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    please see attached instruction. – 2 years ago **files (3)** – ## assessment1Instruction.pdf – ## Assessment01EnhancingQualityandSafety.pdf – ## Why_Quality_and_Safety_Educati.pdf **## assessment1Instruction.pdf** For this assessment, you will develop a 3 page paper that examines a safety qualit…

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    please see attached instruction.

    – 2 years ago

    **files (3)**

    – ## assessment1Instruction.pdf

    – ## Assessment01EnhancingQualityandSafety.pdf

    – ## Why_Quality_and_Safety_Educati.pdf

    **## assessment1Instruction.pdf**

    For this assessment, you will develop a 3 page paper that examines a safety quality
    issue in a health care setting. You will analyze the issue and examine potential
    evidence-based and best-practice solutions from the literature as well as the role of
    nurses and other stakeholders in addressing the issue.

    Criterion:
    1. Explains factors leading to a specific patient-safety risk in a health care setting.

    Makes reference to specific data, evidence, or standards to illustrate the safety
    risk.

    2. Explains evidence-based and best practice solutions to improve patient safety
    and reduce costs. Makes explicit reference to scholarly or professional resources
    to support explanation.

    3. Explains how nurses can help coordinate care to increase patient safety and
    reduce costs, providing specific examples related to a patient safety risk.

    4. Identifies stakeholders with whom nurses would need to coordinate to drive
    quality and safety enhancements with a specific safety quality issue, noting the
    relevance and potential importance of the stakeholders.

    5. Organizes content with a clear purpose. Content flows logically with smooth
    transitions using coherent paragraphs, correct grammar or punctuation, word
    choice, and free of spelling errors.

    6. Apply APA formatting to in-text citations and references exhibiting nearly
    flawless adherence to APA format. Exhibits strict and flawless adherence to
    APA formatting of headings, in-text citations, and references. Quotes and
    paraphrases correctly.

    **## Assessment01EnhancingQualityandSafety.pdf**

    Assessment 01 – Enhancing Quality and Safety
    For this assessment, you will develop a 3–5-page paper that examines a safety quality issue in
    a health care setting. You will analyze the issue and examine potential evidence-based and
    best-practice solutions from the literature as well as the role of nurses and other stakeholders in
    addressing the issue.

    Before you complete the instructions detailed in the courseroom, first select one of the safety
    quality issues below to analyze for this assessment. After you have selected one of the issues
    from the list below, return to the detailed instructions in the courseroom to complete your
    assessment.

    ● LGBTQ+ and Transgender-Specific Care Needs: LGBTQ+ and transgender
    individuals often face unique health challenges and disparities. A lack of knowledge or
    sensitivity toward their specific needs can lead to inadequate care, discrimination, and
    even avoidable health complications. Here's why addressing understanding and
    addressing the specific needs of these populations is essential:

    – Affirmation and Respect: Using correct pronouns, names, and understanding
    the specific health needs of transgender and LGBTQ+ individuals can create an
    environment of respect and affirmation. This respect is foundational to building
    trust and ensuring that patients feel safe and understood in healthcare settings.

    – Mental and Emotional Well-being: Due to societal stigmas and discrimination,
    LGBTQ+ and transgender individuals may face higher rates of anxiety,
    depression, and other mental health challenges. Being sensitive to these needs
    and providing appropriate support is crucial for holistic care.

    – Addressing Health Disparities: LGBTQ+ and transgender individuals might be
    at higher risk for certain health issues. For instance, transgender women might
    be at a higher risk for HIV/AIDS, while lesbian and bisexual women may be at a
    higher risk for certain cancers. Knowledge of these disparities can guide
    preventive care, screenings, and early interventions.

    – Gender-Affirming Care: Transgender individuals might seek various medical
    interventions as part of their transition, such as hormone therapies or surgeries.
    Understanding the medical and emotional aspects of these treatments is crucial
    for providing comprehensive care.

    – Avoiding Discrimination: Discrimination or bias, whether overt or subtle, can
    deter LGBTQ+ and transgender individuals from seeking care, adhering to
    medical advice, or disclosing essential information about their health. Ensuring
    an inclusive and non-discriminatory environment is vital for effective care
    delivery.

    – Sexual and Reproductive Health: LGBTQ+ individuals often face barriers in
    accessing sexual and reproductive health services. Being knowledgeable and
    non-judgmental about diverse sexual orientations and practices can lead to better
    patient education and care in this domain.

    – Social and Community Support: Recognizing the importance of community and
    chosen family for many LGBTQ+ and transgender individuals can guide care
    plans, especially when considering mental health support or discharge planning.

    – Legal and Ethical Considerations: In many regions, there are legal protections
    in place to ensure non-discrimination based on sexual orientation or gender
    identity. Being aware of these protections is not only a legal obligation but an
    ethical one, ensuring that all patients receive equitable care.

    ● Patient Identification Errors in Healthcare: Ensuring the correct identification of
    patients is a foundational aspect of safe healthcare delivery. When errors occur in this
    basic step, the ripple effects can be catastrophic. Here's why understanding and
    preventing patient identification errors is essential:

    – Patient Safety and Well-being: The most immediate and alarming consequence
    of patient identification errors is the potential harm to the patient. Administering
    the wrong medication, performing surgery on the wrong site, or providing
    inappropriate treatments can lead to severe complications, prolonged recovery,
    or even death.

    – Loss of Trust: When patients or their families experience or witness
    identification errors, their trust in the healthcare system can be severely eroded.
    This loss of trust can make patients hesitant to seek care in the future or follow
    medical advice, potentially compromising their health.

    – Professional Reputation: For healthcare professionals, being involved in an
    identification error can have lasting implications on their reputation. Such errors
    can lead to disciplinary actions, loss of licensure, or legal consequences.

    – Legal and Financial Implications: Patient identification errors can result in
    lawsuits, leading to significant financial penalties for healthcare institutions.
    Beyond the direct costs of litigation, there's the potential for increased insurance
    premiums and the costs associated with implementing corrective measures

    – Operational Disruptions: Identification errors can disrupt the normal flow of
    operations in a healthcare setting. They may necessitate additional tests,
    procedures, or interventions to correct the error, leading to delays and
    inefficiencies.

    – Emotional Toll on Healthcare Providers: Realizing that one has been involved
    in an identification error can be emotionally devastating for healthcare providers.
    Feelings of guilt, anxiety, and doubt can lead to burnout and may even cause
    some professionals to question their career choice.

    – Increased Healthcare Costs: Beyond the direct costs associated with correcting
    the error, there are indirect costs to consider. These might include extended
    hospital stays, additional treatments, and the long-term care needs of patients
    who experience complications due to the error.

    – Regulatory and Accreditation Implications: Healthcare facilities are subject to
    regulations and standards set by accrediting bodies. Identification errors can lead
    to penalties, increased scrutiny, and potential challenges in maintaining
    accreditation.

    **## Why_Quality_and_Safety_Educati.pdf**

    199The Journal of Continuing Education in Nursing · Vol 50, No 5, 2019

    The Quality and Safety Education for Nurses
    (QSEN) Collaboration formed in response to the
    call from the Institute of Medicine (now the Na-

    tional Academy of Medicine) to improve the quality and
    safety of health care. That call to action identified five com-
    petencies required by all health care providers to transform
    the health care system, shifting the emphasis to include
    patient-centered care, teamwork and collaboration, use of
    evidence-based practice, quality improvement skills, and
    the integrated use of informatics in the care provided for
    patients (Institute of Medicine, 2003). Shortly afterward
    in 2005, the QSEN collaboration, funded by the Robert
    Wood Johnson Foundation and led by Linda Cronenwett,
    adopted those five requisites, added safety as a sixth com-
    petency, and the newly developed QSEN competencies
    became the blueprint for nurse educators working to re-
    channel the focus of formal nursing education programs
    (Cronenwett et al., 2007). The QSEN competencies pro-
    vided a clear structure designed to change the identity of
    nursing from that of a task-oriented role to one driven by
    the knowledge, skills, and attitudes (KSA) that underpin
    quality and safety concepts.

    What followed was 13 years of transformation as the
    QSEN competencies were integrated into curriculum
    plans and accreditation standards for schools of nursing.
    QSEN provided resources and partnered with national
    nursing organizations to support the implementation of
    the competencies in nursing academia. In 2009, graduate-
    level QSEN competencies that demonstrated enhanced
    leadership KSAs were developed, but through all this, prac-
    tice was slow to embrace the QSEN competencies. Dur-
    ing this same time, practice saw the introduction of the
    Hospital Value-Based Purchasing program implemented
    by the Centers for Medicare & Medicaid Services (2018).
    This program reimbursed hospitals based on quality of
    care rather than quantity, thus driving efforts to improve
    quality and safety within health care systems. The Joint
    Commission Accreditation Standards supported hospitals
    in meeting the regulatory requirements and Magnet® stan-

    dards drove excellence. Through it all, the aims have always
    been congruent between nursing practice and academia,
    but the two have not always shared a common language or
    understanding.

    The work of Lyle-Edrosolo and Waxman (2016) has
    been significant in bridging academia and practice. Us-
    ing crosswalk methodology, they aligned the six QSEN
    competencies, the Magnet® standards, and the Joint Com-
    mission Accreditation Standards. This work demonstrates
    the relationship among these three driving forces and how
    nursing education framed in quality and safety aligns with
    expectations for excellence in nursing practice. Although
    the QSEN competencies were originally designed for nurs-
    ing education, this work validates the QSEN competencies
    as an effective framework to drive excellence and buttress
    the lifelong learning required by nursing professionals to
    ensure that the best care is provided to those who access
    the health care system.

    Nurses are the linchpin in achieving quality and safety
    outcomes, and they are frequently viewed as the last de-
    fense between the patient and potential errors (Sherwood
    & Zomorodi, 2014). In order to champion for safer health
    care for patients and to make an appreciable difference,
    nurses need to be informed and educated about quality
    and safety competencies (Sherwood & Zomorodi, 2014).
    QSEN competencies serve as an appropriate framework
    for education to address common issues confronting nurs-
    ing practice, such as medication errors, pressure injuries,
    and falls.

    Why Quality and Safety Education for
    Nurses (QSEN) Matters in Practice

    guest editorial

    Dr. Altmiller is Professor, Director of Quality and Safety Education
    for Nurses (QSEN) Institute Regional Center at The College of New Jersey,
    Ewing, New Jersey; and Ms. Hopkins-Pepe is Director, Nursing Education
    and Professional Development, Einstein Healthcare Network, Philadelphia,
    Pennsylvania.

    The authors have disclosed no potential conflicts of interest, financial or
    otherwise.

    Address correspondence to Gerry Altmiller, EdD, APRN, ACNS-BC,
    FAAN, Professor, Director of Quality and Safety Education for Nurses
    (QSEN) Institute Regional Center at The College of New Jersey, 2000 Pen-
    nington Road, Ewing, NJ 08628; e-mail: altmillg@tcnj.edu.

    doi:10.3928/00220124-20190416-04

    Authors: Gerry Altmiller, EdD, APRN, ACNS-BC, FAAN; and Loraine Hopkins-Pepe, MSN, RN, CCRN-K

    200 Copyright © SLACK Incorporated

    Continuing education and professional development
    educators play a vital role in enhancing quality and safe-
    ty in the practice setting. To improve care delivery and
    achieve quality and safety goals, continuing education pro-
    grams for nurses must be transformed to include expanded
    content focused on quality and safety competencies (Sher-
    wood, 2017). Integrating the QSEN competencies into
    educational initiatives provides a standardized structure for
    content development and clearly delineates objectives to
    enhance the clarity of the material delivered. The QSEN
    competencies provide an effective foundation for nurses to
    influence and promote high-quality safe care.

