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NURS-FPX 9100 Defining the Nursing Doctoral Project

 

Dora Agyemang

Capella University

NURS-FPX 9100: Defining the Nursing Doctoral Project

Dr. JoAnna Cartwright

October 11, 2022

 

Project Charter

Part 1

Project Charter Information
Project Name Implementing Evidenced Based Palliative Focused CHF Protocol for Advance

Practice Clinicians in Long-Term Care

Project Site Optum-United Health Group
Contact at site Name with credentials: Adrienne Peart APRN, NPC, Clinical Service Manager.

Organizational Email:

Phone Number:

Preceptor Name with credentials: Lora Crowe, Ph.D., Senior Clinical Service Manager.

Email:

Phone Number:

Executive Sponsor The executive sponsor is Adrienne Peart APRN, NPC, a Clinical Service Manager at Optum. The reason for selecting the sponsor is the extensive experience in handling patients with complex health needs. The manager also coordinates efforts by advanced practice clinicians and monitors outcomes to ensure that the services provided match patients’ needs and expectations.
Gap Analysis Optum Health is a subsidiary of the United Healthcare Group responsible for providing healthcare services to those who are insured by United healthcare insurance products. Therefore, the strategic priorities of Optum health reflect the corporate mission and core values that align with the broader United Health Group (UHG) vision of improving customer experience by making healthcare work better for everyone by helping people live healthy lives.  The strategic priorities of UGH-Optum health for 2021 include expanding access to preventative care services to 85% of its customers by the year 2030, shifting 55% of outpatient surgeries to a high-quality, cost-effective setting by the year 2030, and closing 600 million gaps in care for customers by 2025 (UHG, 2020). Undoubtedly providing affordable, quality, safe, and effective patient care set precedence and is the number one priority of UHG. Achieving high-quality outcomes, lower costs, and improved consumer and physician satisfaction, driven by our high-performing local care practices. UHG focus on the efficiency and profitability of the services provided by the organization.

Ten patients with heart failure with reduced ejection fraction diagnoses were selected, reviewed, and compared with AHA guidelines. None of the charts audited had ARNI (angiotensin receptor-neprilysin inhibitor) known as Entresto is part of the AHA recommendation for management of heart failure with reduced ejection fraction. Four patients with African American (AA) heritage are not on Hydralazine and only one patient was one SGLT2i as indicated by the guideline (Heidenreich et al., 2022). All ten charts reviewed had full code status indicating a lack of understanding of disease trajectory and recommendations.

Evidence to Support the Need The lack of use of an evidenced-based protocol for Advanced Practice Clinicians (APCs) limits them from proactively managing patients with CHF at risk of reduced ejection fraction in long-term care (Mechler & Liantonio, 2019). Even though some patients are managed by a cardiologist and have echocardiograms, evidenced based palliative focused CHF protocol may not be readily available to the APC at skilled nursing facilities. The gaps undermine the workforce’s abilty to deliver patient-centered and holistic care to patients with complex health care needs (Ryan et al., 2021). Therefore, managing the polypharmacy and CHF regimen calls for adequate knowledge and expeirncing in using the American Heart Association (AHA) guidelines  on managing cardiovascular conditions.
PICOT In advanced practice clinicians in complex care management at Optum (P) implementation of CHF palliative care protocol (I) compared to No heart failure protocol (c) to measure APC compliance with CHF protocol for patients in long-term care (O) within 10 weeks(T)
Project Aim The aim is to streamline Advanced Practice Clinicians’ use of palliative care protocols for CHF patients at Optum. The project seeks to enhance the implementation of AHA guidelines for Advanced Practice Clinicians (APC) handling members with NYHA class IV heart failure in long-term care. The guidelines will strengthen adherence to evidence-based CHF protocols adopted to protect patients from severe complications and premature deaths. The intervention will address gaps in using evidenced-based protocols for APCs to proactively manage members with CHF with reduced ejection fraction in long-term care.

