DNP 835 Sustainability Plan Presentation 

Grand Canyon University DNP 835 Sustainability Plan Presentation– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University DNP 835 Sustainability Plan Presentation assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for DNP 835 Sustainability Plan Presentation        

Whether one passes or fails an academic assignment such as the Grand Canyon University DNP 835 Sustainability Plan Presentation    depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for DNP 835 Sustainability Plan Presentation        

The introduction for the Grand Canyon University DNP 835 Sustainability Plan Presentation  is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for DNP 835 Sustainability Plan Presentation        

After the introduction, move into the main part of the DNP 835 Sustainability Plan Presentation   assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for DNP 835 Sustainability Plan Presentation        

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for DNP 835 Sustainability Plan Presentation        

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for DNP 835 Sustainability Plan Presentation 

Introduction

Health organizations exist to deliver quality, safe, and efficient outcomes to their populations. In this view, they have the obligation of using all possible means to ensure that patients outcomes becomes positive. Thus, various evidence-based interventions are adopted by various stakeholders in healthcare institutions to achieve these outcomes (Tucker & Gallagher-Ford, 2019). In doing so, healthcare providers should be able to propose, implement, monitor, and evaluate measures to inform the effectiveness of quality improvement initiatives adopted in their organizations. Therefore, the purpose of this presentation is to present a sustainability plan for the identified health issue of CAUTI rates within healthcare setting.

Identified Issue

CAUTI is a common healthcare issue that many healthcare providers have been fighting in the past. They form part of the nosocomial infections in healthcare settings which have been associated with various adverse impacts, such as enhanced rates of mortality and morbidity in the US. The majority of urinary tract infections are related to catheter use which further increases in case of prolonged use of urinary catheters (Lavallée et al. 2019). CAUTIs have been connected with higher healthcare costs and prolonged hospitalizations, hence a need to control them. Reduction of CAUTI rates are important in reducing cost of treatment and meeting the desired patient outcome. It is from this argument that this presentation would focus on the ways of reducing CAUTI rates in healthcare setting.

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DNP 835 Patient Outcomes and Sustainable Change Syllabus

Measures

The adverse outcomes of CAUTI have led to sustained research on finding strategies that can be implemented to improve quality. One of the current EBP-based strategies is the use of nurse-driven protocols for removing indwelling urinary catheters. Such interventions involve data collection regarding catheter use, which then informs the nurses to immediately remove the urinary catheters when they are no longer needed by the patients (Lavallée et al. 2019). Therefore, the use of pressure ulcers in determining the extent of success of the intervention will be significant supporting or stopping the intervention. A reduction in pressure ulcers among patients is a positive outcome.

Measures to Eliminate

One of the aspects of the project I will stop measuring is the rate of acceptability of the proposed plan of action.  This is because by then, their buy-in shall have been achieved, and probably every nurse will be applying the intervention on admitted patients.  The willingness to apply the intervention after the intervention is already incorporated in the healthcare system would be insignificant because the nurses are already using the system to dispense their roles (Carrigan & Livesay, 2018). The measure would not also be important because then nurses will have already interacted the system and any barrier that could have affected the system in then implementation stage.

Measurement Threshold that Trigger Investigation

An increasing rate of the pressure ulcers after the implementation of the intervention the system is an adverse outcome. Negative effects can sometimes be observed when implementing a quality improvement project. Therefore, it is important to have plans for such unexpected negative effects (Marć et al., 2019). If the aspects are adversely affecting the patients, then the project can be stopped. Otherwise, other approaches will be used to eliminate the negative impacts.  Such measures would imply that the pressure ulcers rate is not significant in reducing CAUTI rates in an organization. In such cases, the implementation process could be stopped and more reviews to be done on the intervention.

Ownership

The new process will be implemented at the facility. As such, while the project is owned by the investigator, it will be owned by the facility upon implementation. The organization’s leaders will see to it that the project’s aspects are accurately used to ensure that the benefits are optimized. Onboarding and engagement with the project are key to the project’s chances of success (Carrigan et al.,2018). As such, it is important to explore if individuals are engaged and on board with the improvement process. Therefore, the people’s commitment and willingness to participate in every step of implementation will be observed.

Communication

Communicating the change intentions is important to enhance the chances of buy-in and project success. Therefore, various strategies will be used to communicate about the change, including official channels of communication such as email. Another aspect will be face-to-face meetings. The emails will be sent through the organization’s official communication channels. While the first communication will take place at the begging of the project, it is important to ensure that there is constant communication throughout the project to ensure that people remain focused on the project’s aim, objectives, and focus (Palinkas et al.,2018). Support to individuals is key to ensuring focus and commitment to the project’s goals and objectives. Individuals will be supported through training, especially the aspects of the new bundle care.