    QSEN competencies have served as the underpinning of
    transition-to-practice programs but why not as the frame-
    work for continuing education? Integrating the QSEN
    competencies enables continuing education and profes-
    sional development educators to emphasize the “why”
    behind nursing interventions while also highlighting the
    evidence driving care. Additionally, framing educational
    offerings in the QSEN competencies allows all educators
    to promote the universal language of quality and safety.

    Finally, and perhaps most significantly, integrating the
    QSEN competencies into practice-based education pro-
    grams challenges educators to update and revitalize course
    content. Continuing education and professional develop-
    ment educators are often tasked with repeatedly teaching
    the same required courses containing content that becomes
    stagnant over time. By critically evaluating existing courses
    and revising them to integrate the QSEN competencies,
    these educators may begin teaching from a different lens,
    shifting their focus from teaching tasks to teaching concepts
    about how to influence and promote high-quality safe care.

    Continuing education and professional development edu-
    cators are influential in enhancing the quality and safety
    of care delivery, and The Journal of Continuing Education
    in Nursing will support QSEN competency implementa-
    tion in practice through the Teaching Tips column, begin-
    ning with this issue, by sharing strategies and ideas with
    educators so that they may perform this work effectively.
    Reframing continuing education programs in the QSEN
    competencies supports the work of continuing education
    and professional development educators as they work to
    better highlight the critical impact of the nursing profes-
    sion on quality care and patient outcomes.

    REfERENcES
    Center for Medicare & Medicaid Services. (2018). Hospital value-based

    purchasing. Retrieved from https://www.cms.gov/Medicare/Quality-
    Initiatives-Patient-Assessment-Instruments/Value-Based-Programs/
    HVBP/Hospital-Value-Based-Purchasing.html

    Cronenwett, L., Sherwood, G., Barnsteiner, J., Disch, J., Johnson, J.,
    Mitchell, P., . . . & Warren, J. (2007). Quality and safety education for
    nurses. Nursing Outlook, 55, 122-131.

    Institute of Medicine. (2003). Health professions education: A bridge to
    quality. Washington, DC: National Academies Press.

    Lyle-Eldrosolo, G.L., & Waxman, K.T. (2016). Aligning healthcare safety
    and quality competencies: Quality and Safety Education for Nurses
    (QSEN), The Joint Commission, and American Nurses Credential-
    ing Center (ANCC) Magnet® Standards Crosswalk. Nurse Leader, 14,
    70-75.

    Sherwood, G. (2017). Driving forces for quality and safety: Changing
    mindsets to improve health care. In G. Sherwood & J. Barnsteiner
    (Eds.), Quality and safety in nursing: A competency approach to improv-
    ing outcomes (2nd ed., pp. 1-20). Hoboken, NJ: Wiley Blackwell.

    Sherwood, G., & Zomorodi, M. (2014). A new mindset for quality and
    safety: The QSEN competencies redefine nurses’ roles in practice. Ne-
    phrology Nursing Journal, 41, 15-22.

    Editor’s Note: This special guest editorial is presented as a beginning to a series in the Teaching Tips
    column that focuses on QSEN (Quality and Safety Education for Nurses). This new emphasis is designed to
    support nurses in practice as they enrich their knowledge, skills, and attitudes in addressing quality and safety
    issues.

    As The Journal of Continuing Education in Nursing celebrates our next half-century of editorial
    excellence, we welcome manuscripts that describe the ways continuing education/professional development
    educators prepare nurses with competencies for ensuring quality and safety in nursing care and demonstrate
    the link to improved patient outcomes.

    ~ Patricia S. Yoder-Wise, RN, EdD, NEA-BC, ANEF, FANOL, FAAN

    Reproduced with permission of copyright owner. Further reproduction prohibited
    without permission.

    **## Why_Quality_and_Safety_Educati.pdf**

    199The Journal of Continuing Education in Nursing · Vol 50, No 5, 2019

    The Quality and Safety Education for Nurses
    (QSEN) Collaboration formed in response to the
    call from the Institute of Medicine (now the Na-

    tional Academy of Medicine) to improve the quality and
    safety of health care. That call to action identified five com-
    petencies required by all health care providers to transform
    the health care system, shifting the emphasis to include
    patient-centered care, teamwork and collaboration, use of
    evidence-based practice, quality improvement skills, and
    the integrated use of informatics in the care provided for
    patients (Institute of Medicine, 2003). Shortly afterward
    in 2005, the QSEN collaboration, funded by the Robert
    Wood Johnson Foundation and led by Linda Cronenwett,
    adopted those five requisites, added safety as a sixth com-
    petency, and the newly developed QSEN competencies
    became the blueprint for nurse educators working to re-
    channel the focus of formal nursing education programs
    (Cronenwett et al., 2007). The QSEN competencies pro-
    vided a clear structure designed to change the identity of
    nursing from that of a task-oriented role to one driven by
    the knowledge, skills, and attitudes (KSA) that underpin
    quality and safety concepts.

    What followed was 13 years of transformation as the
    QSEN competencies were integrated into curriculum
    plans and accreditation standards for schools of nursing.
    QSEN provided resources and partnered with national
    nursing organizations to support the implementation of
    the competencies in nursing academia. In 2009, graduate-
    level QSEN competencies that demonstrated enhanced
    leadership KSAs were developed, but through all this, prac-
    tice was slow to embrace the QSEN competencies. Dur-
    ing this same time, practice saw the introduction of the
    Hospital Value-Based Purchasing program implemented
    by the Centers for Medicare & Medicaid Services (2018).
    This program reimbursed hospitals based on quality of
    care rather than quantity, thus driving efforts to improve
    quality and safety within health care systems. The Joint
    Commission Accreditation Standards supported hospitals
    in meeting the regulatory requirements and Magnet® stan-

    dards drove excellence. Through it all, the aims have always
    been congruent between nursing practice and academia,
    but the two have not always shared a common language or
    understanding.

    The work of Lyle-Edrosolo and Waxman (2016) has
    been significant in bridging academia and practice. Us-
    ing crosswalk methodology, they aligned the six QSEN
    competencies, the Magnet® standards, and the Joint Com-
    mission Accreditation Standards. This work demonstrates
    the relationship among these three driving forces and how
    nursing education framed in quality and safety aligns with
    expectations for excellence in nursing practice. Although
    the QSEN competencies were originally designed for nurs-
    ing education, this work validates the QSEN competencies
    as an effective framework to drive excellence and buttress
    the lifelong learning required by nursing professionals to
    ensure that the best care is provided to those who access
    the health care system.

    Nurses are the linchpin in achieving quality and safety
    outcomes, and they are frequently viewed as the last de-
    fense between the patient and potential errors (Sherwood
    & Zomorodi, 2014). In order to champion for safer health
    care for patients and to make an appreciable difference,
    nurses need to be informed and educated about quality
    and safety competencies (Sherwood & Zomorodi, 2014).
    QSEN competencies serve as an appropriate framework
    for education to address common issues confronting nurs-
    ing practice, such as medication errors, pressure injuries,
    and falls.

    Why Quality and Safety Education for
    Nurses (QSEN) Matters in Practice

    guest editorial

    Dr. Altmiller is Professor, Director of Quality and Safety Education
    for Nurses (QSEN) Institute Regional Center at The College of New Jersey,
    Ewing, New Jersey; and Ms. Hopkins-Pepe is Director, Nursing Education
    and Professional Development, Einstein Healthcare Network, Philadelphia,
    Pennsylvania.

    The authors have disclosed no potential conflicts of interest, financial or
    otherwise.

    Address correspondence to Gerry Altmiller, EdD, APRN, ACNS-BC,
    FAAN, Professor, Director of Quality and Safety Education for Nurses
    (QSEN) Institute Regional Center at The College of New Jersey, 2000 Pen-
    nington Road, Ewing, NJ 08628; e-mail: altmillg@tcnj.edu.

    doi:10.3928/00220124-20190416-04

    Authors: Gerry Altmiller, EdD, APRN, ACNS-BC, FAAN; and Loraine Hopkins-Pepe, MSN, RN, CCRN-K

    200 Copyright © SLACK Incorporated

    Continuing education and professional development
    educators play a vital role in enhancing quality and safe-
    ty in the practice setting. To improve care delivery and
    achieve quality and safety goals, continuing education pro-
    grams for nurses must be transformed to include expanded
    content focused on quality and safety competencies (Sher-
    wood, 2017). Integrating the QSEN competencies into
    educational initiatives provides a standardized structure for
    content development and clearly delineates objectives to
    enhance the clarity of the material delivered. The QSEN
    competencies provide an effective foundation for nurses to
    influence and promote high-quality safe care.

    QSEN competencies have served as the underpinning of
    transition-to-practice programs but why not as the frame-
    work for continuing education? Integrating the QSEN
    competencies enables continuing education and profes-
    sional development educators to emphasize the “why”
    behind nursing interventions while also highlighting the
    evidence driving care. Additionally, framing educational
    offerings in the QSEN competencies allows all educators
    to promote the universal language of quality and safety.

    Finally, and perhaps most significantly, integrating the
    QSEN competencies into practice-based education pro-
    grams challenges educators to update and revitalize course
    content. Continuing education and professional develop-
    ment educators are often tasked with repeatedly teaching
    the same required courses containing content that becomes
    stagnant over time. By critically evaluating existing courses
    and revising them to integrate the QSEN competencies,
    these educators may begin teaching from a different lens,
    shifting their focus from teaching tasks to teaching concepts
    about how to influence and promote high-quality safe care.

    Continuing education and professional development edu-
    cators are influential in enhancing the quality and safety
    of care delivery, and The Journal of Continuing Education
    in Nursing will support QSEN competency implementa-
    tion in practice through the Teaching Tips column, begin-
    ning with this issue, by sharing strategies and ideas with
    educators so that they may perform this work effectively.
    Reframing continuing education programs in the QSEN
    competencies supports the work of continuing education
    and professional development educators as they work to
    better highlight the critical impact of the nursing profes-
    sion on quality care and patient outcomes.

    REfERENcES
    Center for Medicare & Medicaid Services. (2018). Hospital value-based

    purchasing. Retrieved from https://www.cms.gov/Medicare/Quality-
    Initiatives-Patient-Assessment-Instruments/Value-Based-Programs/
    HVBP/Hospital-Value-Based-Purchasing.html

    Cronenwett, L., Sherwood, G., Barnsteiner, J., Disch, J., Johnson, J.,
    Mitchell, P., . . . & Warren, J. (2007). Quality and safety education for
    nurses. Nursing Outlook, 55, 122-131.

    Institute of Medicine. (2003). Health professions education: A bridge to
    quality. Washington, DC: National Academies Press.

    Lyle-Eldrosolo, G.L., & Waxman, K.T. (2016). Aligning healthcare safety
    and quality competencies: Quality and Safety Education for Nurses
    (QSEN), The Joint Commission, and American Nurses Credential-
    ing Center (ANCC) Magnet® Standards Crosswalk. Nurse Leader, 14,
    70-75.

    Sherwood, G. (2017). Driving forces for quality and safety: Changing
    mindsets to improve health care. In G. Sherwood & J. Barnsteiner
    (Eds.), Quality and safety in nursing: A competency approach to improv-
    ing outcomes (2nd ed., pp. 1-20). Hoboken, NJ: Wiley Blackwell.

    Sherwood, G., & Zomorodi, M. (2014). A new mindset for quality and
    safety: The QSEN competencies redefine nurses’ roles in practice. Ne-
    phrology Nursing Journal, 41, 15-22.

    Editor’s Note: This special guest editorial is presented as a beginning to a series in the Teaching Tips
    column that focuses on QSEN (Quality and Safety Education for Nurses). This new emphasis is designed to
    support nurses in practice as they enrich their knowledge, skills, and attitudes in addressing quality and safety
    issues.

    As The Journal of Continuing Education in Nursing celebrates our next half-century of editorial
    excellence, we welcome manuscripts that describe the ways continuing education/professional development
    educators prepare nurses with competencies for ensuring quality and safety in nursing care and demonstrate
    the link to improved patient outcomes.

