Business Case for Quality Grading Rubric
/1 Introductory paragraph (one paragraph). The paragraph must end with a thesis statement. Your thesis statement should be no longer than 1 sentence summarizing the purpose of the paper.
/2 Describe the current situation, state of practice, and summary of existing conditions – Describe the present situation and why change is needed. This should include organizational specific data to support need for improvement. Include relevant data regarding cost and productivity with the current state of practice within your organization. Describe what is not working and make it clear why the proposal should be accepted within your organization.
/4 Describe the new program or proposed solution – Presenting the differences in the current state and the future state is considered the gap – your proposal should close this gap. Explain in detail the solution. The proposed change in practice is based on the best available evidence using Evidence Based Practice Guidelines, research studies or quality improvement studies, and literature from professional organizations and regulatory agencies to assure that your analysis and subsequent recommendations are evidence-based. Make your suggested practice change as specific as possible.
/2 Market analysis – This rubric section will be submitted as an appendix. Using the provided template, perform a SWOT analysis – a review of the strengths, weakness, opportunities, and threats.
/4 Implementation plan – Explain in detail how the program will be implemented into practice and describe what needs to be done. A clear and realistic implementation plan and timeline is critical. What is the timeline for implementation? Things to consider – Where will you begin? Will a team need to be created with designated roles and responsibilities? Will job descriptions need to be developed? Will a policy need to be revised/developed? Committee approvals? Materials/supplies purchased? Provider/staff education?
/6 Evaluation plan – Discuss how you will measure effectiveness. Once the proposal has been implemented, how will you know it is effective? Each section is worth 3 points each / 6 points total.
(A.) Identify structure, process and outcome measures to evaluate effectiveness of quality efforts. Begin with the end in mind and identify the outcome measures and identify goals/benchmarks/metrics. Describe the processes (process measures) contributing to the identified problem and identify measurement criteria. Identify any structure measures that are present or needed to achieve outcome measures. /3 points
(B.) Return on Investment (ROI ) -The administrative team will expect you provide an evaluation plan that best measures the ROI. Calculate the expected return on investment (ROI). Discuss and explain ROI analysis. /3 points
/4 Financials – Develop a program budget. Include a line item breakdown (must include quantity, cost per item, and total costs) for each budget item. Differentiate direct and indirect costs. Consider projected program costs such as personnel expenses/salaries and operating expenses such as marketing, capital equipment, software, physical space, and revenue. Is the program revenue generating or expense reducing? The budget should be attached as an appendix.
/1 Conclusions: Summarize the essential points of paper in one paragraph.
/1 Executive summary (1 page max) – Attach as an appendix. Single space, use bullet point formatting and write using complete sentences. The summary should convey what the project is, why it is being proposed, what the projected results will be, and the ROI. An overview of the total budget should be included. If the proposed program or initiative will generate revenues, estimates of the revenue and profits should be included in the executive summary.
/25 Total Points
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I work in a small rural hospital were we currently have no intensivist. The hospitalist and specialists take care of the 6 ICU beds and 6 stepdown/CPCU beds, which ICU nurses also work. The Tanner System includes 4 hospitals total: 2 critical access along with the Tanner Carrollton hospital (largest) and Tanner Villa Rica.
The Tanner Health System has found intensivists that are willing to take care of the Tanner Carrollton ICU. The proposal is to use an Acute Care Nurse Practitioner (ACNP) as the stand in intensivist at the Tanner Villa Rica location. The ACNP would be available to the unit always and able to handle the duties of an intensivist and able at reach to the intensivist in Carrollton for support or the hospitalist.
The ICU nurses at Villa Rica would reach out to the ACNP with all patient care needs. The ACNP would also be available to help the hospitalist in times when ICU census is low, or the patient acuity allows to help with admission and discharges as needed.
After speaking with the Hospital administrator about the proposal and asking for input. Initially the model should start with 2 fulltime ACNPs that would do 7 days on and 7 days off on from 7am to 7 pm the same schedule as the hospitalist. The night shift would still call the ACNP that is own for problems but ACNP would either give orders over the phone or call the hospitalists if needed.
2 months to search and hire 2 fulltime ACNP – start within 30 days from this time
possibly hire part-time or PRN to cover when needed
2 computers in separate space for providers that the ACNP can use
Need to update staff on new policies