Download File - Rebekkah McConnell, RN

Cardiac Champion Program
("Metro health hospital," Metro health hospital emergency entrance)
About the program
Provide education, medical management, and
skilled nursing services to patients with newly
diagnosed or poorly controlled cardiac diseases
 Improve the quality of care provided, overall
decreasing readmissions; ultimately improving the
financial position of the hospital
 Incorporate inpatient and staff education,
coordination with outpatient services and
ongoing research initiatives, provision of online
web-based resources, and case management

Mission Statement

To provide education, medical
management, skilled nursing care, and
rehabilitation services to community
members diagnosed with cardiac disease
and to serve as a resource for
coordinating specialized, multidisciplinary
care.
Responsiveness

Patient-Centered Education
Therapeutic nurse-patient
relationships form the basis of
an excellent cardiac education
program. Nursing
professionals provide patients
with the educational tools
necessary for successful selfcare activities and are
responsive to patient
questions both during and
after discharge. Education can
occur through face-to-face
communication, telephone, email, and other means as
appropriate.

While the quality of education
is uniform, teaching methods
may be customized according
to patient needs and values.
Nursing professionals have
the capability and
responsibility to identify
individual patient knowledge
deficits, and to tailor didactic
efforts to achieve a high level
of patient compliance to
educational objectives.
Philosophy
Communication

Evidence-Based Collaborative Care
Nurses and all other
members of the healthcare
team work diligently to fulfill
the organization’s
commitment to sharing
knowledge and information
with patients. Nursing
professionals should
communicate effectively,
ensuring that cardiac patients
have adequate information
related to their condition
prior to discharge.

Decisions regarding the cardiac
educational needs of patients are
evidence-based. Nursing
professionals will collaborate
with other members of the
healthcare team to determine
overall systemic cardiac
educational deficits, establish
standardized and streamlined
evidence-based delivery
processes, implement educational
activities, and provide follow-up
readmission information to the
education review committee for
further process improvement.
Philosophy
Safety

Service
Safety is a top priority at all
times. Nursing professionals
strive to enhance safety
through continuous peer
review of nurse educator
activities. Ensuring that
educational needs are met
and understanding is
verbalized by the patient prior
to discharge increases the
level of patient safety and
reduces the chance of
readmission.

Patients’ educational needs
should be anticipated
whenever possible.
Nursing professionals will
assess patient needs
through active listening to
patients and their
representatives.
Philosophy
Efficiency

Teamwork
Nursing professionals should
make every effort to eliminate
large variations in teaching
style, and will deliver accurate
and focused information to
cardiac patients in a timely
manner. Educational
resources such as pamphlets
and hand-outs will be limited
to subjects specific to the
patient’s disease process.

Collaboration among
clinicians is essential for
program success. Nursing
professionals will actively
collaborate and
communicate with other
members of the healthcare
team to ensure an
appropriate exchange of
information and
coordination of educational
efforts.
Philosophy
Organizational Goals





Provide comprehensive education to patients with newly
diagnosed or poorly managed cardiac diseases, both during
their hospital admission and following their discharge home.
Develop standardized patient care pathways for patients
diagnosed with cardiac diseases focusing on activities of daily
living, lifestyle modifications, diet, medications, safety, and pain
management.
Promote and utilize a multidisciplinary approach to patient
care by coordinating between physicians, staff nurses, social
workers, home care, and other specialties to facilitate
optimal outpatient cardiac disease management.
Improve and promote community support for patients
diagnosed with cardiac disease.
Effectively market the services available through the CCP to
the community.
Organizational Objectives







To enroll all Metro patients with newly diagnosed or
poorly managed heart failure, myocardial infarction,
and atrial fibrillation in the CCP prior to discharge
from the hospital.
To provide fundamental, basic education to newly
diagnosed CCP participants regarding activities of daily
living, lifestyle modifications, dietary limitations,
medications, safety, and pain management prior to
discharge from the hospital.
To assess the home environment of newly diagnosed
CCP participants, and evaluate and reinforce inpatient
teaching, at first home care visit within one week of
hospital discharge.
To develop an individualized, multidisciplinary patient
care plan based on standardized patient care pathways
for each newly diagnosed CCP participant within one
week of first home care visit.
To reinforce fundamental, basic education regarding
activities of daily living, lifestyle modifications, dietary
limitations, medications, safety, and pain management
with all poorly managed CCP participants prior to
discharge from the hospital.
To reassess the home environment of poorly managed
CCP participants and determine specific areas
contributing to poor outcomes, at first home care visit
within one week of hospital discharge.
To develop and/or update an individualized,
multidisciplinary patient care plan for all poorly
managed CCP participants based on standardized
patient care pathways and focused on specific areas
contributing to poor outcomes within one week of
first home care visit.

To educate inpatient and home care nurses regarding
heart failure, myocardial infarction, and atrial
fibrillation pathophysiology and current treatment
options during initial orientation and annual education
refreshment in-services.