    ~ Patricia S. Yoder-Wise, RN, EdD, NEA-BC, ANEF, FANOL, FAAN

    Reproduced with permission of copyright owner. Further reproduction prohibited
    without permission.

    **## assessment1Instruction.pdf**

    For this assessment, you will develop a 3 page paper that examines a safety quality
    issue in a health care setting. You will analyze the issue and examine potential
    evidence-based and best-practice solutions from the literature as well as the role of
    nurses and other stakeholders in addressing the issue.

    Criterion:
    1. Explains factors leading to a specific patient-safety risk in a health care setting.

    Makes reference to specific data, evidence, or standards to illustrate the safety
    risk.

    2. Explains evidence-based and best practice solutions to improve patient safety
    and reduce costs. Makes explicit reference to scholarly or professional resources
    to support explanation.

    3. Explains how nurses can help coordinate care to increase patient safety and
    reduce costs, providing specific examples related to a patient safety risk.

    4. Identifies stakeholders with whom nurses would need to coordinate to drive
    quality and safety enhancements with a specific safety quality issue, noting the
    relevance and potential importance of the stakeholders.

    5. Organizes content with a clear purpose. Content flows logically with smooth
    transitions using coherent paragraphs, correct grammar or punctuation, word
    choice, and free of spelling errors.

    6. Apply APA formatting to in-text citations and references exhibiting nearly
    flawless adherence to APA format. Exhibits strict and flawless adherence to
    APA formatting of headings, in-text citations, and references. Quotes and
    paraphrases correctly.

    **## Assessment01EnhancingQualityandSafety.pdf**

    Assessment 01 – Enhancing Quality and Safety
    For this assessment, you will develop a 3–5-page paper that examines a safety quality issue in
    a health care setting. You will analyze the issue and examine potential evidence-based and
    best-practice solutions from the literature as well as the role of nurses and other stakeholders in
    addressing the issue.

    Before you complete the instructions detailed in the courseroom, first select one of the safety
    quality issues below to analyze for this assessment. After you have selected one of the issues
    from the list below, return to the detailed instructions in the courseroom to complete your
    assessment.

    ● LGBTQ+ and Transgender-Specific Care Needs: LGBTQ+ and transgender
    individuals often face unique health challenges and disparities. A lack of knowledge or
    sensitivity toward their specific needs can lead to inadequate care, discrimination, and
    even avoidable health complications. Here's why addressing understanding and
    addressing the specific needs of these populations is essential:

    – Affirmation and Respect: Using correct pronouns, names, and understanding
    the specific health needs of transgender and LGBTQ+ individuals can create an
    environment of respect and affirmation. This respect is foundational to building
    trust and ensuring that patients feel safe and understood in healthcare settings.

    – Mental and Emotional Well-being: Due to societal stigmas and discrimination,
    LGBTQ+ and transgender individuals may face higher rates of anxiety,
    depression, and other mental health challenges. Being sensitive to these needs
    and providing appropriate support is crucial for holistic care.

    – Addressing Health Disparities: LGBTQ+ and transgender individuals might be
    at higher risk for certain health issues. For instance, transgender women might
    be at a higher risk for HIV/AIDS, while lesbian and bisexual women may be at a
    higher risk for certain cancers. Knowledge of these disparities can guide
    preventive care, screenings, and early interventions.

    – Gender-Affirming Care: Transgender individuals might seek various medical
    interventions as part of their transition, such as hormone therapies or surgeries.
    Understanding the medical and emotional aspects of these treatments is crucial
    for providing comprehensive care.

    – Avoiding Discrimination: Discrimination or bias, whether overt or subtle, can
    deter LGBTQ+ and transgender individuals from seeking care, adhering to
    medical advice, or disclosing essential information about their health. Ensuring
    an inclusive and non-discriminatory environment is vital for effective care
    delivery.

    – Sexual and Reproductive Health: LGBTQ+ individuals often face barriers in
    accessing sexual and reproductive health services. Being knowledgeable and
    non-judgmental about diverse sexual orientations and practices can lead to better
    patient education and care in this domain.

    – Social and Community Support: Recognizing the importance of community and
    chosen family for many LGBTQ+ and transgender individuals can guide care
    plans, especially when considering mental health support or discharge planning.

    – Legal and Ethical Considerations: In many regions, there are legal protections
    in place to ensure non-discrimination based on sexual orientation or gender
    identity. Being aware of these protections is not only a legal obligation but an
    ethical one, ensuring that all patients receive equitable care.

    ● Patient Identification Errors in Healthcare: Ensuring the correct identification of
    patients is a foundational aspect of safe healthcare delivery. When errors occur in this
    basic step, the ripple effects can be catastrophic. Here's why understanding and
    preventing patient identification errors is essential:

    – Patient Safety and Well-being: The most immediate and alarming consequence
    of patient identification errors is the potential harm to the patient. Administering
    the wrong medication, performing surgery on the wrong site, or providing
    inappropriate treatments can lead to severe complications, prolonged recovery,
    or even death.

    – Loss of Trust: When patients or their families experience or witness
    identification errors, their trust in the healthcare system can be severely eroded.
    This loss of trust can make patients hesitant to seek care in the future or follow
    medical advice, potentially compromising their health.

    – Professional Reputation: For healthcare professionals, being involved in an
    identification error can have lasting implications on their reputation. Such errors
    can lead to disciplinary actions, loss of licensure, or legal consequences.

    – Legal and Financial Implications: Patient identification errors can result in
    lawsuits, leading to significant financial penalties for healthcare institutions.
    Beyond the direct costs of litigation, there's the potential for increased insurance
    premiums and the costs associated with implementing corrective measures

    – Operational Disruptions: Identification errors can disrupt the normal flow of
    operations in a healthcare setting. They may necessitate additional tests,
    procedures, or interventions to correct the error, leading to delays and
    inefficiencies.

    – Emotional Toll on Healthcare Providers: Realizing that one has been involved
    in an identification error can be emotionally devastating for healthcare providers.
    Feelings of guilt, anxiety, and doubt can lead to burnout and may even cause
    some professionals to question their career choice.

    – Increased Healthcare Costs: Beyond the direct costs associated with correcting
    the error, there are indirect costs to consider. These might include extended
    hospital stays, additional treatments, and the long-term care needs of patients
    who experience complications due to the error.

    – Regulatory and Accreditation Implications: Healthcare facilities are subject to
    regulations and standards set by accrediting bodies. Identification errors can lead
    to penalties, increased scrutiny, and potential challenges in maintaining
    accreditation.

    **## Why_Quality_and_Safety_Educati.pdf**

    199The Journal of Continuing Education in Nursing · Vol 50, No 5, 2019

    The Quality and Safety Education for Nurses
    (QSEN) Collaboration formed in response to the
    call from the Institute of Medicine (now the Na-

    tional Academy of Medicine) to improve the quality and
    safety of health care. That call to action identified five com-
    petencies required by all health care providers to transform
    the health care system, shifting the emphasis to include
    patient-centered care, teamwork and collaboration, use of
    evidence-based practice, quality improvement skills, and
    the integrated use of informatics in the care provided for
    patients (Institute of Medicine, 2003). Shortly afterward
    in 2005, the QSEN collaboration, funded by the Robert
    Wood Johnson Foundation and led by Linda Cronenwett,
    adopted those five requisites, added safety as a sixth com-
    petency, and the newly developed QSEN competencies
    became the blueprint for nurse educators working to re-
    channel the focus of formal nursing education programs
    (Cronenwett et al., 2007). The QSEN competencies pro-
    vided a clear structure designed to change the identity of
    nursing from that of a task-oriented role to one driven by
    the knowledge, skills, and attitudes (KSA) that underpin
    quality and safety concepts.

    What followed was 13 years of transformation as the
    QSEN competencies were integrated into curriculum
    plans and accreditation standards for schools of nursing.
    QSEN provided resources and partnered with national
    nursing organizations to support the implementation of
    the competencies in nursing academia. In 2009, graduate-
    level QSEN competencies that demonstrated enhanced
    leadership KSAs were developed, but through all this, prac-
    tice was slow to embrace the QSEN competencies. Dur-
    ing this same time, practice saw the introduction of the
    Hospital Value-Based Purchasing program implemented
    by the Centers for Medicare & Medicaid Services (2018).
    This program reimbursed hospitals based on quality of
    care rather than quantity, thus driving efforts to improve
    quality and safety within health care systems. The Joint
    Commission Accreditation Standards supported hospitals
    in meeting the regulatory requirements and Magnet® stan-

    dards drove excellence. Through it all, the aims have always
    been congruent between nursing practice and academia,
    but the two have not always shared a common language or
    understanding.

    The work of Lyle-Edrosolo and Waxman (2016) has
    been significant in bridging academia and practice. Us-
    ing crosswalk methodology, they aligned the six QSEN
    competencies, the Magnet® standards, and the Joint Com-
    mission Accreditation Standards. This work demonstrates
    the relationship among these three driving forces and how
    nursing education framed in quality and safety aligns with
    expectations for excellence in nursing practice. Although
    the QSEN competencies were originally designed for nurs-
    ing education, this work validates the QSEN competencies
    as an effective framework to drive excellence and buttress
    the lifelong learning required by nursing professionals to
    ensure that the best care is provided to those who access
    the health care system.

    Nurses are the linchpin in achieving quality and safety
    outcomes, and they are frequently viewed as the last de-
    fense between the patient and potential errors (Sherwood
    & Zomorodi, 2014). In order to champion for safer health
    care for patients and to make an appreciable difference,
    nurses need to be informed and educated about quality
    and safety competencies (Sherwood & Zomorodi, 2014).
    QSEN competencies serve as an appropriate framework
    for education to address common issues confronting nurs-
    ing practice, such as medication errors, pressure injuries,
    and falls.

    Why Quality and Safety Education for
    Nurses (QSEN) Matters in Practice

    guest editorial

    Dr. Altmiller is Professor, Director of Quality and Safety Education
    for Nurses (QSEN) Institute Regional Center at The College of New Jersey,
    Ewing, New Jersey; and Ms. Hopkins-Pepe is Director, Nursing Education
    and Professional Development, Einstein Healthcare Network, Philadelphia,
    Pennsylvania.

    The authors have disclosed no potential conflicts of interest, financial or
    otherwise.

    Address correspondence to Gerry Altmiller, EdD, APRN, ACNS-BC,
    FAAN, Professor, Director of Quality and Safety Education for Nurses
    (QSEN) Institute Regional Center at The College of New Jersey, 2000 Pen-
    nington Road, Ewing, NJ 08628; e-mail: altmillg@tcnj.edu.

    doi:10.3928/00220124-20190416-04

    Authors: Gerry Altmiller, EdD, APRN, ACNS-BC, FAAN; and Loraine Hopkins-Pepe, MSN, RN, CCRN-K

    200 Copyright © SLACK Incorporated

    Continuing education and professional development
    educators play a vital role in enhancing quality and safe-
    ty in the practice setting. To improve care delivery and
    achieve quality and safety goals, continuing education pro-
    grams for nurses must be transformed to include expanded
    content focused on quality and safety competencies (Sher-
    wood, 2017). Integrating the QSEN competencies into
    educational initiatives provides a standardized structure for
    content development and clearly delineates objectives to
    enhance the clarity of the material delivered. The QSEN
    competencies provide an effective foundation for nurses to
    influence and promote high-quality safe care.

    QSEN competencies have served as the underpinning of
    transition-to-practice programs but why not as the frame-
    work for continuing education? Integrating the QSEN
    competencies enables continuing education and profes-
    sional development educators to emphasize the “why”
    behind nursing interventions while also highlighting the
    evidence driving care. Additionally, framing educational
    offerings in the QSEN competencies allows all educators
    to promote the universal language of quality and safety.

