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Financial ImplicationsThere are many financial implications associated with educating family members to activate the emergency response system. The first financial implication is the initial education to be provided to all bedside staff members. This education is one time for existing employees and can be added to the orientation process for future employees. This education will be taught to nurses, PCT’s, physicians, respiratory therapists, as well as physical and occupational therapists. By providing education to all staff that encounter the patient at bedside, they will be able to reinforce teaching provided by the nurse on admission and answer questions asked by the patientand family. By reinforcing the education, family members will be able to ask questions and feel confident in the event they are required to active the rapid response system. A second financial
Organizational Leadership and Interprofessional Team Development9implication will be to have materials available for each patient and family member detailing criteria for calling a rapid response. Materials will include handouts for patients and family members as well as signs in either patient rooms or in multiple locations around each unit that are easily visible. The handouts can include a list of criteria for activating the rapid response system and definitions or examples of each. These hand outs and signs will act to high light the education provided by nurses on admission and keep the changes on the forefront of the family members minds. The final financial implication will be the salary of the members of the multidisciplinary team choses to implement this strategy. The team members will have to be compensated for their timeMeasurementsThere are many ways to measure the outcome of this strategy. The first measurement would be patient outcomes. Baseline data should be collected related to patient outcomes and number of rapid responses called prior to the implementation of this improvement plan. With the early detection of changes within each patient, interventions can be implemented earlier rather than later leading to improved patient outcomes. After the implementation of the improvement strategy, data should be collected regarding the number of rapid responses and patient outcomes. The goal is to see improvement of patient outcomes and an increase in the number of rapid responses called. The next measurement is to survey the bedside staff prior to the implementationof this process to determine if bedside staff are agreeable to the idea or oppose the idea. Staff who oppose the idea are less likely to follow the new process. The survey will be repeated after implementation to ask staff how the new process has been integrated to the current workflow andwhether it has been embraced by the bedside staff. HCAP scores can be used to measure the outcome of this strategy as well. Providing education regarding how and when to activate the
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