NHS-FP6004 Assessment 2: Policy Proposal
Capella University NHS-FP6004 Assessment 2: Policy Proposal– Step-By-Step Guide
This guide will demonstrate how to complete the Capella University NHS-FP6004 Assessment 2: Policy Proposal assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for NHS-FP6004 Assessment 2: Policy Proposal
Whether one passes or fails an academic assignment such as the Capella University NHS-FP6004 Assessment 2: Policy Proposal depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for NHS-FP6004 Assessment 2: Policy Proposal
The introduction for the Capella University NHS-FP6004 Assessment 2: Policy Proposal is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for NHS-FP6004 Assessment 2: Policy Proposal
After the introduction, move into the main part of the NHS-FP6004 Assessment 2: Policy Proposal assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for NHS-FP6004 Assessment 2: Policy Proposal
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for NHS-FP6004 Assessment 2: Policy Proposal
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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NHS-FP6004 Assessment 2: Policy Proposal
Policy Proposal
In general health practice, health care providers and organizations are mandated to provide quality care to all. Despite this universal obligation, institutional and policy challenges hamper the goal achievement process. Such challenges make health organizations fail to achieve the desired performance benchmarks. Underperformance has huge implications since it makes health care organizations legally and ethically unfit to provide patient care. To improve performance, it is vital to be guided by local, state, or federal policies and institute practical interventions to address the challenges hindering performance. This policy proposal is based on CareM Medical Center’s underperformance in Bakersfield, California, and examines how to improve performance through policy interventions.
Policy and Practice Guidelines in Addressing Benchmark Shortfalls
Although it is a practice requirement, it is not practical for health organizations to meet the required performance benchmarks all the time. Policy and practice guidelines are vital for giving an organization an operation reference point as formalized statements applying in a specific area of practice and non-mandatory recommendations respectively. When a benchmark shortfall occurs as local, state, or federal policies prescribe, creating policies and practices helps health organizations to overcome the shocks triggered by practice changes. They act as a reminder of what an organization should strive to achieve as the law and practice recommendations obligate.
In the case of CareM Medical Center, the issue of concern is the long waiting time in the emergency room (ER). The average waiting
time should be forty minutes, but the facility’s waiting time is as high as 80 minutes, implying that the performance score is 50%. Such a performance has huge implications on the quality of care. According to Martinez et al. (2019), long waiting time leads to extended hospitals stays and increases patients’ mortality. Since many visits and lack of adequate beds exacerbate this problem in CareM Medical Center, registered nurses’ motivation is adversely affected due to increasing workload.
Due to the far-reaching effects of the problem, practical interventions are necessary. If the medical center does not make any changes, there is a huge chance of legal and ethical implications. Health care organizations must always operate as legally, ethically, and professionally mandated. The other adverse consequence of not making any change is reduced competitiveness. Zhang et al. (2017) postulated that the nurse-patient relationship is ruined when health care organizations fail to deliver as expected. Patients lose the facility’s trust and are likely to look for medical assistance in other facilities due to diminished trust. To avoid such impacts, it is advisable to act soonest possible.
Performance Improvement Strategies
CareM Medical Center can apply several strategies to reduce waiting time in the emergency department. Since the current benchmark metrics focus on patients with substance use disorder (SUD), there is a high chance that other assessment areas are being underserved. One way of changing the current situation is empowering nurses to be more capacitated to work. The current nurse: patient ratio in the facility’s ER is 1:5. California recommends a nurse-patient ratio of 1:4 in the ERs (Sharma & Rani, 2020). The addition of hospital beds is also a practical intervention. The medical center should also consider limiting patients’ flow to the ER by empowering nurses to admit patients after diagnosis directly.
Evidence-based literature is awash with suggestions for improving waiting time in the emergency rooms. Ravaghi et al. (2020) suggested that hospital expansion should be highly considered, and hospitals should not be regulated extremely. A fitting example of an extreme regulation is limiting admission capacity to the ERs. In the same case, emergency care should be restricted to patients with proven emergency problems. Admitted patients should not be boarded in the emergency departments; clearance should be as quick as possible (Chrusciel et al., 2019). Such strategies can prevent overcrowding in ERs and improve hospitals’ capacities of meeting all patient needs.
The proposed strategies can facilitate performance improvement in various ways. One such way is preventing RNs from being overwhelmed. Gutsan et al. (2018) suggested that high workloads to registered nurses can cause burnout. When nurses work within their limits, they are energized to respond to patient problems and make medication errors low. Another way of practice improvement is improved nurse-patient relationships. Treating patients without delays will make them trust the facility and come for medical assistance when situations prompt them.
Application of Performance Improvement Strategies
The application of these strategies cannot be successful without engaging stakeholders. The best way to start the implementation process is by convincing stakeholders about the need for practice change. The financial resources spent to improve outcomes should have measurable impacts on CareM Medical Center. All stakeholders should be engaged to ensure that strategies are ethically and culturally inclusive in their application. All the community and patient groups should be engaged too. It is also crucial to ensure that all stakeholders participate when presenting the proposal while treating them as equal members of the practice change process.