    Finally, and perhaps most significantly, integrating the
    QSEN competencies into practice-based education pro-
    grams challenges educators to update and revitalize course
    content. Continuing education and professional develop-
    ment educators are often tasked with repeatedly teaching
    the same required courses containing content that becomes
    stagnant over time. By critically evaluating existing courses
    and revising them to integrate the QSEN competencies,
    these educators may begin teaching from a different lens,
    shifting their focus from teaching tasks to teaching concepts
    about how to influence and promote high-quality safe care.

    Continuing education and professional development edu-
    cators are influential in enhancing the quality and safety
    of care delivery, and The Journal of Continuing Education
    in Nursing will support QSEN competency implementa-
    tion in practice through the Teaching Tips column, begin-
    ning with this issue, by sharing strategies and ideas with
    educators so that they may perform this work effectively.
    Reframing continuing education programs in the QSEN
    competencies supports the work of continuing education
    and professional development educators as they work to
    better highlight the critical impact of the nursing profes-
    sion on quality care and patient outcomes.

    REfERENcES
    Center for Medicare & Medicaid Services. (2018). Hospital value-based

    purchasing. Retrieved from https://www.cms.gov/Medicare/Quality-
    Initiatives-Patient-Assessment-Instruments/Value-Based-Programs/
    HVBP/Hospital-Value-Based-Purchasing.html

    Cronenwett, L., Sherwood, G., Barnsteiner, J., Disch, J., Johnson, J.,
    Mitchell, P., . . . & Warren, J. (2007). Quality and safety education for
    nurses. Nursing Outlook, 55, 122-131.

    Institute of Medicine. (2003). Health professions education: A bridge to
    quality. Washington, DC: National Academies Press.

    Lyle-Eldrosolo, G.L., & Waxman, K.T. (2016). Aligning healthcare safety
    and quality competencies: Quality and Safety Education for Nurses
    (QSEN), The Joint Commission, and American Nurses Credential-
    ing Center (ANCC) Magnet® Standards Crosswalk. Nurse Leader, 14,
    70-75.

    Sherwood, G. (2017). Driving forces for quality and safety: Changing
    mindsets to improve health care. In G. Sherwood & J. Barnsteiner
    (Eds.), Quality and safety in nursing: A competency approach to improv-
    ing outcomes (2nd ed., pp. 1-20). Hoboken, NJ: Wiley Blackwell.

    Sherwood, G., & Zomorodi, M. (2014). A new mindset for quality and
    safety: The QSEN competencies redefine nurses’ roles in practice. Ne-
    phrology Nursing Journal, 41, 15-22.

    Editor’s Note: This special guest editorial is presented as a beginning to a series in the Teaching Tips
    column that focuses on QSEN (Quality and Safety Education for Nurses). This new emphasis is designed to
    support nurses in practice as they enrich their knowledge, skills, and attitudes in addressing quality and safety
    issues.

    As The Journal of Continuing Education in Nursing celebrates our next half-century of editorial
    excellence, we welcome manuscripts that describe the ways continuing education/professional development
    educators prepare nurses with competencies for ensuring quality and safety in nursing care and demonstrate
    the link to improved patient outcomes.

    ~ Patricia S. Yoder-Wise, RN, EdD, NEA-BC, ANEF, FANOL, FAAN

    Reproduced with permission of copyright owner. Further reproduction prohibited
    without permission.

    **## assessment1Instruction.pdf**

    For this assessment, you will develop a 3 page paper that examines a safety quality
    issue in a health care setting. You will analyze the issue and examine potential
    evidence-based and best-practice solutions from the literature as well as the role of
    nurses and other stakeholders in addressing the issue.

    Criterion:
    1. Explains factors leading to a specific patient-safety risk in a health care setting.

    Makes reference to specific data, evidence, or standards to illustrate the safety
    risk.

    2. Explains evidence-based and best practice solutions to improve patient safety
    and reduce costs. Makes explicit reference to scholarly or professional resources
    to support explanation.

    3. Explains how nurses can help coordinate care to increase patient safety and
    reduce costs, providing specific examples related to a patient safety risk.

    4. Identifies stakeholders with whom nurses would need to coordinate to drive
    quality and safety enhancements with a specific safety quality issue, noting the
    relevance and potential importance of the stakeholders.

    5. Organizes content with a clear purpose. Content flows logically with smooth
    transitions using coherent paragraphs, correct grammar or punctuation, word
    choice, and free of spelling errors.

    6. Apply APA formatting to in-text citations and references exhibiting nearly
    flawless adherence to APA format. Exhibits strict and flawless adherence to
    APA formatting of headings, in-text citations, and references. Quotes and
    paraphrases correctly.

    **## Assessment01EnhancingQualityandSafety.pdf**

    Assessment 01 – Enhancing Quality and Safety
    For this assessment, you will develop a 3–5-page paper that examines a safety quality issue in
    a health care setting. You will analyze the issue and examine potential evidence-based and
    best-practice solutions from the literature as well as the role of nurses and other stakeholders in
    addressing the issue.

    Before you complete the instructions detailed in the courseroom, first select one of the safety
    quality issues below to analyze for this assessment. After you have selected one of the issues
    from the list below, return to the detailed instructions in the courseroom to complete your
    assessment.

    ● LGBTQ+ and Transgender-Specific Care Needs: LGBTQ+ and transgender
    individuals often face unique health challenges and disparities. A lack of knowledge or
    sensitivity toward their specific needs can lead to inadequate care, discrimination, and
    even avoidable health complications. Here's why addressing understanding and
    addressing the specific needs of these populations is essential:

    – Affirmation and Respect: Using correct pronouns, names, and understanding
    the specific health needs of transgender and LGBTQ+ individuals can create an
    environment of respect and affirmation. This respect is foundational to building
    trust and ensuring that patients feel safe and understood in healthcare settings.

    – Mental and Emotional Well-being: Due to societal stigmas and discrimination,
    LGBTQ+ and transgender individuals may face higher rates of anxiety,
    depression, and other mental health challenges. Being sensitive to these needs
    and providing appropriate support is crucial for holistic care.

    – Addressing Health Disparities: LGBTQ+ and transgender individuals might be
    at higher risk for certain health issues. For instance, transgender women might
    be at a higher risk for HIV/AIDS, while lesbian and bisexual women may be at a
    higher risk for certain cancers. Knowledge of these disparities can guide
    preventive care, screenings, and early interventions.

    – Gender-Affirming Care: Transgender individuals might seek various medical
    interventions as part of their transition, such as hormone therapies or surgeries.
    Understanding the medical and emotional aspects of these treatments is crucial
    for providing comprehensive care.

    – Avoiding Discrimination: Discrimination or bias, whether overt or subtle, can
    deter LGBTQ+ and transgender individuals from seeking care, adhering to
    medical advice, or disclosing essential information about their health. Ensuring
    an inclusive and non-discriminatory environment is vital for effective care
    delivery.

    – Sexual and Reproductive Health: LGBTQ+ individuals often face barriers in
    accessing sexual and reproductive health services. Being knowledgeable and
    non-judgmental about diverse sexual orientations and practices can lead to better
    patient education and care in this domain.

    – Social and Community Support: Recognizing the importance of community and
    chosen family for many LGBTQ+ and transgender individuals can guide care
    plans, especially when considering mental health support or discharge planning.

    – Legal and Ethical Considerations: In many regions, there are legal protections
    in place to ensure non-discrimination based on sexual orientation or gender
    identity. Being aware of these protections is not only a legal obligation but an
    ethical one, ensuring that all patients receive equitable care.

    ● Patient Identification Errors in Healthcare: Ensuring the correct identification of
    patients is a foundational aspect of safe healthcare delivery. When errors occur in this
    basic step, the ripple effects can be catastrophic. Here's why understanding and
    preventing patient identification errors is essential:

    – Patient Safety and Well-being: The most immediate and alarming consequence
    of patient identification errors is the potential harm to the patient. Administering
    the wrong medication, performing surgery on the wrong site, or providing
    inappropriate treatments can lead to severe complications, prolonged recovery,
    or even death.

    – Loss of Trust: When patients or their families experience or witness
    identification errors, their trust in the healthcare system can be severely eroded.
    This loss of trust can make patients hesitant to seek care in the future or follow
    medical advice, potentially compromising their health.

    – Professional Reputation: For healthcare professionals, being involved in an
    identification error can have lasting implications on their reputation. Such errors
    can lead to disciplinary actions, loss of licensure, or legal consequences.

    – Legal and Financial Implications: Patient identification errors can result in
    lawsuits, leading to significant financial penalties for healthcare institutions.
    Beyond the direct costs of litigation, there's the potential for increased insurance
    premiums and the costs associated with implementing corrective measures

    – Operational Disruptions: Identification errors can disrupt the normal flow of
    operations in a healthcare setting. They may necessitate additional tests,
    procedures, or interventions to correct the error, leading to delays and
    inefficiencies.

    – Emotional Toll on Healthcare Providers: Realizing that one has been involved
    in an identification error can be emotionally devastating for healthcare providers.
    Feelings of guilt, anxiety, and doubt can lead to burnout and may even cause
    some professionals to question their career choice.

    – Increased Healthcare Costs: Beyond the direct costs associated with correcting
    the error, there are indirect costs to consider. These might include extended
    hospital stays, additional treatments, and the long-term care needs of patients
    who experience complications due to the error.

    – Regulatory and Accreditation Implications: Healthcare facilities are subject to
    regulations and standards set by accrediting bodies. Identification errors can lead
    to penalties, increased scrutiny, and potential challenges in maintaining
    accreditation.

    **## Why_Quality_and_Safety_Educati.pdf**

    199The Journal of Continuing Education in Nursing · Vol 50, No 5, 2019

    The Quality and Safety Education for Nurses
    (QSEN) Collaboration formed in response to the
    call from the Institute of Medicine (now the Na-

    tional Academy of Medicine) to improve the quality and
    safety of health care. That call to action identified five com-
    petencies required by all health care providers to transform
    the health care system, shifting the emphasis to include
    patient-centered care, teamwork and collaboration, use of
    evidence-based practice, quality improvement skills, and
    the integrated use of informatics in the care provided for
    patients (Institute of Medicine, 2003). Shortly afterward
    in 2005, the QSEN collaboration, funded by the Robert
    Wood Johnson Foundation and led by Linda Cronenwett,
    adopted those five requisites, added safety as a sixth com-
    petency, and the newly developed QSEN competencies
    became the blueprint for nurse educators working to re-
    channel the focus of formal nursing education programs
    (Cronenwett et al., 2007). The QSEN competencies pro-
    vided a clear structure designed to change the identity of
    nursing from that of a task-oriented role to one driven by
    the knowledge, skills, and attitudes (KSA) that underpin
    quality and safety concepts.

    What followed was 13 years of transformation as the
    QSEN competencies were integrated into curriculum
    plans and accreditation standards for schools of nursing.
    QSEN provided resources and partnered with national
    nursing organizations to support the implementation of
    the competencies in nursing academia. In 2009, graduate-
    level QSEN competencies that demonstrated enhanced
    leadership KSAs were developed, but through all this, prac-
    tice was slow to embrace the QSEN competencies. Dur-
    ing this same time, practice saw the introduction of the
    Hospital Value-Based Purchasing program implemented
    by the Centers for Medicare & Medicaid Services (2018).
    This program reimbursed hospitals based on quality of
    care rather than quantity, thus driving efforts to improve
    quality and safety within health care systems. The Joint
    Commission Accreditation Standards supported hospitals
    in meeting the regulatory requirements and Magnet® stan-

    dards drove excellence. Through it all, the aims have always
    been congruent between nursing practice and academia,
    but the two have not always shared a common language or
    understanding.