Training Plan

Offering training is key. Hence, it will also be offered even after the project’s completion. One such training will take the form of refreshing the memory and knowledge of the nursing team regarding the use of the new bundle. Training will also be offered to new nurses who will join the facility after implementation. This will ensure that they have a grasp of how to use the new pressure ulcer bundle. The training will also be offered by the senior nursing staff who have experience with pressure ulcer control as well as skills in training and educating staff (Palinkas et al., 2018).

Change Management

Resistance to change management can derail the chances of the project succeeding. Therefore, it is important to put in place appropriate measures for responding to such resistance or barriers (Tucker & Gallagher-Ford, 2019). One aspect is to use timeous communication to let individuals know of the planned change, which will reduce the chances of resistance. The other strategy is to offer training and increase the individual’s knowledge regarding the use of pressure bundles. The next strategy is to approach the individuals and discuss with them why they are resisting the proposed change and help them understand the project’s intention. Evidence-based change models are key in ensuring adoption and sustainability. Lewin’s change stages will be key. The third phase will particularly be used to enhance adoption and sustainability, where the staff will be supported to use the new system and rewarded for excellent execution (Hussain et al.,2018).

Staff workload

The proposed change will not increase the workload since it will just involve the use of a bundle care approach to reduce the rates and incidences of pressure ulcers. The approach would ensure that nurses have reduced roes in terms of observing the patients. This approach is less strenuous and would allow many nurses to reduce cases of fatigue at work (Marć et al., 2019). In case the plan fails, such an aspect will be communicated officially to the nursing staff. Apart from paper documentation, such communication will also be accomplished through emails so that the individuals know what is changing and what is not changing.

References

™Carrigan, T. M., & Livesay, S. (2018). Mapping a Strategy for Success: A Case Study in Nursing Engagement as a Strategic Imperative at a Comprehensive Stroke Center. Nurse Leader, 16(2), 112-117. https://doi.org/10.1016/j.mnl.2017.12.010

™Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002

™Lavallée, J. F., Gray, T. A., Dumville, J., & Cullum, N. (2019). Preventing pressure ulcers in nursing homes using a care bundle: a feasibility study. Health & Social Care In the Community, 27(4), e417-e427. https://doi.org/10.1111/hsc.12742

™McShane, B. B., Gal, D., Gelman, A., Robert, C., & Tackett, J. L. (2019). Abandon statistical significance. The American Statistician, 73(sup1), 235-245. https://doi.org/10.1080/00031305.2018.1527253

™Palinkas, L. A., Garcia, A., Aarons, G., Finno-Velasquez, M., Fuentes, D., Holloway, I., & Chamberlain, P. (2018). Measuring collaboration and communication to increase implementation of evidence-based practices: the cultural exchange inventory. Evidence & Policy, 14(1), 35-61. https://doi.org/10.1332/174426417X15034893021530

™Tucker, S. J., & Gallagher-Ford, L. (2019). EBP 2.0: From strategy to implementation. AJN The American Journal of Nursing, 119(4), 50-52. 10.1097/01.NAJ.0000554549.01028.af

™Marć, M., Bartosiewicz, A., Burzyńska, J., Chmiel, Z., & Januszewicz, P. (2019). A nursing shortage – a prospect of global and local policies. International Nursing Review, 66(1), 9–16. https://doi.org/10.1111/inr.12473

Sample Answer 2 for DNP 835 Sustainability Plan Presentation 

Introduction/Overview

Practice problems vary across organizations. The difference prompts varying interventions focusing on addressing complex problems and achieving sustainable change. The purpose of this presentation is to describe the sustainability plan for my quality improvement program. Broadly, it covers the steps essential in ensuring that the program will benefit the organization for a long time. The presentation is segmented into sections including measures critical to the program’s sustainability, ownership of the process, communication and training plan, change management theory, and effects of the proposed changes on the staff workload. The presentation demonstrates the importance of a sustainable program, how measures are monitored, and the importance of a change model in the process.

Program Overview and Importance of Sustainability

Before exploring key aspects about sustainability, it is crucial to analyze the intervention that should be sustained. The proposed intervention is a mental wellness program in response to increased cases of nurse burnout in the organization. As Janzarik et al. (2022) posited, mental wellness program improves nurses’ resilience, job satisfaction, and work engagement. Since these outcomes are critical to continued organizational success and healthy workplace relationships, sustainability should be highly emphasized. Walugembe et al. (2019) defined sustainability as the ability to maintain a program’s benefits over time. The primary goal is to ensure the organization, staff, and patients benefit from the proposed intervention (mental wellness program) for an extended period.

