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Examine the quality improvement that occurred, including the background and the process changes.
Hospital-acquired pressure injuries are commonly seen in patients and they can be prevented by implementing strategies to reduce the prevalence in hospitalized patients. The interRAI Pressure Injury Risk Scale, Norton, Waterlow, and other risk assessment techniques are mostly used tools for risk assessment. These risk assessment tools will aid in creating interventions that are specifically tailored to the needs of each patient, including pressure relief, specialized mattresses, covering bony prominences, monitoring equipment, nutritional support, and the use of skin moisturizers.
Also, medical professionals received three weeks of training on how to use risk assessment and intervention tools (Al-Otaibi et al., 2019). 4 The project team saw a decline in the frequency of pressure injuries during the second phase of the PDSA process, which was two weeks following implementation. Therefore, implementing risk assessment tools is crucial in the management of the prevalence of pressure injuries. However, in real life, a significant number of patients are not screened or undergo risk assessment. Al-Otaibi et al. (2019 ) initiated a project that will work to standardize the process of pressure injury risk assessment by assigning a physician, nurses, the hospital wound care team, a quality improvement advisor, and a project manager to work on this strategy that is based on the Institute for Healthcare Improvement Model for Improvement which is a continues cycle of (PDSA: Plan-Do-Study-Act).
The first cycle consists of daily pressure injury risk assessment by bedside nurses using the Norton tool, order sets to enforce intervention which includes repositioning every 3 hours, use of specialized mattresses, and prophylactic dressing of bony prominences. Furthermore, medical professionals received three weeks of training on how to use risk assessment and intervention tools(Al-Otaibi et al., 2019).
The project team saw a decline in the frequency of pressure injuries during the second phase of the PDSA process, which was two weeks following implementation (Al-Otaibi et al., 2019). However, the wound care team noticed that bedside nurses needed more instruction in utilizing the risk assessment and intervention tool. As a result, the instrument was altered, a color-coded legend was added, and nurses were given an additional manual. Through daily audits and comments, the interdisciplinary wound care team’s role was strengthened (Al-Otaibi et al., 2019).
In the Third PDSA cycle, the team observed that throughout the first four weeks of the experiment, there was minimal compliance with the usage of preventive dressing over a bony prominence (Al-Otaibi et al., 2019). The wound care team provided more explanation, which showed that bedside nurses had noticed a deterioration in skin integrity in frail elderly patients getting hydrocolloid dressings. As a result, the instrument was changed and the prophylactic dressing was switched entirely to foam dressing (Al-Otaibi et al., 2019).
Explain the challenges in adopting these changes and outline the key issues that need to be considered when implementing the process of change for this decision.
As mentioned previously, challenges could happen due to the high burden on bedside nurses to implement such assessment tools in a daily basis. However, choosing an easily implemented tool such as Norton tool may enhance the process. In addition, creating easy forms for the tool that are colored and have a manual or description will improve the accuracy of results and reduce the time spent doing the assessment.
Describe how this quality improvement effort aligns with Saudi Vision 2030.
It is well known that pressure injuries add a significant burden on the healthcare system and increase mortality and morbidity rate. In addition to reducing the length of stay in hospitals and the cost of care. Finally, enhancing the role of multidisciplinary teams. All of these outcomes are the main goals in the six systems of care program (SOC) under the new model of care ( MOC) (Chowdhury et al., 2021).
References:
Al-Otaibi, Y. K., Al-Nowaiser, N., & Rahman, A. (2019). Reducing hospital-acquired pressure injuries. BMJ Open Quality, 8(1), e000464.
Chowdhury, S., Trauma Center, King Saud Medical City, Riyadh, Saudi Arabia, Sharfuddin Chowdhury, MBBS, MMed, FCS(SA), FACS, Director of Trauma Center, King Saud Medical City, Riyadh, Saudi Arabia. Phone: +966114355555 (Ext: 1385) E-mail: s.chowdhury@ksmc.med.sa, Mok, D., Medical Management Consulting, Birkdale, Queensland, Australia, Leenen, L., & Department of Trauma, University Medical Center Utrecht, Utrecht, The Netherlands. (2021). Transformation of health care and the new model of care in Saudi Arabia: Kingdom’s Vision 2030. Journal of Medicine and Life, 14(3), 347–354.
this is was qoustion
Locate a peer-reviewed journal article through the Saudi Digital Library. This article will describe a healthcare quality improvement that occurred within an organization. In this discussion, you will
- Examine the quality improvement that occurred, including the background and the process changes.
- Explain the challenges in adopting these changes and outline the key issues that need to be considered when implementing the process of change for this decision.
- Describe how this quality improvement effort aligns with Saudi Vision 2030.
Expert Solution Preview
Examine the quality improvement that occurred, including the background and the process changes.
The article “Reducing Hospital-Acquired Pressure Injuries” discusses a quality improvement effort aimed at standardizing the process of pressure injury risk assessment and management in a hospital setting. Hospital-acquired pressure injuries are a frequent problem, and they can be prevented by implementing risk assessment tools and tailored interventions. The project team used the Institute for Healthcare Improvement’s Model for Improvement, which involves a continuous cycle of Plan-Do-Study-Act (PDSA) to implement the strategy. In the first PDSA cycle, daily pressure injury risk assessment was performed using the Norton tool, order sets, and prevention interventions. The team saw a decline in the prevalence of pressure injuries during the second phase of the PDSA process, which was two weeks following implementation. However, the wound care team noticed that bedside nurses needed more instruction in utilizing the risk assessment and intervention tool. As a result, the instrument was altered, and a color-coded legend was added, and nurses were given an additional manual. Through daily audits and comments, the interdisciplinary wound care team’s role was strengthened. In the third PDSA cycle, the team observed minimal compliance with the usage of preventive dressing over a bony prominence during the first four weeks of the experiment. The wound care team provided more explanation, which led to a change in the instrument and a switch to prophylactic dressing entirely to foam dressing.
Explain the challenges in adopting these changes and outline the key issues that need to be considered when implementing the process of change for this decision.
One potential challenge in adopting these changes could be the high burden on bedside nurses to implement such assessment tools daily. However, choosing an easily implemented risk assessment tool such as the Norton tool can help enhance the process. Furthermore, creating easy forms for the tool that are colored and have a manual or description can improve the accuracy of results and reduce the time spent doing the assessment. Another key issue to consider when implementing changes such as these is the need for ongoing education and support for frontline staff involved in using the tool. Clear communication and engagement from leadership and management can also facilitate adoption and success in change efforts.
Describe how this quality improvement effort aligns with Saudi Vision 2030.
The effort to reduce hospital-acquired pressure injuries aligns with Saudi Vision 2030 by improving the healthcare system’s efficiency and effectiveness, reducing the length of hospital stays, and lowering care costs. Additionally, the strategy involves enhancing the role of multidisciplinary teams, which is a vital aspect of the new model of care (MOC) and the six systems of care program (SOC) outlined in Saudi Vision 2030. Overall, this quality improvement effort has the potential to improve patient outcomes and contribute to achieving the goals outlined in Saudi Vision 2030.
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