    The work of Lyle-Edrosolo and Waxman (2016) has
    been significant in bridging academia and practice. Us-
    ing crosswalk methodology, they aligned the six QSEN
    competencies, the Magnet® standards, and the Joint Com-
    mission Accreditation Standards. This work demonstrates
    the relationship among these three driving forces and how
    nursing education framed in quality and safety aligns with
    expectations for excellence in nursing practice. Although
    the QSEN competencies were originally designed for nurs-
    ing education, this work validates the QSEN competencies
    as an effective framework to drive excellence and buttress
    the lifelong learning required by nursing professionals to
    ensure that the best care is provided to those who access
    the health care system.

    Nurses are the linchpin in achieving quality and safety
    outcomes, and they are frequently viewed as the last de-
    fense between the patient and potential errors (Sherwood
    & Zomorodi, 2014). In order to champion for safer health
    care for patients and to make an appreciable difference,
    nurses need to be informed and educated about quality
    and safety competencies (Sherwood & Zomorodi, 2014).
    QSEN competencies serve as an appropriate framework
    for education to address common issues confronting nurs-
    ing practice, such as medication errors, pressure injuries,
    and falls.

    Why Quality and Safety Education for
    Nurses (QSEN) Matters in Practice

    guest editorial

    Dr. Altmiller is Professor, Director of Quality and Safety Education
    for Nurses (QSEN) Institute Regional Center at The College of New Jersey,
    Ewing, New Jersey; and Ms. Hopkins-Pepe is Director, Nursing Education
    and Professional Development, Einstein Healthcare Network, Philadelphia,
    Pennsylvania.

    The authors have disclosed no potential conflicts of interest, financial or
    otherwise.

    Address correspondence to Gerry Altmiller, EdD, APRN, ACNS-BC,
    FAAN, Professor, Director of Quality and Safety Education for Nurses
    (QSEN) Institute Regional Center at The College of New Jersey, 2000 Pen-
    nington Road, Ewing, NJ 08628; e-mail: altmillg@tcnj.edu.

    doi:10.3928/00220124-20190416-04

    Authors: Gerry Altmiller, EdD, APRN, ACNS-BC, FAAN; and Loraine Hopkins-Pepe, MSN, RN, CCRN-K

    200 Copyright © SLACK Incorporated

    Continuing education and professional development
    educators play a vital role in enhancing quality and safe-
    ty in the practice setting. To improve care delivery and
    achieve quality and safety goals, continuing education pro-
    grams for nurses must be transformed to include expanded
    content focused on quality and safety competencies (Sher-
    wood, 2017). Integrating the QSEN competencies into
    educational initiatives provides a standardized structure for
    content development and clearly delineates objectives to
    enhance the clarity of the material delivered. The QSEN
    competencies provide an effective foundation for nurses to
    influence and promote high-quality safe care.

    QSEN competencies have served as the underpinning of
    transition-to-practice programs but why not as the frame-
    work for continuing education? Integrating the QSEN
    competencies enables continuing education and profes-
    sional development educators to emphasize the “why”
    behind nursing interventions while also highlighting the
    evidence driving care. Additionally, framing educational
    offerings in the QSEN competencies allows all educators
    to promote the universal language of quality and safety.

    Finally, and perhaps most significantly, integrating the
    QSEN competencies into practice-based education pro-
    grams challenges educators to update and revitalize course
    content. Continuing education and professional develop-
    ment educators are often tasked with repeatedly teaching
    the same required courses containing content that becomes
    stagnant over time. By critically evaluating existing courses
    and revising them to integrate the QSEN competencies,
    these educators may begin teaching from a different lens,
    shifting their focus from teaching tasks to teaching concepts
    about how to influence and promote high-quality safe care.

    Continuing education and professional development edu-
    cators are influential in enhancing the quality and safety
    of care delivery, and The Journal of Continuing Education
    in Nursing will support QSEN competency implementa-
    tion in practice through the Teaching Tips column, begin-
    ning with this issue, by sharing strategies and ideas with
    educators so that they may perform this work effectively.
    Reframing continuing education programs in the QSEN
    competencies supports the work of continuing education
    and professional development educators as they work to
    better highlight the critical impact of the nursing profes-
    sion on quality care and patient outcomes.

    REfERENcES
    Center for Medicare & Medicaid Services. (2018). Hospital value-based

    purchasing. Retrieved from https://www.cms.gov/Medicare/Quality-
    Initiatives-Patient-Assessment-Instruments/Value-Based-Programs/
    HVBP/Hospital-Value-Based-Purchasing.html

    Cronenwett, L., Sherwood, G., Barnsteiner, J., Disch, J., Johnson, J.,
    Mitchell, P., . . . & Warren, J. (2007). Quality and safety education for
    nurses. Nursing Outlook, 55, 122-131.

    Institute of Medicine. (2003). Health professions education: A bridge to
    quality. Washington, DC: National Academies Press.

    Lyle-Eldrosolo, G.L., & Waxman, K.T. (2016). Aligning healthcare safety
    and quality competencies: Quality and Safety Education for Nurses
    (QSEN), The Joint Commission, and American Nurses Credential-
    ing Center (ANCC) Magnet® Standards Crosswalk. Nurse Leader, 14,
    70-75.

    Sherwood, G. (2017). Driving forces for quality and safety: Changing
    mindsets to improve health care. In G. Sherwood & J. Barnsteiner
    (Eds.), Quality and safety in nursing: A competency approach to improv-
    ing outcomes (2nd ed., pp. 1-20). Hoboken, NJ: Wiley Blackwell.

    Sherwood, G., & Zomorodi, M. (2014). A new mindset for quality and
    safety: The QSEN competencies redefine nurses’ roles in practice. Ne-
    phrology Nursing Journal, 41, 15-22.

    Editor’s Note: This special guest editorial is presented as a beginning to a series in the Teaching Tips
    column that focuses on QSEN (Quality and Safety Education for Nurses). This new emphasis is designed to
    support nurses in practice as they enrich their knowledge, skills, and attitudes in addressing quality and safety
    issues.

    As The Journal of Continuing Education in Nursing celebrates our next half-century of editorial
    excellence, we welcome manuscripts that describe the ways continuing education/professional development
    educators prepare nurses with competencies for ensuring quality and safety in nursing care and demonstrate
    the link to improved patient outcomes.

    ~ Patricia S. Yoder-Wise, RN, EdD, NEA-BC, ANEF, FANOL, FAAN

    Reproduced with permission of copyright owner. Further reproduction prohibited
    without permission.

  • [Solved] PATIENT CASE SCENARIO DEBATE

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (1)** – ## PATIENTCASESCENARIODEBATE.docx **## PATIENTCASESCENARIODEBATE.docx** Please select two of the below medication classes. Your primary post should outline arguments both for and against the medication class in the two patient cases below. The primary post is due by Wed…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## PATIENTCASESCENARIODEBATE.docx

    **## PATIENTCASESCENARIODEBATE.docx**

    Please select two of the below medication classes. Your primary post should outline arguments both for and against the medication class in the two patient cases below. The primary post is due by Wednesday (end of day).

    Pro Con

    Amphetamine Amphetamine

    Methylphenidate Methylphenidate

    Alpha Adrenergic Agonist Alpha Adrenergic Agonist

    Non-Stimulant Non-Stimulant

    · What is the proposed mechanism of action of the medication(s)? Why might this be appropriate for the patients?

    · What are the advantages or disadvantages to your class of medication (options for different administration, length of duration, etc.)?

    · What are the advantages or disadvantages to the other medication options?

    · What possible side effects or considerations need to be evaluated?

    · Provide one example for each consideration—legal, ethical, and social implications—for prescribing the medication category.

    Patient 1:

    Malcolm is a 9-year-old male in the 4th grade at the public elementary school. Malcolm has recently been diagnosed with ADHD, combined presentation. Malcolm struggles with being fidgety and hyperactive; he often gets into trouble at school for blurting out answers, getting out of his desk when he should not be, and hitting other children when

    upset. Malcolm also has a hard time focusing on anything other than video games at home. His parents report homework takes “all night” though it should only take 30 minutes. Malcolm has assigned chores but often gets distracted. For example, Malcolm was to take out the trash but got distracted in the driveway while taking out the trash and left the full bag in the driveway. He often misplaces the combination code for the lock on the house door.

    Patient 2:

    Jessica is a 32-year-old female that was recently diagnosed with ADHD. She was referred to your office by the psychologist that completed the ADHD assessment. Jessica has always struggled in school and jobs. She is often “written up” at her job for not completing tasks that are assigned to her. She becomes easily distracted by her other co-workers. She finds herself spending a lot of time conversing with colleagues. Her colleagues are frequently annoyed with her for constantly talking to them and interrupting their work and tasks. Jessica is here to discuss medication options to treat ADHD.

    Patient Case Scenario Debate

    In Week 5, you were assigned by Faculty to argue either the pro (for) or con (against) for a particular medication.  You were also provided information for a patient case study scenario. Week 5 was your opportunity to conduct research for this debate.

    This week, you will present and defend your assigned stance (pro or con) and specific medication for your patient case study scenario with your peers. Within the debate, you will also share your perspective on why the alternative medication class would not be appropriate for the patient case scenario.

    Support your answers with evidence-based, peer-reviewed scholarly literature.

    **Note:** APA style format with citations and references will apply.

    As a reminder, these were the assigned medications:

    | | |
    | — | — |
    | **Pro** | **Con** |
    | Amphetamine | Amphetamine |
    | Methylphenidate | Methylphenidate |
    | Alpha Adrenergic Agonist | Alpha Adrenergic Agonist |
    | Non-Stimulant | Non-Stimulant |

    Resources

    Be sure to review the Learning Resources before completing this activity.
    Click the weekly resources link to access the resources.

    [**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/145150/modules/items/5659676)

    **To prepare:**

    · Review the Required Learning Resources.

    · Review your research regarding your position and medication.

    · Consider how you will apply your specific position and medication to the presented patient case.

    By Day 3 of Week 6

    **Post** your response detailing your argument for the following:

    · What is the proposed mechanism of action of the medication(s)? Why might this be appropriate for the patients?

    · What are the advantages or disadvantages to your class of medication (options for different administration, length of duration, etc.)?

    · What are the advantages or disadvantages to the other medication options?

    · What possible side effects or considerations need to be evaluated?

    · Provide
    **one** example for each consideration—legal, ethical, and social implications—for prescribing the medication category.

    Note: Your response needs to be supported by three 3 scholarly peer-reviewed resources located outside of your course learning resources.

    By Day 6 of Week 6

    **Read** a selection of your colleagues’ posts. Focus specifically on those colleagues who were assigned your same medication but opposite stance.

    **Respond** to
    **at least two** of your colleagues on
    **2 different days** who were assigned your same medication but an
    **opposite** stance. For example, if you were assigned the con stance for amphetamine, you should respond to two students who were assigned the pro stance for amphetamine.  Support or expand on your original argument to refute their claims. Work to share additional perspectives on the issue described by your colleague.

    **Note:** It is recommended that you read all peer postings to learn about medications other than those to which you are assigned.
    Additionally, your response needs to be supported by
    **two (2)** scholarly peer-reviewed resources located outside of your course Learning Resources.

    **## PATIENTCASESCENARIODEBATE.docx**

    Please select two of the below medication classes. Your primary post should outline arguments both for and against the medication class in the two patient cases below. The primary post is due by Wednesday (end of day).

    Pro Con

    Amphetamine Amphetamine

    Methylphenidate Methylphenidate

    Alpha Adrenergic Agonist Alpha Adrenergic Agonist

    Non-Stimulant Non-Stimulant

    · What is the proposed mechanism of action of the medication(s)? Why might this be appropriate for the patients?

    · What are the advantages or disadvantages to your class of medication (options for different administration, length of duration, etc.)?

    · What are the advantages or disadvantages to the other medication options?

    · What possible side effects or considerations need to be evaluated?

    · Provide one example for each consideration—legal, ethical, and social implications—for prescribing the medication category.

