Cardiac Champion Program Metro health hospital Metro health

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Cardiac Champion Program ("Metro health hospital, " Metro health hospital emergency entrance)

Cardiac Champion Program ("Metro health hospital, " Metro health hospital emergency entrance)

About the program �Provide education, medical management, and skilled nursing services to patients with

About the program �Provide education, medical management, and skilled nursing services to patients with newly diagnosed or poorly controlled cardiac diseases �Improve the quality of care provided, overall decreasing readmissions; ultimately improving the financial position of the hospital �Incorporate inpatient and staff education, coordination with outpatient services and ongoing research initiatives, provision of online web-based resources, and case management

Mission Statement �To provide education, medical management, skilled nursing care, and rehabilitation services to

Mission Statement �To provide education, medical management, skilled nursing care, and rehabilitation services to community members diagnosed with cardiac disease and to serve as a resource for coordinating specialized, multidisciplinary care.

Responsiveness Patient-Centered Education � Therapeutic � While nurse-patient relationships form the basis of an

Responsiveness Patient-Centered Education � Therapeutic � While nurse-patient relationships form the basis of an excellent cardiac education program. Nursing professionals provide patients with the educational tools necessary for successful self-care activities and are responsive to patient questions both during and after discharge. Education can occur through face-toface communication, telephone, e-mail, and other means as appropriate. the quality of education is uniform, teaching methods may be customized according to patient needs and values. Nursing professionals have the capability and responsibility to identify individual patient knowledge deficits, and to tailor didactic efforts to achieve a high level of patient compliance to educational objectives. Philosophy

Communication Evidence-Based Collaborative Care � Nurses � and all other members of the healthcare

Communication Evidence-Based Collaborative Care � Nurses � and all other members of the healthcare team work diligently to fulfill the organization’s commitment to sharing knowledge and information with patients. Nursing professionals should communicate effectively, ensuring that cardiac patients have adequate information related to their condition prior to discharge. Decisions regarding the cardiac educational needs of patients are evidence-based. Nursing professionals will collaborate with other members of the healthcare team to determine overall systemic cardiac educational deficits, establish standardized and streamlined evidencebased delivery processes, implement educational activities, and provide followup readmission information to the education review committee for further process improvement. Philosophy

Safety Service � Safety � Patients’ is a top priority at all times. Nursing

Safety Service � Safety � Patients’ is a top priority at all times. Nursing professionals strive to enhance safety through continuous peer review of nurse educator activities. Ensuring that educational needs are met and understanding is verbalized by the patient prior to discharge increases the level of patient safety and reduces the chance of readmission. educational needs should be anticipated whenever possible. Nursing professionals will assess patient needs through active listening to patients and their representatives. Philosophy

Efficiency Teamwork � Nursing � Collaboration professionals should make every effort to eliminate large

Efficiency Teamwork � Nursing � Collaboration professionals should make every effort to eliminate large variations in teaching style, and will deliver accurate and focused information to cardiac patients in a timely manner. Educational resources such as pamphlets and hand-outs will be limited to subjects specific to the patient’s disease process. among clinicians is essential for program success. Nursing professionals will actively collaborate and communicate with other members of the healthcare team to ensure an appropriate exchange of information and coordination of educational efforts. Philosophy

Organizational Goals � Provide comprehensive education to patients with newly diagnosed or poorly managed

Organizational Goals � Provide comprehensive education to patients with newly diagnosed or poorly managed cardiac diseases, both during their hospital admission and following their discharge home. � Develop standardized patient care pathways for patients diagnosed with cardiac diseases focusing on activities of daily living, lifestyle modifications, diet, medications, safety, and pain management. � Promote and utilize a multidisciplinary approach to patient care by coordinating between physicians, staff nurses, social workers, home care, and other specialties to facilitate optimal outpatient cardiac disease management. � Improve and promote community support for patients diagnosed with cardiac disease. � Effectively market the services available through the CCP to the community.

Organizational Objectives � To enroll all Metro patients with newly diagnosed or poorly managed

Organizational Objectives � To enroll all Metro patients with newly diagnosed or poorly managed heart failure, myocardial infarction, and atrial fibrillation in the CCP prior to discharge from the hospital. � To provide fundamental, basic education to newly diagnosed CCP participants regarding activities of daily living, lifestyle modifications, dietary limitations, medications, safety, and pain management prior to discharge from the hospital. � � � To assess the home environment of newly diagnosed CCP participants, and evaluate and reinforce inpatient teaching, at first home care visit within one week of hospital discharge. To develop an individualized, multidisciplinary patient care plan based on standardized patient care pathways for each newly diagnosed CCP participant within one week of first home care visit. To reinforce fundamental, basic education regarding activities of daily living, lifestyle modifications, dietary limitations, medications, safety, and pain management with all poorly managed CCP participants prior to discharge from the hospital. To reassess the home environment of poorly managed CCP participants and determine specific areas contributing to poor outcomes, at first home care visit within one week of hospital discharge. To develop and/or update an individualized, multidisciplinary patient care plan for all poorly managed CCP participants based on standardized patient care pathways and focused on specific areas contributing to poor outcomes within one week of first home care visit. � To educate inpatient and home care nurses regarding heart failure, myocardial infarction, and atrial fibrillation pathophysiology and current treatment options during initial orientation and annual education refreshment in-services. � To develop comprehensive, web-based resources, including an educational database, online support groups, and discussion forums for CCP participants, healthcare providers, and community members within six months of program launch. � To facilitate program improvement by soliciting input from healthcare professionals and community members via a committee that meets monthly to review and improve program elements. � To coordinate CCP activities with ongoing research initiatives aimed at expanding the evidence-base regarding optimal cardiac care by including a research liaison on the program improvement committee that will meet monthly. � To evaluate program effectiveness qualitatively by soliciting feedback from CCP participants six months and one year after program enrollment and quantitatively by monthly monitoring of hospital readmissions for CCP participants. � To develop marketing plans targeting both healthcare professionals and community members promoting the CCP within six months of program launch.