Part II

Stakeholders
Stakeholder Identify the key stakeholders for your project. Think of key stakeholders (internal and external). This might include patients/clients, families, community leaders and organizations, health agencies, and systems within the organization. List between 3-4 potential stakeholder members
Initials or fictitious names Title, Role, or Affiliation. Connection to the project. Potential impact (how affected). Contribution to the project. Barriers or anticipated challenges if any
L.C Senior clinical service manager Internal stakeholders with knowledge of compliance gaps in the advanced care setting. The manager gets the opportunity to share ideas and experiences on the problem and the relevance of evidence-based palliative-focused CHF protocol on the quality and safety of patient care. The manager will highlight instances of non-compliance with CHF protocols and the specific areas that undermine the care team’s response to patients’ demands. A busy schedule may limit the manager from actively participating from the start to the completion of the project.
A.P Clinical service manager Oversees the functions of advanced practice clinicians in a long-term care setting. Opportunity to work with a compliant workforce that responds to guides and protocols for managing patients with reduced ejection fraction in long-term care. Share experiences about successes and failures associated with handling patients with heart failure and reduced ejection fraction A busy work schedule would limit A.P from being available throughout the project.
V.S Advance practice nurse The nurse is part of the workforce in long-term care settings tasked with the responsibility of handling patients with complex and sensitive health needs. The nurse will acquire the knowledge and skills necessary for enhancing compliance with guidelines and protocols for delivering evidence-based palliative care Share experiences on reasons for non-compliance with guidelines and procedures and the implications of the project on quality and safety of care. The nurse may be reluctant to provide adequate and correct information on events within the long-term care setting that trigger non-compliance with vital policies and procedures.
Team Leader The lead leader is D.A (DNP learner). I will utilize experience working in the unit, engaging patients with complex health needs, and familiarity with aspects such as staff compliance to address the need for renewed efforts to utilize AHA’s guidelines for evidence-based practice. Among the qualities I leverage for success include emotional intelligence, effective communication, and collaboration. I am also an active listener and encourages collaborative and well-collaborated practices to optimize care outcomes. Emotional regulation and intelligence enable leaders to interact with different healthcare professionals and patients. The traits reinforce ability to embraces diversity, equity, and inclusion in leading the workforce and improvement efforts.

One leadership approach utilized to lead the team is the transformational style. The approach allows leaders to inspire a shared vision characterized by efforts to take ownership of nurses’ roles and perform beyond expectations (Specchia et al., 2021). Additionally, the transformational approach encourages nurses to demonstrate higher moral values and integrity across the care continuum. Servant leadership is another consideration that allows a leader to encourage the workforce through empowering and uplifting everyone within the advanced care setting (Alam et al., 2019). The servant leader understands the needs of the team and identifies new and better ways of helping workers to solve problems.

The rationale for selecting transformational and servant leadership is because of the need to encourage diversity of thoughts, create a culture of trust, and foster personal and professional development in others. Listening to team members and understanding the workplace demands make transformational and servant leaders accountable for their actions and words (Alam et al., 2019). A leader might utilize servant leadership by allowing team members to express their ideas and expectations when implementing a new procedure, structure, or process. Leaders can utilize a transformational approach when there is greater uncertainty when adopting new protocols. The leader clarifies the purpose of the change and encourages a shared vision toward improving the quality and safety of patient care.

