem that impacts on its readiness to adopt VBC.
Similarly, a lack of a Health Information System-HIS with the capacity to collect, analyze and report value metrics and key performance indicators that link nursing care services to patient outcomes is a serious shortcoming as far as the implementation of VBC is concerned. The reason is that the facility cannot evaluate the performance of its employees or patient outcomes without an effective HIS system that collects, tracks, and analyze performance. An effective HIS system link nursing care services to patient outcomes without which, a facility cannot obtain useful information relating to gauge its performance in terms of patient outcomes.
(B).Recommendations For Five Action Items That Must Occur Prior To Implementing VBC
A healthcare facility must first put in place an effective organizational culture before implementing a Value Based Care system. The structure chosen will see a shift away from the ‘free-for-service’ structure and adopt a business model characterized by affordable costs and better results/outcomes. The leadership of healthcare facilities must show commitment to establishing relevant structures that support and align with the adopted VBC to the organization’s core values, vision, and strategy.
2. Employee Engagement
Before adopting a VBC, a healthcare facility must prepare the employees for the impending changes. To begin with, the preparation of employees must go beyond alerting or informing them about the impending change (Parent & Lovelace, 2018). An organization must train or retrain its employees so that they have knowledge and skills that prepares them for the intended organizational changes (Al-Ali et al., 2017). For example, employees must be made aware of the company expectations and the metrics that they have to achieve in the new system. This way, the employees have the time to embrace impending changes while fully prepared for it.
3.Effective Leadership and leadership support
The implementation of a VBC program requires strong leadership to sail through. Firstly, the leaders of a healthcare facility must embrace the changes and commit to seeing them through. Commitment on the part of the leaders is essential because it provides direction to the rest of the organization on the seriousness of the organization in implementing change (Schell, 2019). If the organization’s leaders are not committed to implementing the VBC, it will not succeed.
4.Resources and Time
An impact analysis must be done before the implementation of the VBC program to assess, among other things, the readiness of the organization and its employees to adopt the new changes. An impact analysis will also reveal the probability of success or failure. Using an impact assessment plan, the business can evaluate if the implementation of the changes is likely to succeed or not (Pomare et al, 2019). At the same time, the organization must commit adequate resources in terms of personnel, time, and finances in undertaking the change. Without these resources, the likelihood of failure in the implementation of the VBI is high.
The commitment of the organization to support the VBC program even after its implementation is critical. The organization must continue to use the improvement process in tracking, evaluating, and measuring progresses (Napier, Amborski & Pesek, 2017). Similarly, an organization must continue to review its policies, culture, and values to improve its performance and patient outcomes, not just for the short term, but for the long term.
Below is a CPE schedule showing timelines and due dates for the activities.
|Search information on the qualifications and responsibilities of nurse quality managers||2||18/02.2021|
|Create a 5-10 minute GoReact Video||1||19.02.2021|
|A brief, written reflections summary of my video reflection below the screenshot||1||20.02.2021|
|Watch 2 peer videos and provide feedback.||2||22.02.2021|
|Capture screenshots of your video and screenshots of 2 peers||1||23.02.2021|
|Three screenshots to document your Phase 2 GoReact video reflection||1||24.02.2021|
|Written reflection summary of your Phase 2 video reflection below your screenshot||1||25.02.2021|
|Mapping table with 10 competencies or skills mapped to related AACN Essentials||2||27.02.2021|
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis. https//doi.org/10.1108/ijoa-01-2017-1117
American Association of Colleges of Nursing. (2016). Clinical practice experiences FAQs. Retrieved from https://www.aacnnursing.org/CCNE-Accreditation/Resources/FAQs/Clinical-Practice.
Napier, G. S., Amborski, D. J., & Pesek, V. (2017). Preparing for transformational change: a framework for assessing organisational change readiness. International Journal of Human Resources Development and Management, 17(1/2), 129. doi:10.1504/ijhrdm.2017.085265
Parent, J. D., & Lovelace, K. J. (2018). Employee engagement, positive organizational culture and individual adaptability. On the Horizon. https//doi.org/10.1108/oth-01-2018-0003
Pomare, C., Churruca, K., Long, J. C., Ellis, L. A., & Braithwaite, J. (2019). Organizational change in hospitals: a qualitative case-study of staff perspectives. BMC Health Services Research, 19(1), 1-9. https//doi.org/10.1186/s12913-019-4704-y
Schell, W. J. (2019). Leadership and change management. In Traffic Safety Culture. Emerald Publishing Limited. Retrieved from: https://books.emeraldinsight.com/resources/pdfs/chapters/9781787146181-TYPE23-NR2.pdf