Assessment three Brianna Mingo

The focus of the evidence-based practice implementation plan is to address the high incidence of medical errors in hospitals. Medical errors have been recognized as a serious public health problem, leading to preventable harm and patient deaths. Common types of medical errors include surgical errors, diagnostic errors, medication errors, and communication failures. The plan involves identifying deficiencies and risk factors, developing corrective measures, and encouraging reporting of medical errors. The implementation will involve the use of a timeout method to reduce medical errors in hospitalized patients. The stakeholders involved are nursing staff, patients and their families, support staff, and corporate members. The goal is to reduce medical errors by 10% each year for three years through multidisciplinary action and incorporating the timeout method hospital-wide. Barriers to the plan include worker shortage, reluctancy to change, extended work hours, and underreporting of medic For this evidence-based practice implementation plan, we have chosen, I have chosen to focus on the clinical problem of high incidence of medical errors in hospitals. To give background on the clinical problem, medical errors have more recently been recognized as a serious public health problem, reported as the third leading cause of death in the U.S. One study reported that approximately 400,000 hospitalized patients experienced some preventable harm each year, while another estimated that more than 200,000 patient deaths annually were due to preventable medical errors. The initial concern research was that of the occurrence of medical errors in hospital patients. Medical errors have been proven to be the most common cause of death in hospitals, which means patients are less likely to die for what they were admitted to the hospital for, but more likely because of an adverse effect. Common types of medical errors include surgical errors, diagnostic errors, medication errors, risk failures, patient falls, hospital-acquired infections, and communication failures. By identifying the deficiencies, failures, and risk factors that lead to an adverse event, corrective measures can be developed to prevent similar errors. Encouraging individuals involved in every aspect of healthcare to report medical errors is essential to this process. Confidential reporting options are necessary to identify deficiencies or failures a system may contain. The next piece of this project is the development of a PCOP question. So the population, or the P, is the hospitalized patient experiencing a medical error. The I, or implementation, is the use of the timeout method. Comparison may involve the use of a timeout method versus no use of a timeout method in each patient. The outcome, or the intended outcome, is the reduction in medical errors. And then time, this will be a study over three years. A research question has been formulated, which is made to identify the population implementation comparison outcomes and timeline to break down the process of addressing those, the chosen clinical concerns. The population in this project is hospitalized patients who experience medical errors. The next piece is timeout. Currently the comparison piece is the piece that addresses those that have used the timeout method and those that do not. Currently the timeout method is most widely used in the procedure and surgical setting to ensure the right patient, the right laterality, and right surgery or procedure. However, it is not commonly used hospital-wide. The desired outcome of this intervention is reduced medical errors and the time is to be studied over three years. Currently the stakeholders in medical errors are nursing staff, patients and their families, support staff such as patient care technicians, and corporate members. Each of these people have a direct impact on the effects and prevention of a medical error and should be the ones implementing ways to avoid them. Nursing staff has the most direct contact with the patient before their admission and during their stay. Nurses can get a wide picture view of all of the disciplines that work together on one single patient. Patient families can inquire about the care their loved ones are receiving and make corrections as they see fit. Physicians are at the front lines of prevention of medical errors along with nurses as they are the providers who order treatment methods based on their judgment and knowledge. Corporate must deal with the financial consequences of the occurrence of an adverse event, things such as non-reimbursement for hospital-acquired infection. An action plan has been developed to achieve the goal of reducing medical errors in hospitals. The goal is to reduce errors by 10% for each year for three years using multidisciplinary action, strengthening staff commitment to patient safety and incorporating the timeout method hospital-wide. The use of multidisciplinary team action is beneficial because all team perspectives of healthcare delivery will be needed to address this concern. Several disciplines are involved such as nursing, surgery, respiratory care, laboratory service, and all staff members' idea of patient safety needs to be assessed and their commitment to prioritizing safety needs to be analyzed. There are several potential barriers to carrying out this action plan. Some of these barriers may include worker shortage, reluctancy to change, extended work hours, and underreporting. Unfortunately, underreporting of medical errors is a commonly reported challenge even when healthcare institutions have mandated reporting, self-reporting. Medical measurement is a very important piece of assessing the effectiveness of an action plan. For this project, the outcomes will measure over the course of three years, and several methods can be used to assess these measures. Each year, we will incorporate surveys and chart studies to assess the reduction in error occurrence. With addressing the workforce shortage, increasing the willingness of staff to change, promoting a self-reporting environment, and being sure that staff aren't working more than the legal number of hours in one week to provide safe and effective care, implementing the components of the action plan directly aligns with the quadruple aim. Patient experience, population health, reduction in healthcare costs, and work life of healthcare providers can all be improved or achieved using the formulated action plan.