Measurement: Critical Measures

Various measures are vital to the sustainability of the proposed quality sustainability program. The critical measures are job satisfaction and engagement in teamwork. In health practice, job satisfaction denotes a positive feeling in response to the work conditions while engagement is primarily about enthusiasm and dedication toward the job (Kim & Seo, 2021; Slåtten et al., 2022). The implication is that improved scores in these measures will reliably indicate a successful quality improvement program. Improved scores would also justify the continuity of the program to achieve sustainable gains. In turn, nurse burnout will reduce progressively, leading to a better performance and healthy relationships among nurses. 

Measurement: Data Collection and Monitoring Process

Data enables healthcare providers to make informed decisions regarding health and practice issues. To collect adequate data about the program and its impacts, a mixed-methods approach would be suitable. In this case, qualitative data about the program will be collected through observations, surveys of experiences with the mental wellness program, and other appropriate strategies as situations prompt. Nurse burnout also causes medical errors. As a result, a significant decline in the medical errors will be a reliable indicator of a successful program that should be sustained. To make appropriate decisions, the monitoring process should continue after the program is implemented. It will help to assess the burnout status and advise the change agent and the organization’s management on further changes if necessary.

Frequency of Measurements

Measures central to the program’s success and sustenance should be evaluated regularly using appropriate metrics. The goal is to ensure there is adequate data to guide change depending on the program’s performance. The frequency of some measurement will be eliminated in the current program. For instance, the commitment levels of nurses will be eliminated since it is already covered under team engagement. It will be eliminated to avoid double assessment and provide adequate time to focus on other metrics. As time advances, the frequency of other measures will be adjusted if there is sustained performance. For instance, surveys can be done after two months instead of monthly if no issues prompting changes are observed.

Threshold Triggering Investigation

It is possible to observe negative effects upon implementing an evidence-based project or a quality improvement initiative. For instance, some nurses might be unable to cope with the demands of the mental wellness program since it might distract their work-life balance. In case of such outcomes detrimental to patient care and nurses’ well-being, the program can be stopped for review and inquiry into the causes of negative effects. A detailed assessment of the causes would enable the change agent and the management to intervene appropriately. Timely interventions are critical to sustainable change since long-term success cannot be achieved without addressing performance hitches.

Ownership of the Improvement Process

A project’s ownership varies with its objectives and roles of the organization’s staff. The current program has been designed to reduce nurse burnout. From a practice viewpoint, nurse burnout is an organization-wide problem. Therefore, the organization will own the new program to be implemented. The management plays an instrumental role in enhancing the successful implementation of quality improvement projects. Similarly, the organization’s management will be responsible for authorizing change and sustaining improvement. The management is better-positioned for these roles due to its influence, access to resources, and ability to support change by creating the appropriate climate for sustainable projects. As the program leader, I will propose changes where necessary as guided by the monitoring data.

Communication and Training Plan

Communication of the planned change is crucial to the individuals directly affected by it since it enhances changes of onboarding (Palinkas et al., 2018). The primary goal of communication is to pass relevant message about the change, importance, and why different individuals should be involved. The most effective way of communicating is a mixed-methods approach that includes face-to-face conversations, emails, and text messages. As the change proponent, I plan to take the central role of a messenger. Combining communication methods will ensure that information reaches all the relevant individuals at the right time. Communication will be continuous to ensure all the relevant information is shared timely and emerging issues can be addressed.

Healthcare professionals respond to change and participate in it depending on how they understand change. Training is essential for skill development and helping nurses to embrace change management (Celebi Cakiroglu et al., 2021). As a result, training will help the staff to sustain the change as appropriate. Typically, the training method determines how nurses receive and synthesize information. Therefore, training will be through educational sessions and workshops.  Learners absorb information at different speeds. Therefore, using the two methods interchangeably will help to improve the absorbance rate. A senior nurse educator will lead the training since a trainer should have the relevant skills in education and instruction delivery.

Change Management Theory

At all levels, organizational change should be systematic and focus on sustainable results. Change theories and models guide organizations in implementing successful change. Kurt Lewin’s change theory and its implementation model will be used to lead the program. Lewin’s theory guide change implementation in three basic steps: unfreezing, changing, and refreezing (Hussain et al., 2018; Burnes, 2020). Before transitioning into new procedures and developing mechanisms to sustain them, change proponents should unfreeze old practices and address barriers to change effectively. The refreezing phase entails sustaining a new culture; hence, change leaders, organization’s management, and individuals affected by the change collaborate to achieve lasting impacts.