Team Members
Title Department or Affiliation Credentials or Qualifications The rationale for selection/Contribution to the project
V.S Nurse manager Nursing Doctor of Nursing Practice Has over 10 years of experience working in a critical care setting. The knowledge and skills make the member crucial for sharing knowledge and skills on strengthening compliance with practice standards and procedures.
R.S Advanced care nurse Nursing Advanced Practice Nurse and Doctor of Nursing Practice The member will share experiences on events in the palliative care setting and the need for strict compliance with nurse practice standards. The member will help design collaborative and coordinated efforts necessary to optimize care outcomes.
R.A Nurse educator Nursing Doctorate in Nursing Administration The nurse educator facilitates training programs designed to enable nurses to understand compliance gaps within the advanced care setting. The member will coordinate with nurse leaders and the workforce to share insights into the impact of evidence-based palliative-focused CHF protocol in long-term care.
D.A Primary investigator Nursing Doctoral student The primary investigator will provide oversight to ensure everything runs within the scope and deliverables.
Communication Plan
Team Member/Stakeholder. Purpose of communication (Inform, share, engage, solicit information?). Frequency and timing of communication. (How often, specific stages of the project?) Method of communication (consider the audience, method, culture, language, and inclusion). Who is responsible for the communication with this member? (Why is it important who delivers the message?) Potential challenges/ barriers or assets with communication (barriers, language, culture, different disciplines, best practices (cite the literature 1-2 sources as needed).
Nurse manager Seek information on compliance issues and improvements necessary to improve the quality of life in palliative care. Weekly meetings to share progress and identify areas of improvement Face-to-face conversations Primary investigator to access details on the effectiveness of the intervention and adjustments necessary to produce the best outcomes. A busy schedule may undermine the timing and consistency of face-to-face interactions.
Advanced care nurse Share details of the proposed intervention and engage the nurse on implications for the quality and safety of patient care. Bi-weekly discussions of the progress e-mail and face-to-face conversations The primary investigator will engage the nurse to identify the effectiveness of the intervention and the improvements necessary to achieve the intended outcomes. The busy nature of palliative care may interfere with the frequency and timing of engagements
Nurse educator Inform the nursing team of the implications of implementing evidenced-based palliative-focused CHF protocol for advanced practice clinicians in long-term care Weekly interactions to raise awareness about the progress and interventions necessary to achieve the intended outcomes. Face-to-face and emails The advanced care nurse, primary investigator, and nurse manager will collaborate with the nurse educator to make everyone responsive to the intervention The external stakeholder may re-schedule meetings due to commitment outside Optum.
Executive sponsor Solicit information on progress and implications on the organization Bi-weekly reports E-mails The primary investigator will submit a report on progress made and improvements necessary to optimize outcomes The busy work schedule may delay responses from the executive sponsor
Evidenced Based Palliative Focused CHF Protocol

 

Intervention

Practice Change Interventions

Intervention one: Evidence-based palliative-focused CHF protocol

Recommendations and progression from literature. The protocol reminds the care team about standards and practices that enable them to maintain the best possible quality of life. The intervention includes efforts necessary for nurses to support patients, relieve symptoms, and protect patients from discomfort (Heidenreich et al., 2022). Compliance with CHF protocols enhances the cooperation of all advanced practice clinicians to provide the best care in all stages of palliative care.

Intervention operational logistics. The implementation team includes full-time and part-time nurse practitioners, and physician assistants working at Optum senior complex care management program. There will be weekly chart review of all charts at the long-term care facility for compliance with the NYHA class IV guidelines. There will be retraining for providers for those charts not in compliance with the guidelines through weekly briefings. A multifaceted implementation strategy is crucial to enhance compliance with evidence-based CHF protocols. The implementation stage entails making the care team aware of the trends and the need for a holistic approach for handling patients with advanced CHF. Advanced practice clinicians will acquire knowledge and skills in collaborating and sharing accurate and complete information to deliver more efficient services.

 

Intervention two: Adopting the American Heart Association guidelines on advanced CHF care.

Recommendations and Progression From Literature

          

Consistent utilization of the guidelines makes nurses more responsive to patients’ needs. The intervention encourages high-quality communication, clarity of goals, and shared decision-making to offer adequate support to patients and families (Mechler & Liatonio, 2019). AHA guidelines are at the center of improved and evidence-based practices for heart failure patients. The standards make it easier for advanced practice clinicians to understand and utilize patient-centered and holistic treatment guidelines across the continuum (Mechler & Liatonio, 2019). For instance, there are opportunities to identify high-risk heart failure patients on time using identification checklists.

 

 Intervention operational logistics

Educational sessions, reminders, and the use of decision support systems will help improve the use of AHA’s guidelines across the care continuum. A measure of AHA guidelines adherence is also crucial to make informed conclusions on the level of compliance. In this sense, the measures of adherence include self-reported adherence and charts review for six weeks.

 

Improvement Model / Framework

The Plan-Do-Study-Act is the preferred improvement model. The framework provides insights into the intended accomplishments, the approach for determining an improvement, and the changes necessary to produce better outcomes. The initial step is assembling a team with knowledge of issues in palliative care and opportunities for enhancing compliance with guidelines for optimizing care outcomes. The forward-thinking team designs an aim statement and describes the problem in detail (Ryann et al., 2021). Evidence from members of the nursing team is crucial to understand issues in the workplace that undermine compliance with CHF for patients in long-term care. The PDSA model also guides the team to identify causes of non-compliance and alternatives available to mitigate non-compliance with quality and safety guidelines. The second step is implementing the action plan by documenting issues, unexpected outcomes, and observations necessary to produce the best outcomes. The third step of the PDSA model is studying, which allows the team to ascertain the relevance of the intervention and viability of compliance protocols (Knudsen et al., 2019). The final step is acting, where the nursing team begins to apply CHF protocols consistently. The rationale for choosing the model is because of the systematic approach that allows the care team to understand the implications of the interventions. The framework guides nurses to develop a viable and sustainable plan for improving the quality and safety of patient care. PDSA is a good fit for the project considering the ongoing nature and ability to make Optum more efficient in handling patients in an advanced care setting.