    Patient 1:

    Malcolm is a 9-year-old male in the 4th grade at the public elementary school. Malcolm has recently been diagnosed with ADHD, combined presentation. Malcolm struggles with being fidgety and hyperactive; he often gets into trouble at school for blurting out answers, getting out of his desk when he should not be, and hitting other children when

    upset. Malcolm also has a hard time focusing on anything other than video games at home. His parents report homework takes “all night” though it should only take 30 minutes. Malcolm has assigned chores but often gets distracted. For example, Malcolm was to take out the trash but got distracted in the driveway while taking out the trash and left the full bag in the driveway. He often misplaces the combination code for the lock on the house door.

    Patient 2:

    Jessica is a 32-year-old female that was recently diagnosed with ADHD. She was referred to your office by the psychologist that completed the ADHD assessment. Jessica has always struggled in school and jobs. She is often “written up” at her job for not completing tasks that are assigned to her. She becomes easily distracted by her other co-workers. She finds herself spending a lot of time conversing with colleagues. Her colleagues are frequently annoyed with her for constantly talking to them and interrupting their work and tasks. Jessica is here to discuss medication options to treat ADHD.

    Patient Case Scenario Debate

    In Week 5, you were assigned by Faculty to argue either the pro (for) or con (against) for a particular medication.  You were also provided information for a patient case study scenario. Week 5 was your opportunity to conduct research for this debate.

    This week, you will present and defend your assigned stance (pro or con) and specific medication for your patient case study scenario with your peers. Within the debate, you will also share your perspective on why the alternative medication class would not be appropriate for the patient case scenario.

    Support your answers with evidence-based, peer-reviewed scholarly literature.

    **Note:** APA style format with citations and references will apply.

    As a reminder, these were the assigned medications:

    | | |
    | — | — |
    | **Pro** | **Con** |
    | Amphetamine | Amphetamine |
    | Methylphenidate | Methylphenidate |
    | Alpha Adrenergic Agonist | Alpha Adrenergic Agonist |
    | Non-Stimulant | Non-Stimulant |

    Resources

    Be sure to review the Learning Resources before completing this activity.
    Click the weekly resources link to access the resources.

    [**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/145150/modules/items/5659676)

    **To prepare:**

    · Review the Required Learning Resources.

    · Review your research regarding your position and medication.

    · Consider how you will apply your specific position and medication to the presented patient case.

    By Day 3 of Week 6

    **Post** your response detailing your argument for the following:

    · What is the proposed mechanism of action of the medication(s)? Why might this be appropriate for the patients?

    · What are the advantages or disadvantages to your class of medication (options for different administration, length of duration, etc.)?

    · What are the advantages or disadvantages to the other medication options?

    · What possible side effects or considerations need to be evaluated?

    · Provide
    **one** example for each consideration—legal, ethical, and social implications—for prescribing the medication category.

    Note: Your response needs to be supported by three 3 scholarly peer-reviewed resources located outside of your course learning resources.

    By Day 6 of Week 6

    **Read** a selection of your colleagues’ posts. Focus specifically on those colleagues who were assigned your same medication but opposite stance.

    **Respond** to
    **at least two** of your colleagues on
    **2 different days** who were assigned your same medication but an
    **opposite** stance. For example, if you were assigned the con stance for amphetamine, you should respond to two students who were assigned the pro stance for amphetamine.  Support or expand on your original argument to refute their claims. Work to share additional perspectives on the issue described by your colleague.

    **Note:** It is recommended that you read all peer postings to learn about medications other than those to which you are assigned.
    Additionally, your response needs to be supported by
    **two (2)** scholarly peer-reviewed resources located outside of your course Learning Resources.

  • [Solved] Nursing DISCUSSION/ASSIGNMENT: PATIENT MEDICATION GUIDE-

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    Executive Solution Overview

    ****This is not a traditional p*** ****This is not a traditional *** ****This is not a traditional P*** 3- to 4-p A G E(excluding visual elements) Medication Study Guide THIS ASSIGNMENT IS A VISUAL GUIDE, NOT A TRADITIONAL P A P E R! The medication for this assignment is LUMATEP…

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    Assignment Prompt & Instructions

    ****This is not a traditional p***

    ****This is not a traditional ***

    ****This is not a traditional P***  3- to 4-p A G E(excluding visual elements) Medication Study Guide

    THIS ASSIGNMENT IS A VISUAL GUIDE, NOT A TRADITIONAL P A P E R!

    The medication for this assignment is LUMATEPERONE.

    PLEASE FOLLOW THE RUBRIC ATTACHED IN FILES!!

    DIRECTIONS ATTACHED IN FILES!!

    – [\
    \
    Screenshot2024-12-30at12.29.02PM.png](https://www.sweetstudy.com/files/screenshot2024-12-30at12-29-02pm-png-10147369 "Screenshot2024-12-30at12.29.02PM.png")
    – [\
    \
    Screenshot2025-01-03at1.57.45PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-57-45pm-png "Screenshot2025-01-03at1.57.45PM.png")
    – [\
    \
    Screenshot2025-01-03at1.44.07PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-44-07pm-png "Screenshot2025-01-03at1.44.07PM.png")
    – [\
    \
    Screenshot2025-01-03at1.57.40PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-57-40pm-png "Screenshot2025-01-03at1.57.40PM.png")
    – [\
    \
    Screenshot2024-12-30at12.30.49PM.png](https://www.sweetstudy.com/files/screenshot2024-12-30at12-30-49pm-png-10147377 "Screenshot2024-12-30at12.30.49PM.png")
    – [\
    \
    Screenshot2024-12-30at12.30.31PM.png](https://www.sweetstudy.com/files/screenshot2024-12-30at12-30-31pm-png-10147379 "Screenshot2024-12-30at12.30.31PM.png")
    – [\
    \
    Screenshot2025-01-03at1.58.01PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-58-01pm-png "Screenshot2025-01-03at1.58.01PM.png")
    – [\
    \
    Screenshot2025-01-03at1.58.03PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-58-03pm-png "Screenshot2025-01-03at1.58.03PM.png")
    – [\
    \
    Screenshot2025-01-03at1.57.53PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-57-53pm-png "Screenshot2025-01-03at1.57.53PM.png")
    – [\
    \
    Screenshot2025-01-03at1.57.49PM.png](https://www.sweetstudy.com/files/screenshot2025-01-03at1-57-49pm-png "Screenshot2025-01-03at1.57.49PM.png")

    – 2 years ago

  • [Solved] assistance week 3

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (1)** – ## mh512w3.docx **## mh512w3.docx** **Week 3 – Assignment: Design an Onboarding Timeline** Starting on Day 1 and running all the way through Day 180, create a timeline of activities to be directed at and completed with new employees. Use the table in Section 2 as a guid…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## mh512w3.docx

    **## mh512w3.docx**

    **Week 3 – Assignment: Design an Onboarding Timeline**

    Starting on Day 1 and running all the way through Day 180, create a timeline of activities to be directed at and completed with new employees.  Use the table in Section 2 as a guide and customize the table for your own organization.

    In your table, including when during the employee’s employment, each specific activity should occur, who is responsible for conducting that activity, and why you chose that activity as a part of your process. Your table should be prepared in a format that can be used as both a description of the process as well as a checklist that an HR staffer can use to track the progress of an employee’s onboarding.

    Your onboarding timeline must include steps that ensure:

    · The employees understand the policies and procedures of the organization.

    · They understand their job duties.

    · They understand what’s expected of them in terms of job performance.

    · They understand their compensation and benefits.

    · They are familiar with their workspace and other surroundings.

    · There is an opportunity for them to ask questions without feeling uninformed or judged.

    · There is an ongoing feedback process in place so the employees will receive objective feedback in relation to their performance.

    · Supervisors and managers have a formal method to check for dissatisfaction or the possibility that the employees are considering leaving the organization.

    · Other issues are addressed that help ensure the employees feel welcome and that their needs are being met.

    Length: 3 pages, not including title and reference pages

    References: Include a minimum of 3 scholarly resources

    **Section 2: Talent Development**

    Once the applicants have been recruited, interviewed, and hired, ensuring their fit by effectively communicating your organization’s policies, procedures, and work rules, along with proactively helping them feel welcome, are key aspects of the staffing strategy.

    Once the new employees are hired, effective onboarding is crucial. Onboarding is about integrating employees into your healthcare organization’s culture in such a way that they prosper and grow personally and professionally with your organization. This leads to increased employee engagement, which fosters better patient care and increases employee retention (Maurer, 2018).

    According to research by the Partnership for Public Service and Boston Consulting Group (Temin, 2019), facilities with better employee engagement delivered better patient services; a one-point increase in the employee engagement scale correlated with a half-point increase in patient satisfaction scores for the overall medical center. Better employee engagement scores resulted in a quarter-point increase in satisfaction with specialty or primary care providers.

    The onboarding process should last for at least the employee’s first year of employment and should include but not be limited to:

    | | |
    | — | — |
    | **When** | **What** |
    | Day 1 | · General job orientation, tour, and introductions<br>· Work schedule and work hours<br>· Professional ethics and code of conduct<br>· All policies, such as safety and security policies<br>· Compensation and benefits<br>· Employee handbook<br>· Position information<br>· Setting up workspace |
    | Week 1 | · Initial assignments<br>· Personal interaction to see if they’re becoming comfortable<br>· Performance evaluation description and goal setting<br>· Review the probationary-period rules<br>· Key colleagues have been introduced |
    | Month 1 | · Solicit feedback<br>· Review work-to-date<br>· Ensure payroll information is correct<br>· Personal interaction to see if comfortable |
    | Month 4 | · 90-day performance review<br>· Goal review and revision as needed<br>· Identify training needs<br>· Personal interaction to see if comfortable |
    | Month 7 | · Goal review and revision as needed<br>· Employee has received all necessary training<br>· Personal interaction to see if comfortable |
    | Month 13 | · Yearly performance review<br>· Recognize first-year anniversary<br>· Feedback <br>· Personal interaction to see if comfortable<br>· Appropriate salary increase |

    Table 1. Onboarding Timeline

    To accompany and support onboarding, the healthcare organization needs to have an operational performance management system whereby employee performance can be objectively and fairly evaluated regardless of the job duties assigned.

    In addition to measuring performance, fair and legal processes must be in place to hold staff accountable to the expectations of their roles within the organization. Such a process may include:

    1. Ensure performance expectations are clear and understood by the employee—this has to begin on the first day during onboarding, where the employee is told and asked to acknowledge understanding of expected performance. Gaps in understanding must be addressed at that time, and employment cannot continue until the employee expresses understanding of what’s expected.

    2. Address the poor performance as soon as possible through both effective verbal communication and thorough written documentation—delays in addressing poor performance create additional challenges and make the poor/unacceptable performance more difficult to address later. Once poor performance is observed and allowed to continue, it changes from unacceptable performance to acceptable performance. Not only must you ensure understanding by the employee of the performance expectations, you must document the conversation for future reference.

    3. Address only the gap between expectations and observed performance—it is important to stick to job-related performance issues and corrections. Personal issues, unless covered by employment laws (such as the Americans with Disabilities Act), should be avoided.

    4. Through the use of clear and concise written action plans, be clear on what happens next (actions expected and consequences)—the employee must understand at the conclusion of the meeting what the consequences of both compliance and non-compliance to expectations will be. Communication must be clear and direct.

    5. Follow through and follow up—set a timeline for follow up and stick to it, even if it’s unpleasant.

    References:

    Direct link found between employee engagement, quality at VA hospitals. (2019, March 27).

    Maurer, R. (2018, April 11).
    _Onboarding key to retaining, engaging talent_.

    **Onboarding and Retention**

    Creating written onboarding processes that formally welcome employees to the organization—as well as checking in with them during their first 90 days—helps new employees feel like they belong as well as give them a chance to ask questions in a non-threatening format. These processes usually are designed as a calendar/checklist that documents not only what onboarding action should take place but also when it should take place and who is accountable to ensure it happens. Staff who feel welcomed and are given opportunities will feel more connected to the organization and, therefore, be less likely to leave.