Relevance of the Theory

When choosing a change management theory or model, change agents must ensure that it is relevant to their quality improvement program. The same principle guided the selection of Kurt Lewin’s change theory. According to Burnes (2020), Lewin stresses sustainable change through refreezing. The implication is that the mental wellness program can only achieve the desired effects if it is effectively sustained. Broadly, sustainability is underlined under the refreezing phase where organizations normalize new procedures and leaders are committed to maintaining the new status quo (Singh & Ramdeo, 2020). For long-term effects, the organization should cultivate a culture that is positive to change.

Standardizing the Process

Successful change does not occur overnight. As a result, the sustainability process and other activities relevant in successful outcomes should be standardized. The primary objective of standardization is to ensure that individuals affected by the change and actively involved in its sustenance make no mistakes. Like other crucial procedures, standardization is situational. Therefore, the change process will be standardized by creating a documentation guideline that outlines individuals’ roles and when they should be involved in the program. As such, it is a communication strategy for clarity and to ensure that all activities are done rightly, when scheduled, and by the right personnel.

Effects on Workload

Quality improvement initiatives have profound impacts on many aspects of the organization. A mental wellness program can improve nurses’ efficiency and productivity due to high resilience, engagement, and job satisfaction (Colombo, 2022). However, the program has massive system changes that can increase the staff workload. For instance, employee training to equip nurses will appropriate skills for mental wellness increases workload. The program’s sustenance also has the potential to increase nurses’ and leaders’ roles. As a result, the staff must understand how its routine work will be affected and the projected long-term gains. Therefore, communication about changes and its impacts on the workload should be a priority.

Communicating Changes

Change projects that increase the overall workload can face resistance if communication is not clear and through appropriate channels. As a result, it will be important to communicate what is expected to change and what will remain unchanged. For effective communication, I will use the organization’s official communication channels to communicate to all concerned individuals. The information will be centrally on what will be changing and not as I clarify all concerns, answer relevant questions, and address fears. Communication methods are chosen for different reasons. I will use the established organization’s channels to ensure that the communication is more impactful.

Summary

In conclusion, it is crucial to highlight the major points of this presentation. As noted at the beginning, the proposed quality improvement initiative is a mental wellness program because of the increased cases of nurse burnout. Sustainability is highly emphasized to ensure that the program achieves long-term impacts. Kurt Lewin’s change management model will be used since is stresses sustainability. In the refreezing phase, Lewin advised organizations to implement mechanisms for sustaining the new status quo. The objective is to achieve lasting change by ensuring that people do not revert to the old practices. Hence, sustaining the mental wellness program will prevent nurse burnout and its adverse impacts such as job dissatisfaction and a lack of team engagement.

References

¨Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59. https://doi.org/10.1177/0021886319892685

¨Celebi Cakiroglu, O., Ulutas Hobek, G., & Harmanci Seren, A. K. (2022). Nurses’ views on change management in health care settings: a qualitative study. Journal of Nursing Management, 30(2), 439-446. https://doi.org/10.1111/jonm.13500

¨Colombo, K. (2022). Toward resilience: Mental wellness for nursing students. Nursing made Incredibly Easy, 20(3), 34-37. doi: 10.1097/01.NME.0000824596.19764.cd

¨Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002

¨Janzarik, G., Wollschläger, D., Wessa, M., & Lieb, K. (2022). A group intervention to promote resilience in nursing professionals: a randomised controlled trial. International Journal of Environmental Research and Public Health, 19(2), 649. https://doi.org/10.3390/ijerph19020649

¨Kim, H., & Seo, K. (2021). Impact of job engagement on the quality of nursing services: the effect of person-centered nursing in South Korean Nurses. Healthcare (Basel, Switzerland), 9(7), 826. https://doi.org/10.3390/healthcare9070826

¨Palinkas, L. A., Garcia, A., Aarons, G., Finno-Velasquez, M., Fuentes, D., Holloway, I., & Chamberlain, P. (2018). Measuring collaboration and communication to increase implementation of evidence-based practices: the cultural exchange inventory. Evidence & Policy, 14(1), 35–61. https://doi.org/10.1332/174426417X15034893021530

¨Singh, R., & Ramdeo, S. (2020). Leading organizational development and change: Principles and contextual perspectives. Springer Nature.

¨Slåtten, T., Lien, G., & Mutonyi, B. R. (2022). Precursors and outcomes of work engagement among nursing professionals—a cross-sectional study. BMC Health Services Research, 22(1), 1-15. https://doi.org/10.1186/s12913-021-07405-0

¨Walugembe, D. R., Sibbald, S., Le Ber, M. J., & Kothari, A. (2019). Sustainability of public health interventions: where are the gaps?. Health Research Policy and Systems, 17(1), 1-7. https://doi.org/10.1186/s12961-018-0405-y