Proposed Outcomes

Metric (What is being measured to determine success): Outcome Measure (What is the desired outcome in measurable terms): Process Measure (Are you doing the right things to get to the outcome? Are the steps in the process leading to the planned outcome?): Balancing Measure (Are the changes being made causing problems in other areas?):
Compliance with guideline-directed medical therapy (GDMT) 40% increase in compliance rates associated with CHF protocols Consistent use of guidelines including verification and oversight of practices associated with GDMT N/A
Compliance with titrating practices for ensuring target dose A 30% increase in compliance rates for using medication administration safety checklists. Nurses pay close attention to medication guidelines, including effective use of checklists to reduce titration errors N/A
Ensure patients have hydralazine 100% compliance with the requirement for ensuring patients have hydralazine Team-based functions to enhance oversight and vigilance in ensuring that patients have hydralazine N/A
Ejection fraction of >35 100% compliance with the requirement for maintaining an ejection fraction of >35 ·        Errors intercepted on time.

·        Careful assessment of patient’s medical condition and demographics to prevent the risk of heart failure

 

N/A

Part III

Data Collection & Management
Develop a plan for the collection, management, and stewardship of the data you will collect for your Project Charter.
Compliance with guideline-directed medical therapy (GDMT)

 

The data to be collected is on compliance rates with CHF protocols. The details include compliance with guideline-directed medical therapy,

 

 

 

Compliance with titrating practices for ensuring target dose

Data on tritration accuracies provide accurate and informed evidence on the level of compliance.

Ensure patients have hydralazine

Data collected on compliance with CHF protocols and AHA’s guidelines on ensuring patients access to hydralazine.

 

 

 

Ejection fraction of >35

 

 

 

 

The nurse manager in an advanced care setting

 

 

 

 

 

 

 

 

 

 

The nurse manager in advanced practice setting

 

 

 

 

The nurse manager and advanced practice clinicians responsible for managing the data.

 

 

 

 

The nurse manager and advanced practice clinicians handling patients at risk of CHF.

 

 

 

 

The data will be collected on the fourth week after implementing the intervention

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Data collected on the fourth week of the implementation

 

 

 

 

 

 

 

Data collected on the third week of the implementation stage.

 

 

 

 

 

 

 

 

Data collected from the second week to the fifth weeks of the implementation process.

 

 

 

 

Data stored in secured computers within the advanced care setting

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Data stored in electronic health record system within the advanced care unit.

 

 

 

 

 

Records stored on EHRs to ascertain compliance with CHF protocols and AHA guidelines across the care continuum.

 

 

 

 

 

Data stored in EHRs for easy tracking of compliance with protocols and guidelines on ejection fraction

 

 

 

 

The data will be protected using log-on credentials to prevent unauthorized access. The primary investigator, executive sponsors, and nurse manager will have access to protected information.

 

 

 

 

Access privileges used to restrict access to unauthorized parties.

 

 

 

 

 

 

Access privileges to nurse leaders including the nurse manager and CNO

 

 

 

 

 

 

 

 

Log-in requests and access privileges to the nurse manager and the CNO.

 

 

 

 

Demographic aspects such as age and disabilities are crucial. The information makes the care team responsive to patients’ needs based on adequate knowledge of health complexities and best practices for reducing the risk of heart failure (Riahi & Khajehei, 2019).

Data on past titration near misses and errors necessary to determine progress made with the intervention (Heidenreich et al., 2022).

 

 

 

Data on deviations from the protocols and guidelines necessary to determine robustness of safety culture, staff knowledge and skills in preventing error (Riahi & Khajehei, 2019).

 

Data on deviations from the recommended rate and frequency of errors recorded to determine the level of compliance and effectiveness of interventions.