    The Society for Human Resources Management (SHRM) states that the vast majority of new hires’ decisions to stay with a company long-term is made within the first six months of employment (Maurer, 2018).

    On an ongoing basis, healthcare leaders must subjectively and objectively measure the engagement levels of all staff and determine what changes can and should be made in order to create an environment where the employees want to stay and are productive while employed.

    Several methods exist to effectively measure the staff’s level of engagement in a healthcare organization. First and foremost, first-level management (supervisors) should be continuously interacting with their staff, which allows them to read signals from staff that indicate if the employee is feeling satisfied or dissatisfied with the work environment, the assigned job duties, or any other work-related factors that may impact the worker’s decision to stay or resign. Addressing dissatisfaction at this level and when it’s first noticed keeps it from growing into non-productivity or turnover.

    Upper-level management can also interact with staff or make rounds on a regular basis. When this is done as a part of a formal retention strategy, it allows for senior management to also get a feel for the level of engagement within the healthcare organization. Finally, using formal surveys or other methods to objectively measure employee engagement can help in identifying and addressing issues that can lead to employee dissatisfaction. Sometimes, there are issues that upset employees, but they are unwilling to discuss this directly with management; so the anonymity of a survey allows them to raise the subject in a safer way.

    Be sure to review this week's resources carefully. You are expected to apply the information from these resources when you prepare your assignments.

    References:

    Maurer, R. (2018, April 11). Onboarding key to retaining, engaging talent.

    ·
    [**Human resources in healthcare: Managing for success (4th ed.).**](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=975459&site=eds-live&AuthType=ip,shib&custid=natuniv)

    Fried, B., & Fottler, M. D. (2015).
    _Human resources in healthcare: Managing for success_(4th ed.). Health Administration Press.

    **Read Chapters 7 and 8**

    ·
    [**Healthcare’s challenging relationship between onboarding and employee retention**](https://www.hospitalrecruiting.com/blog/4111/healthcares-challenging-relationship-between-onboarding-and-employee-retention/)

    **Macon, M. (2017, Oct. 3). Healthcare’s challenging relationship between onboarding and employee retention [Web log post].**

    ·
    [**How to measure and improve employee engagement**](https://www.nbrii.com/employee-survey-white-papers/how-to-measure-and-improve-employee-engagement/)

    **Nolinske, T. (n.d.). How to measure and improve employee engagement [White paper].**

    ·
    [**Adopting a Systematic Approach to Bringing Healthcare Executives Into a New Position or Organization. (n.d.).**](https://www.ache.org/about-ache/our-story/our-commitments/policy-statements/adopting-a-systematic-approach-to-onbording-healthcare-executives)

    **## mh512w3.docx**

    **Week 3 – Assignment: Design an Onboarding Timeline**

    Starting on Day 1 and running all the way through Day 180, create a timeline of activities to be directed at and completed with new employees.  Use the table in Section 2 as a guide and customize the table for your own organization.

    In your table, including when during the employee’s employment, each specific activity should occur, who is responsible for conducting that activity, and why you chose that activity as a part of your process. Your table should be prepared in a format that can be used as both a description of the process as well as a checklist that an HR staffer can use to track the progress of an employee’s onboarding.

    Your onboarding timeline must include steps that ensure:

    · The employees understand the policies and procedures of the organization.

    · They understand their job duties.

    · They understand what’s expected of them in terms of job performance.

    · They understand their compensation and benefits.

    · They are familiar with their workspace and other surroundings.

    · There is an opportunity for them to ask questions without feeling uninformed or judged.

    · There is an ongoing feedback process in place so the employees will receive objective feedback in relation to their performance.

    · Supervisors and managers have a formal method to check for dissatisfaction or the possibility that the employees are considering leaving the organization.

    · Other issues are addressed that help ensure the employees feel welcome and that their needs are being met.

    Length: 3 pages, not including title and reference pages

    References: Include a minimum of 3 scholarly resources

    **Section 2: Talent Development**

    Once the applicants have been recruited, interviewed, and hired, ensuring their fit by effectively communicating your organization’s policies, procedures, and work rules, along with proactively helping them feel welcome, are key aspects of the staffing strategy.

    Once the new employees are hired, effective onboarding is crucial. Onboarding is about integrating employees into your healthcare organization’s culture in such a way that they prosper and grow personally and professionally with your organization. This leads to increased employee engagement, which fosters better patient care and increases employee retention (Maurer, 2018).

    According to research by the Partnership for Public Service and Boston Consulting Group (Temin, 2019), facilities with better employee engagement delivered better patient services; a one-point increase in the employee engagement scale correlated with a half-point increase in patient satisfaction scores for the overall medical center. Better employee engagement scores resulted in a quarter-point increase in satisfaction with specialty or primary care providers.

    The onboarding process should last for at least the employee’s first year of employment and should include but not be limited to:

    | | |
    | — | — |
    | **When** | **What** |
    | Day 1 | · General job orientation, tour, and introductions<br>· Work schedule and work hours<br>· Professional ethics and code of conduct<br>· All policies, such as safety and security policies<br>· Compensation and benefits<br>· Employee handbook<br>· Position information<br>· Setting up workspace |
    | Week 1 | · Initial assignments<br>· Personal interaction to see if they’re becoming comfortable<br>· Performance evaluation description and goal setting<br>· Review the probationary-period rules<br>· Key colleagues have been introduced |
    | Month 1 | · Solicit feedback<br>· Review work-to-date<br>· Ensure payroll information is correct<br>· Personal interaction to see if comfortable |
    | Month 4 | · 90-day performance review<br>· Goal review and revision as needed<br>· Identify training needs<br>· Personal interaction to see if comfortable |
    | Month 7 | · Goal review and revision as needed<br>· Employee has received all necessary training<br>· Personal interaction to see if comfortable |
    | Month 13 | · Yearly performance review<br>· Recognize first-year anniversary<br>· Feedback <br>· Personal interaction to see if comfortable<br>· Appropriate salary increase |

    Table 1. Onboarding Timeline

    To accompany and support onboarding, the healthcare organization needs to have an operational performance management system whereby employee performance can be objectively and fairly evaluated regardless of the job duties assigned.

    In addition to measuring performance, fair and legal processes must be in place to hold staff accountable to the expectations of their roles within the organization. Such a process may include:

    1. Ensure performance expectations are clear and understood by the employee—this has to begin on the first day during onboarding, where the employee is told and asked to acknowledge understanding of expected performance. Gaps in understanding must be addressed at that time, and employment cannot continue until the employee expresses understanding of what’s expected.

    2. Address the poor performance as soon as possible through both effective verbal communication and thorough written documentation—delays in addressing poor performance create additional challenges and make the poor/unacceptable performance more difficult to address later. Once poor performance is observed and allowed to continue, it changes from unacceptable performance to acceptable performance. Not only must you ensure understanding by the employee of the performance expectations, you must document the conversation for future reference.

    3. Address only the gap between expectations and observed performance—it is important to stick to job-related performance issues and corrections. Personal issues, unless covered by employment laws (such as the Americans with Disabilities Act), should be avoided.

    4. Through the use of clear and concise written action plans, be clear on what happens next (actions expected and consequences)—the employee must understand at the conclusion of the meeting what the consequences of both compliance and non-compliance to expectations will be. Communication must be clear and direct.

    5. Follow through and follow up—set a timeline for follow up and stick to it, even if it’s unpleasant.

    References:

    Direct link found between employee engagement, quality at VA hospitals. (2019, March 27).

    Maurer, R. (2018, April 11).
    _Onboarding key to retaining, engaging talent_.

    **Onboarding and Retention**

    Creating written onboarding processes that formally welcome employees to the organization—as well as checking in with them during their first 90 days—helps new employees feel like they belong as well as give them a chance to ask questions in a non-threatening format. These processes usually are designed as a calendar/checklist that documents not only what onboarding action should take place but also when it should take place and who is accountable to ensure it happens. Staff who feel welcomed and are given opportunities will feel more connected to the organization and, therefore, be less likely to leave.

    The Society for Human Resources Management (SHRM) states that the vast majority of new hires’ decisions to stay with a company long-term is made within the first six months of employment (Maurer, 2018).

    On an ongoing basis, healthcare leaders must subjectively and objectively measure the engagement levels of all staff and determine what changes can and should be made in order to create an environment where the employees want to stay and are productive while employed.

    Several methods exist to effectively measure the staff’s level of engagement in a healthcare organization. First and foremost, first-level management (supervisors) should be continuously interacting with their staff, which allows them to read signals from staff that indicate if the employee is feeling satisfied or dissatisfied with the work environment, the assigned job duties, or any other work-related factors that may impact the worker’s decision to stay or resign. Addressing dissatisfaction at this level and when it’s first noticed keeps it from growing into non-productivity or turnover.

    Upper-level management can also interact with staff or make rounds on a regular basis. When this is done as a part of a formal retention strategy, it allows for senior management to also get a feel for the level of engagement within the healthcare organization. Finally, using formal surveys or other methods to objectively measure employee engagement can help in identifying and addressing issues that can lead to employee dissatisfaction. Sometimes, there are issues that upset employees, but they are unwilling to discuss this directly with management; so the anonymity of a survey allows them to raise the subject in a safer way.

    Be sure to review this week's resources carefully. You are expected to apply the information from these resources when you prepare your assignments.

    References:

    Maurer, R. (2018, April 11). Onboarding key to retaining, engaging talent.

    ·
    [**Human resources in healthcare: Managing for success (4th ed.).**](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=975459&site=eds-live&AuthType=ip,shib&custid=natuniv)

    Fried, B., & Fottler, M. D. (2015).
    _Human resources in healthcare: Managing for success_(4th ed.). Health Administration Press.

    **Read Chapters 7 and 8**

    ·
    [**Healthcare’s challenging relationship between onboarding and employee retention**](https://www.hospitalrecruiting.com/blog/4111/healthcares-challenging-relationship-between-onboarding-and-employee-retention/)

    **Macon, M. (2017, Oct. 3). Healthcare’s challenging relationship between onboarding and employee retention [Web log post].**

    ·
    [**How to measure and improve employee engagement**](https://www.nbrii.com/employee-survey-white-papers/how-to-measure-and-improve-employee-engagement/)

    **Nolinske, T. (n.d.). How to measure and improve employee engagement [White paper].**

    ·
    [**Adopting a Systematic Approach to Bringing Healthcare Executives Into a New Position or Organization. (n.d.).**](https://www.ache.org/about-ache/our-story/our-commitments/policy-statements/adopting-a-systematic-approach-to-onbording-healthcare-executives)

  • [Solved] Assessment Traits Benchmark

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Students are required to submit reflective journal entries at specific points throughout the course. These reflective narratives help students identify important learning events that happen throughout the course and the practicum. Write a reflective journal (250-500 words) to outline how your experi…

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    Assignment Prompt & Instructions

    Students are required to submit reflective journal entries at specific points throughout the course. These reflective narratives help students identify important learning events that happen throughout the course and the practicum.

    Write a reflective journal (250-500 words) to outline how your experience at your practicum site related to the following reflective questions:

    – You have developed a list of resources needed for your project implementation in Topic 6. To complete this reflective journal, discuss with your preceptor the relationship between policy, regulatory requirements, and economics on care outcomes. Discuss how regulatory requirements and financial resources available will impact your project. How do you think this will impact the care that your practicum site will be able to provide?
    – Reflect on the relationship you discussed above as well as your practicum site experience. Provide an example from your practicum site of these relationships or discuss an example from your professional or personal experience.

    While APA style is not required for the body of this assignment, solid academic writing is expected.

