Reference no: EM133383359

Evolving Case Study

Just outside of Toronto, Mountain View General Hospital serves one of the fastest-growing communities in the province. Its emergency department visits are growing despite a provincial and regional focus on preventive strategies and community alternatives to acute care. The medical unit, 5A, has 30 beds and focuses on patients experiencing primarily cardiac and respiratory illnesses along with some neurological disorders associated with strokes. Total patient care is the model of care delivery and has been in place for several years. The staff mix includes RNs, RPNs and a small number of PSWs.

Rajesh is the new nurse manager for 5A although has previous experience as a nurse manager at another institution. Provincial revenues are not growing fast enough to keep pace with the demand for health care services. Consequently, Rajesh needs to find ways to improve efficiency for 5A, reduce less value-added expenditures (such as overtime), and meet the demand for medical services while still staying on budget.

Part 2

Based on feedback from staff, Rajesh launches a quality improvement project to enhance the work environment for members of the healthcare team. The problem/opportunity that staff identified was finding solutions to scheduling so that they have more work-life balance, the unit can reduce the reliance on agency staff, and overall staffing costs can be reduced. You have been asked to lead the project team as you have seniority on the unit and good working relationships with the staff.

Question 1

- Healthy Work Environments and Quality Improvement

Based on the problem/opportunity for improvement noted above, select one component to focus on for the first QI project.

1. Create an AIM statement for the QI project.

2. Identify how achievement of the aim statement can be measured.

3. Create a PDSA cycle plan to achieve the aim. Outline 1-2 points for each component of the PDSA cycle.