Data Analysis
The project is a quality improvement process that seeks to Implement a palliative approach to heart failure management protocol for APCs in senior community settings. The method of analysis for initiated GDMT is descriptive statistics, which describes data by generating summaries. A similar analysis method applies to outcome measures associated with ensuring patients have hydrazine. Descriptive qualities will apply for process data about compliance with titrating to target dose and ejection fraction. Descriptive summary tables are appropriate to provide a summary of findings for each compliance outcome. The summaries capture the differences in compliance rates throughout the six weeks of the implementation stage.
SWOT Analysis and Business for Project
Strengths
·        The team has immense knowledge, skills, and experiences that enhance awareness about the value of increased compliance with CHF protocols in long-term care.

·        Optum’s leadership support is crucial to empower the nursing team to respond positively to the intervention.

·        Compliance with CHF protocols helps strengthen Optum’s brand credibility.

·        Optum has adequate financial resources to support initiatives meant to improve the quality and safety of patient care.

Weaknesses
·        Incomplete compliance records may limit the project team from making informed decisions on improvements necessary to improve employees’ attitudes, behaviors, and values.

·        There is no guarantee that the nursing team will adhere to new compliance measures due to other factors such as incentives and employee engagement practices associated with a dedicated workforce.

·        The project team may overlook aspects such as the physical environment and patient characteristics that make individuals vulnerable to heart failure.

Opportunities
·        Increased compliance will make the nursing team responsive to the needs and expectations of patients in a long-term care setting.

·        The intervention provides a sustainable approach for overcoming issues such as medication errors and medical negligence observed in palliative care.

·        The intervention encourages patients to share experiences about their encounters with nurses.

·        Successful outcomes reinforce Optum’s safety and quality culture, which boosts consumer confidence and trust.

Threats
·        Increased patient traffic may undermine advanced care nurses and nurse manager from contributing actively to the project.

·        Ineffective employee engagement may undermine the workforce’s willingness to embrace recommended compliance protocols.

·        The facility may have to spend more on training existing and new staff to cope with the CHF protocols.

 

 

 

References

Alam, H. V., Miharja, M., Astarina, I., & Dewi, P. (2019). Servant leadership: Its impact and relationship on organizational performance & organizational learning in physicians. International Journal of Innovation, Creativity, and Change, 9(5), 338-360. https://www.ijicc.net/images/vol9iss5/9503_Alam_2019_E_R.pdf

Heidenreich, P., Bozkurt, B., Aguilar D., Allen, L., Byun, J., Colvin, M., …..& Yancy, C. (2022). AHA/ACC/HFSA guidelines for the management of heart failure.  Journal of the American College of Cardiology, 79 (17), 895-1032. https://doi.org/10.1016/j.jacc.2021.12.012

Knudsen, S. V., Laursen, H.V., Johnson, S., Bartels, P.D., Ehlers, L. H., & Mainz, J. (2019). Can quality improvement improve the quality of care? A systematic review of reported effects and methodological rigor in plan-do-study-act projects. BMC Health Services Research,19(683), 1-9. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-019-4482-6

Mechler, K., & Liatonio, J. (2019). Palliative care approach to chronic diseases: End stages heart failure, chronic obstructive pulmonary disease, liver failure and renal failure. Primary Care, 46(3), 415-432. https://doi.org/10.1016/j.pop.2019.05.008

Riahi, S., & Khajehei, M. (2019). Palliative care: A systematic review of evidence-based interventions. Critical Care Nursing Quarterly, 42(3), 315-328. https://www.researchgate.net/publication/333375860_Palliative_Care_A_Systematic_Review_of_Evidence-Based_Interventions

Ryann, E., David, M., Sally, H., Nealon, M., Melissa, A., Jennifer, L., & Mark, M. (2021). Evidence-based practice and patient-centered care: Doing both well. Health Care Management Review, 46(3), 174-184. https://journals.lww.com/hcmrjournal/Fulltext/2021/07000/Evidence_based_practice_and_patient_centered_care_.2.aspx

Specchia, M.L.; Cozzolino, M.R.; Carini, E.; Di Pilla, A.; Galletti, C.; Ricciardi, W.; Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(1552), 1-10. https://doi.org/10.3390/ ijerph18041552

 

 

 

 

 

 

 

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