To develop comprehensive, web-based resources,
including an educational database, online support
groups, and discussion forums for CCP participants,
healthcare providers, and community members within
six months of program launch.
To facilitate program improvement by soliciting input
from healthcare professionals and community
members via a committee that meets monthly to
review and improve program elements.
To coordinate CCP activities with ongoing research
initiatives aimed at expanding the evidence-base
regarding optimal cardiac care by including a research
liaison on the program improvement committee that
will meet monthly.



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To evaluate program effectiveness qualitatively by
soliciting feedback from CCP participants six months
and one year after program enrollment and
quantitatively by monthly monitoring of hospital
readmissions for CCP participants.
To develop marketing plans targeting both healthcare
professionals and community members promoting the
CCP within six months of program launch.
Organizational Chart
Figure 1. Cardiac Champion Program
organizational chart.
Job Descriptions
Cardiac Champion Program Manager
 Inpatient Clinical Nurse Educator
 Outpatient Clinical Nurse Educator
 Nurse Research Liaison
 Nurse Informatics Specialist
 Web Programmer
 Cardiac Champion Committee

Newspaper

Journal
The Grand Rapids Press, a local
newspaper that is affiliated with
Mlive.com, reaches 61.3% of all
adults in the greater Grand
Rapids area (including Wyoming)
every week (Mlive Media Group,
2013a). The cost for placing a job
advertisement varies based on
the options selected from $120
for a single 14 day online job
posting to $600 for three 30 day
job postings with three cross
postings to Mlive’s Niche Nursing
Network (MLive Media Group,
2013b).

Professional journals are also a
medium to reach qualified nursing
candidates. General nursing journals
such as the American Journal of Nursing,
Nursing, and RN, reach a large number
of practicing nurse professionals (Allen
& Levy, 2006). Journals targeting nurse
educators, including Nursing Education
Perspectives, Nurse Education in Practice,
and Nurse Educator, are also effective
places to advertise our inpatient
clinical nurse educator position.
According to the National League of
Nursing (NLN, 2012), it costs $645 to
run a quarter page black and white ad
in Nursing Education Perspectives. A
discounted cost of $605 per issue is
available if the ad is run in six or more
issues (NLN, 2012).
Job Advertisement
Misc.

In addition to local newspapers
and professional journals, many
other avenues are available to
advertise job openings. For
example, internal candidates within
Metro can be solicited through
intranet job postings and flyers
placed in nursing unit break rooms.
Online career networks, similar to
those hosted by Mlive (MLive
Media Group, 2013b) are also
effective venues. Other online
sites including monster.com,
nurse.com, and
healthcareerweb.com could be
utilized to advertise our inpatient
clinical nurse educator position.
Job Advertisement
Budget Proposal

A detailed proposal showing a one-year budget
for the CCP is included in Table 1. Total revenue
is projected to be $339,610, and total expenses
are estimated at $312,160. Revenue will be
generated from penalty and readmission savings,
and insurance payments. Costs include salaries,
benefits, supplies, and operating expenses.
According to Stafford (2011, p. 234), “all private
healthcare organizations must make a profit to
survive.” Profit is necessary to replace broken
and outdated facilities and equipment, expand
services, and pay for inflation costs (Stafford,
2011). According to our budget proposal, the
CCP will earn a profit of $27,450.
Budget Proposal
Expenses
Revenue
Expenses
Salary
$205,160
Benefits
$26,000
Supplies and operating expenses
$81,000
Total Expenses
$312,160
Revenues
Penalty savings
$74,000
Readmission savings
$220,000
Insurance payments
$45,610
Total Revenues
$339,610
Proposed 2014 Budget for the Cardiac Champion
Program at Metro Health Hospital
References
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Allen, M., & Levy, J. R. (2006). Mapping the general literature of
American Nursing [Supplement]. Journal of the Medical Library
Association, 94(2), E43-E48.
Clyne, M. E. (2011). Strategic planning, goal-setting, and marketing. In
P. S.Yoder-Wise (Ed.), Leading and managing in nursing (5th ed., pp.
309-323). St. Louis, MO: Elsevier Mosby.
Mlive Media Group. (2013a). Grand Rapids. Retrieved from
http://www.mlivemediagroup.com/audience/local/grand-rapids/
Mlive Media Group. (2013b). Post jobs and search resumes in
Michigan. Retrieved from
http://www.mlive.com/jobs/products/index.ssf
National League of Nursing [NLN]. (2012). Advertising rate card.
Retrieved from
http://www.nln.org/nlnjournal/pdf/rate_card_2012.pdf
References
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Stafford, T. B. (2011). Managing costs and budgets. In P. S.YoderWise (Ed.), Leading and managing in nursing (5th ed., pp. 228-248). St.
Louis, MO: Elsevier Mosby.
(2013). Metro health hospital emergency entrance [Web Photo].
Retrieved from http://metrohealth.net/medical-services/emergency/