Organizational Chart Figure 1. Cardiac Champion Program organizational chart.

Organizational Chart Figure 1. Cardiac Champion Program organizational chart.

Job Descriptions �Cardiac Champion Program Manager �Inpatient Clinical Nurse Educator �Outpatient Clinical Nurse Educator

Job Descriptions �Cardiac Champion Program Manager �Inpatient Clinical Nurse Educator �Outpatient Clinical Nurse Educator �Nurse Research Liaison �Nurse Informatics Specialist �Web Programmer �Cardiac Champion Committee

Newspaper � Journal The Grand Rapids Press, a local newspaper that is affiliated with

Newspaper � Journal The Grand Rapids Press, a local newspaper that is affiliated with Mlive. com, reaches 61. 3% of all adults in the greater Grand Rapids area (including Wyoming) every week (Mlive Media Group, 2013 a). The cost for placing a job advertisement varies based on the options selected from $120 for a single 14 day online job posting to $600 for three 30 day job postings with three cross postings to Mlive’s Niche Nursing Network (MLive Media Group, 2013 b). � Professional journals are also a medium to reach qualified nursing candidates. General nursing journals such as the American Journal of Nursing, and RN, reach a large number of practicing nurse professionals (Allen & Levy, 2006). Journals targeting nurse educators, including Nursing Education Perspectives, Nurse Education in Practice, and Nurse Educator, are also effective places to advertise our inpatient clinical nurse educator position. According to the National League of Nursing (NLN, 2012), it costs $645 to run a quarter page black and white ad in Nursing Education Perspectives. A discounted cost of $605 per issue is available if the ad is run in six or more issues (NLN, 2012). Job Advertisement

Misc. � In addition to local newspapers and professional journals, many other avenues are

Misc. � In addition to local newspapers and professional journals, many other avenues are available to advertise job openings. For example, internal candidates within Metro can be solicited through intranet job postings and flyers placed in nursing unit break rooms. Online career networks, similar to those hosted by Mlive (MLive Media Group, 2013 b) are also effective venues. Other online sites including monster. com, nurse. com, and healthcareerweb. com could be utilized to advertise our inpatient clinical nurse educator position. Job Advertisement

Budget Proposal �A detailed proposal showing a one-year budget for the CCP is included

Budget Proposal �A detailed proposal showing a one-year budget for the CCP is included in Table 1. Total revenue is projected to be $339, 610, and total expenses are estimated at $312, 160. Revenue will be generated from penalty and readmission savings, and insurance payments. Costs include salaries, benefits, supplies, and operating expenses. According to Stafford (2011, p. 234), “all private healthcare organizations must make a profit to survive. ” Profit is necessary to replace broken and outdated facilities and equipment, expand services, and pay for inflation costs (Stafford, 2011). According to our budget proposal, the CCP will earn a profit of $27, 450.

Budget Proposal Expenses Revenue

Budget Proposal Expenses Revenue

Proposed 2014 Budget for the Cardiac Champion Program at Metro Health Hospital

Proposed 2014 Budget for the Cardiac Champion Program at Metro Health Hospital

References Allen, M. , & Levy, J. R. (2006). Mapping the general literature of

References Allen, M. , & Levy, J. R. (2006). Mapping the general literature of American Nursing [Supplement]. Journal of the Medical Library Association, 94(2), E 43 -E 48. � Clyne, M. E. (2011). Strategic planning, goal-setting, and marketing. In P. S. Yoder-Wise (Ed. ), Leading and managing in nursing (5 th ed. , pp. 309 -323). St. Louis, MO: Elsevier Mosby. � Mlive Media Group. (2013 a). Grand Rapids. Retrieved from http: //www. mlivemediagroup. com/audience/local/grandrapids/ � Mlive Media Group. (2013 b). Post jobs and search resumes in Michigan. Retrieved from http: //www. mlive. com/jobs/products/index. ssf � National League of Nursing [NLN]. (2012). Advertising rate card. Retrieved from http: //www. nln. org/nlnjournal/pdf/rate_card_2012. pdf �

References Stafford, T. B. (2011). Managing costs and budgets. In P. S. Yoder-Wise (Ed.

References Stafford, T. B. (2011). Managing costs and budgets. In P. S. Yoder-Wise (Ed. ), Leading and managing in nursing (5 th ed. , pp. 228 -248). St. Louis, MO: Elsevier Mosby. � (2013). Metro health hospital emergency entrance [Web Photo]. Retrieved from http: //metrohealth. net/medicalservices/emergency/ �