Environmental Factors, Regulatory Considerations, and Resources
Various factors can affect the outcomes and effectiveness of the recommended practice guidelines. Regarding environmental factors, the built environment may hinder the success of the practice guidelines since the ER is fixed in a hospital area where there is no expansion space. As a result, if beds are to be increased and the number of nurses added, the emergency department must be shifted to another area. Doing so would increase the distance from other departments, implying that more resources and staff would be required to address the new change.
On regulatory considerations, CareM Medical Center must act within the recommendations of California state laws. One such law is locating health facilities in areas where they turn to be a public nuisance. Accordingly, shifting the emergency department must adhere to this rule. Besides laws, resources have a huge implication on the success of the recommended practice guidelines. Staff addition to meet the desired ratio and purchase of beds are finance-centered interventions. They will cause a major shift in the current hospital’s budget. It will be challenging to achieve the desired benchmarks unless the medical center’s administration gets more financial resources from donors.
Stakeholder Engagement
Stakeholders are vital members of health care facilities. To a profound extent, the success of such facilities depends on how stakeholders execute their mandate. In this scenario, the hospital administration should be involved because of its position and influence in the medical center. The other crucial segment of the stakeholder groups is donors. They should know the progress of the facility and areas where improvement is necessary. The community should be represented too. CareM Medical Center has a huge community responsibility of providing health care services, and it is crucial to ensure that the community trusts the facility with its health.
Always, stakeholders should be engaged since they influence organizational changes differently. On its part, the hospital administration has access to resources, and it is well-positioned to search for more financial resources for practice improvement. If they can be convinced about the implications of high waiting time on patient outcomes, administrators can collaborate with donors to make the desired change. The reputation of a health care facility depends on how well it serves the community. For the community to support the necessary changes and to continue seeking health care services from the medical center, active engagement is crucial.
Engaging stakeholders can produce a stronger policy and facilitate its implementation in various ways. Firstly, stakeholders are organizational pillars. They influence policy changes, and an organization is likely to succeed when stakeholders are at the center of changes. Secondly, stakeholders’ participation will ensure that CareM Medical Center is free from legal and ethical misconduct. Engaging stakeholders from the start ensures that no questions will be asked later regarding the use of resources and changes in operational procedures. Above all, stakeholders serve as think tanks for policy formulation and implementation. They propose creative ways of making policy changes, instrumental in making a policy more robust and implementation easier.
In conclusion, health care organizations should always provide health services that match the expected quality standards. One way of ensuring that practices meet the expected standards is by using benchmark metrics. A close analysis of CareM Medical Center’s performance suggests that high waiting time in the ERs is a genuine concern due to the center’s dismal performance in this area. Accordingly, stakeholders should support policy changes to enhance performance. Changes will ensure that the center’s reputation is not affected and is free from ethical and legal violations since performance will match federal and state benchmarks.
References
Chrusciel, J., Fontaine, X., Devillard, A., Cordonnier, A., Kanagaratnam, L., Laplanche, D., & Sanchez, S. (2019). Impact of the implementation of a fast-track on emergency department length of stay and quality of care indicators in the Champagne-Ardenne region: a before–after study. BMJ open, 9(6), e026200. http://dx.doi.org/10.1136/bmjopen-2018-026200
Gutsan, E., Patton, J., Willis, W. K., & PH, C. D. (2018). Burnout syndrome and nurse-to-patient ratio in the workplace. Marshall University. https://mds.marshall.edu/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1196&context=mgmt_faculty
Martinez, D. A., Zhang, H., Bastias, M., Feijoo, F., Hinson, J., Martinez, R., … & Prieto, D. (2019). Prolonged wait time is associated with increased mortality for Chilean waiting list patients with non-prioritized conditions. BMC public health, 19(1), 1-11. https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-019-6526-6
Ravaghi, H., Alidoost, S., Mannion, R., & Bélorgeot, V. D. (2020). Models and methods for determining the optimal number of beds in hospitals and regions: a systematic scoping review. BMC health services research, 20(1), 1-13. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-020-5023-z
Sharma, S. K., & Rani, R. (2020). Nurse-to-patient ratio and nurse staffing norms for hospitals in India: A critical analysis of national benchmarks. Journal of Family Medicine and Primary Care, 9(6), 2631. doi: 10.4103/jfmpc.jfmpc_248_20
Zhang, P., Wang, F., Cheng, Y., Zhang, L. Y., Ye, B. Z., Jiang, H. W., … & Liang, Y. (2017). Impact of organizational and individual factors on patient-provider relationships: A national survey of doctors, nurses and patients in China. Plos one, 12(7), e0181396. https://doi.org/10.1371/journal.pone.0181396