    This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

    – [\
    \
    NRS-465Rubric-Benchmark-ProfessionalCapstoneandPracticumReflectiveJournal-Topic7.pdf](https://www.sweetstudy.com/files/nrs-465rubric-benchmark-professionalcapstoneandpracticumreflectivejournal-topic7-pdf "NRS-465Rubric-Benchmark-ProfessionalCapstoneandPracticumReflectiveJournal-Topic7.pdf")
    – [\
    \
    ImplementationPlanforCapstoneProject.edited11.docx](https://www.sweetstudy.com/files/implementationplanforcapstoneproject-edited11-docx "ImplementationPlanforCapstoneProject.edited11.docx")

    – 2 years ago

  • [Solved] Assessment Traits

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Assessment Description The purpose of this assignment will be to develop an evaluation plan for your capstone change project. Review your implementation plan including the objectives and outcomes and review your required resources. Then, develop a process to evaluate the intervention if it were impl…

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    Assignment Prompt & Instructions

    Assessment Description

    The purpose of this assignment will be to develop an evaluation plan for your capstone change project.

    Review your implementation plan including the objectives and outcomes and review your required resources. Then, develop a process to evaluate the intervention if it were implemented.

    Use the "Capstone Change Project Evaluation Plan" template to complete the assignment.

    While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

    This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

    – [\
    \
    NRS-465-T7-RS-CapstoneChangeProjectEvaluationPlan.docx](https://www.sweetstudy.com/files/nrs-465-t7-rs-capstonechangeprojectevaluationplan-docx "NRS-465-T7-RS-CapstoneChangeProjectEvaluationPlan.docx")
    – [\
    \
    NRS-465-T7-RS-CapstoneChangeProjectEvaluationPlanExample.docx](https://www.sweetstudy.com/files/nrs-465-t7-rs-capstonechangeprojectevaluationplanexample-docx "NRS-465-T7-RS-CapstoneChangeProjectEvaluationPlanExample.docx")

    – 2 years ago

  • [Solved] Social Determinants of Health

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Complete the following requirements: 1. **Application of Course Knowledge:**Answer all questions/criteria with explanations and detail. 1. Correctly identify your assigned social determinant. Briefly define the determinant and describe how it impacts healthcare outcomes. 2. Select an objective relat…

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    Assignment Prompt & Instructions

    Complete the following requirements:

    1. **Application of Course Knowledge:**Answer all questions/criteria with explanations and detail.

    1. Correctly identify your assigned social determinant. Briefly define the determinant and describe how it impacts healthcare outcomes.
    2. Select an objective related to your assigned social determinant from the Healthy People website linked above. Identify the status of the objective and the population to whom the objective applies.
    3. Provide at least three appropriate questions related to the chosen objective that the NP could incorporate into the health history and interview to assess the client and family.
    4. Identify at least two online, national, or local resources and explain how the resources could help meet the chosen objective for at-risk clients or families.

    – [\
    \
    NR509WK1-EconomicStability.docx](https://www.sweetstudy.com/files/nr509wk1-economicstability-docx "NR509WK1-EconomicStability.docx")

    – 2 years ago

  • [Solved] assist week 4

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – 2 years ago **files (1)** – ## MH512week4.docx **## MH512week4.docx** **Week 4 – Assignment: Prepare a Corrective Plan** Read the case below and prepare the corrective plan as indicated. Your hospital is a public, 500-bed hospital located in a southern U.S. city. Because of its location within the…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## MH512week4.docx

    **## MH512week4.docx**

    **Week 4 – Assignment: Prepare a Corrective Plan**

    Read the case below and prepare the corrective plan as indicated.

    Your hospital is a public, 500-bed hospital located in a southern U.S. city. Because of its location within the city, the hospital provides a high percentage of uncompensated care to patients unable to pay for the services. Your hospital also has a strong medical residency program and research conducted in conjunction with the medical school. You are the director over several nursing units, one of them the 60-bed Medical/Surgical Unit.

    This case involves you, LPN “Sally,” and unit manager/RN “Teri.”

    “Sally” is an LPN and has been working on a nursing unit of your hospital for 24 months. Before that, Sally worked as an LPN in a nursing home owned by Sally’s brother. Since Sally was hired, Sally’s performance evaluations have been low to average. Since being hired, Sally has received three performance evaluations and a 2% cost-of-living raise that was given to all employees—this was not a merit-based raise associated with employee performance.

    Because of Sally’s mediocre performance, she did not receive a merit raise that was awarded to some of the higher-performing employees on her unit. She has not been able to keep up with the patient load, charting, and work assignments that come with working on this unit and using the new electronic medical record system the hospital recently purchased. Sally appears disorganized and unable to quickly assess patients. Sally also spends longer than necessary interacting with the patients and their families. She falls behind every shift despite trying to work past the end of the assigned shift. Because of the budget, she has been told that no one can work any unapproved overtime.

    As a result, Sally has been caught on four occasions clocking out at the end of her assigned shift and then returning to the unit to complete her work. While Sally has never been written up for working off the clock, she has been told twice by the charge nurse that she cannot work off the clock. Sally has been observed frequently consulting the training manual for the new software, although none of her coworkers are having any difficulty learning the new system.

    As a matter of information, you have been in your role for 12 months and you’ve learned that Sally’s previous director seemed more willing to accept her work and overlook some of her performance deficiencies. “Teri,” who is Sally’s unit manager (there are four unit managers who report to you for the Medical/Surgical Unit), is also new to the unit and appears to have more stringent standards than Teri’s predecessor.

    Both you and Teri have received robust training from HR on how to develop performance improvement plans. Your task now is to create an effective performance improvement plan that addresses the issues you’ve observed in Sally’s performance. As you were trained, the plan must include at least:

    · Performance observed

    · Performance expected

    · Description of the gap between observed and expected

    · Specific steps to correct deficiencies

    · Timeline for correction

    · Consequences for success and consequences for failure to perform

    Length: 3-4 pages, not including title and reference pages

    References: Include a minimum of 3 scholarly resources

    ·
    [**Human resources in healthcare: Managing for success (4th ed.).**](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=975459&site=eds-live&AuthType=ip,shib&custid=natuniv)

    Fried, B., & Fottler, M. D. (2015).
    _Human resources in healthcare: Managing for success_(4th ed.). Health Administration Press.

    **Read Chapters 8 and 11**

    ·
    [**Strategic performance management: Development of a performance measurement system at the Mayo…**](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=2735528&site=eds-live&AuthType=ip,shib&custid=natuniv)

    **Curtright, J. W., & Stolp-Smith, S. C. (2000). Strategic performance management: Development of a performance measurement system at the Mayo… Journal of Healthcare Management, 45(1), 58. https://doi-org.proxy1.ncu.edu/10.1097/00115514-200001000-00014**

    ·
    [**A performance management framework for healthcare. Becker’s Hospital Review**](https://www.beckershospitalreview.com/)

    **Lichlyter, P. (2018, July 16). A performance management framework for healthcare. Becker’s Hospital Review.**
    **In the website search area at the top of the page, type the author's last name, Lichlyter. From the search results, click the link to the article referenced above.**

    ·
    [**Build a culture of accountability in 5 steps**](https://www.entrepreneur.com/article/298342)

    **White, D., & White P. (2017, August 8). Build a culture of accountability in 5 steps. Entrepreneur.**

    **## MH512week4.docx**

    **Week 4 – Assignment: Prepare a Corrective Plan**

    Read the case below and prepare the corrective plan as indicated.

    Your hospital is a public, 500-bed hospital located in a southern U.S. city. Because of its location within the city, the hospital provides a high percentage of uncompensated care to patients unable to pay for the services. Your hospital also has a strong medical residency program and research conducted in conjunction with the medical school. You are the director over several nursing units, one of them the 60-bed Medical/Surgical Unit.

    This case involves you, LPN “Sally,” and unit manager/RN “Teri.”

    “Sally” is an LPN and has been working on a nursing unit of your hospital for 24 months. Before that, Sally worked as an LPN in a nursing home owned by Sally’s brother. Since Sally was hired, Sally’s performance evaluations have been low to average. Since being hired, Sally has received three performance evaluations and a 2% cost-of-living raise that was given to all employees—this was not a merit-based raise associated with employee performance.

    Because of Sally’s mediocre performance, she did not receive a merit raise that was awarded to some of the higher-performing employees on her unit. She has not been able to keep up with the patient load, charting, and work assignments that come with working on this unit and using the new electronic medical record system the hospital recently purchased. Sally appears disorganized and unable to quickly assess patients. Sally also spends longer than necessary interacting with the patients and their families. She falls behind every shift despite trying to work past the end of the assigned shift. Because of the budget, she has been told that no one can work any unapproved overtime.

    As a result, Sally has been caught on four occasions clocking out at the end of her assigned shift and then returning to the unit to complete her work. While Sally has never been written up for working off the clock, she has been told twice by the charge nurse that she cannot work off the clock. Sally has been observed frequently consulting the training manual for the new software, although none of her coworkers are having any difficulty learning the new system.

    As a matter of information, you have been in your role for 12 months and you’ve learned that Sally’s previous director seemed more willing to accept her work and overlook some of her performance deficiencies. “Teri,” who is Sally’s unit manager (there are four unit managers who report to you for the Medical/Surgical Unit), is also new to the unit and appears to have more stringent standards than Teri’s predecessor.

    Both you and Teri have received robust training from HR on how to develop performance improvement plans. Your task now is to create an effective performance improvement plan that addresses the issues you’ve observed in Sally’s performance. As you were trained, the plan must include at least:

    · Performance observed

    · Performance expected

    · Description of the gap between observed and expected

    · Specific steps to correct deficiencies

    · Timeline for correction

    · Consequences for success and consequences for failure to perform

    Length: 3-4 pages, not including title and reference pages

    References: Include a minimum of 3 scholarly resources

    ·
    [**Human resources in healthcare: Managing for success (4th ed.).**](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=975459&site=eds-live&AuthType=ip,shib&custid=natuniv)

    Fried, B., & Fottler, M. D. (2015).
    _Human resources in healthcare: Managing for success_(4th ed.). Health Administration Press.

    **Read Chapters 8 and 11**

    ·
    [**Strategic performance management: Development of a performance measurement system at the Mayo…**](https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=2735528&site=eds-live&AuthType=ip,shib&custid=natuniv)

    **Curtright, J. W., & Stolp-Smith, S. C. (2000). Strategic performance management: Development of a performance measurement system at the Mayo… Journal of Healthcare Management, 45(1), 58. https://doi-org.proxy1.ncu.edu/10.1097/00115514-200001000-00014**

    ·
    [**A performance management framework for healthcare. Becker’s Hospital Review**](https://www.beckershospitalreview.com/)

    **Lichlyter, P. (2018, July 16). A performance management framework for healthcare. Becker’s Hospital Review.**
    **In the website search area at the top of the page, type the author's last name, Lichlyter. From the search results, click the link to the article referenced above.**

    ·
    [**Build a culture of accountability in 5 steps**](https://www.entrepreneur.com/article/298342)

    **White, D., & White P. (2017, August 8). Build a culture of accountability in 5 steps. Entrepreneur.**

  • [Solved] DiscAy ay wkvii

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    **Post** a description of the health policy you selected and a brief background for the problem or issue being addressed. Which social determinant most affects this policy? Explain whether you believe there is an evidence base to support the proposed policy and explain why. Be specific and provide e…

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    Assignment Prompt & Instructions

    **Post** a description of the health policy you selected and a brief background for the problem or issue being addressed. Which social determinant most affects this policy? Explain whether you believe there is an evidence base to support the proposed policy and explain why. Be specific and provide examples.

    – 2 years ago

  • [Solved] Personal Leadership Philosophies

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Develop and submit a personal leadership philosophy that reflects what you think – 2 years ago

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    Assignment Prompt & Instructions

    Develop and submit a personal leadership philosophy that reflects what you think

    – 2 years ago