Assignment: Sustainability Plan Presentation

Assignment: Sustainability Plan Presentation

Assignment: Sustainability Plan Presentation

For this assignment, you will create a sustainability plan and present your plan using PowerPoint and Loom.

General Requirements:

  • A minimum of three scholarly or peer-reviewed research articles are required. Sources must be published within the last 5 years and appropriate for the assignment criteria and nursing content.
  • 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.

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Based on the feedback you have received from your instructor on the “Sustainability Plan Worksheet,” compile the elements (measurement, ownership, communication, change management, and workload) into a presentation that you would present to the stakeholders of your proposed quality and/or safety sustainability program.

Develop a PowerPoint presentation (10-15 slides) to present your final sustainability plan. Create speaker notes of 100-250 words for EACH slide. For the presentation of your PowerPoint, use Loom to create a voice-over or a video. Include an additional slide for the title and Loom link at the beginning and an additional slide for References at the end.

Include the following:

  1. Describe one or two measures that are critical to the sustainability of your proposed quality and/or safety sustainability program and decide on the data collection and monitoring process. Additionally, discuss whether you will reduce or eliminate the frequency of certain measurements.
  2. Describe a measurement threshold that will trigger investigation.
  3. Describe the owner of the improvement process who authorizes changes and will be responsible for sustaining improvement.
  4. Outline a communication and training plan for improvements and learning. Consider who needs to know what, when and how often they need to know it, what communication method would work best, and who the best person is for initiating communication or sharing information.
  5. Identify a change management theory that you will use to standardize the process so that it supports the improved process.
  6. Explain how the proposed changes will affect staff workload. Ideally, the improvement has removed work and made people’s jobs easier and more efficient. Changes that decrease workload have a higher chance of success over time.

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Sustainability Plan Worksheet

An improvement team needs to consider long-term sustainability of an improvement effort. This worksheet will help you outline the elements needed for a sustainability plan for your proposed evidenced-based quality and/or safety program design by taking you through a series of questions. By answering these questions, you will be able to develop a plan to ensure the longevity of the expected improvements from your proposed quality and/or safety program stick long-term.

For each category, use the questions provided to help you draft the necessary components that will be needed in a sustainability plan. Use one or two concise sentences to inform on each bullet point/question. Provide scholarly and peer-reviewed support accordingly.

Areas for Consideration Detailed Plan

After project completion:

·         What will you continue to measure?

·         What will you stop measuring?

·         What will you do if you see a negative effect?

·         What will you do if you see clinical significance, but not statistical significance?

We will continue to measure the patient safety events that occur post code blue alerts. We will continue to monitor our mortality rates and how the new initiative is affecting them. We will stop measuring the weather if we have enough staff to assist in the code. If we see negative effects with will investigate to see if it is significant or just one off. If we start to see clinical significance without statistical significance, we will work with our education team to ensure the process is taught to all staff during the onboarding and quarterly.

·         Who will own the new process that was implemented?

·         How will you tell if the person is engaged and onboard with the improvement process?

The new process that was implemented will be owned by nursing that quality. Our director of nursing will own the policy and add the new initiatives to it for staff to adhere to. Our quality manager will ensure these stays as a process improvement initiative that is discussed at the quality council quarterly.  Doing random audits of the process will let us know if the staff are still onboard with the new initiative along with post code debriefings.

·         How will you communicate about the change and who will be the messenger?

·         When will communication take place?

·         How will you support individuals in the new process?

·         What type of training will you use after project completion?

·         Who will be responsible for that training?

To communicate the change in process to the staff we will add the change to the policy and send out a policy-read receipt. This will give us an idea of the number of staff who read about the policy and are aware of the new changes. We will also assign computerized learning to each employee’s learning platform regarding the new changes and add it to the education bulletins for each unit. After the project is completed, we will ask the education team to do biannually drills to ensure the process is still being followed. We will support the start that needs extra help by giving one on one feedback post event.
Change Management

·         How would you use your evidence-based change model to ensure adoption and sustainability?

·         How will you standardize the process so that it is easy to do the “new” right thing?

Effective organizational change requires intentional planning. The best response to resistance to show the employee the why and explain it in a way that will correlate with their practice. When introducing change, organizations typically rely on their leadership teams, overlooking those individuals who may not hold a leadership title but are key influencers of company culture. Nowadays, both evidence-based medicine and nursing are widely recognized as the tools for establishing effective healthcare organizations of high productivity and quality of care. Management and leadership of healthcare professionals is critical for strengthening quality and integration of care. Leadership has been defined as the relationship between the individual/s who lead and those who take the choice to follow, while it refers to the behavior of directing and coordinating the activities of a team or group of people towards a common goal

·         Is the change increasing the overall workload to the system?

·         If so, how can you decrease the workload?

·         If not, how will you communicate about what is changing and not changing?

The change will decrease the overall workflow for the team. Having a alert response will send a specific team to the code to evaluate the patients versus multiple people leaving their patients to respond and not having adequate flow. At the beginning of the shift the code teams will be assigned, and they will have assignments that will allow for time to attend to codes when they occur.

Adapted from “Sustainability Planning Worksheet” by the Institute for Healthcare Improvement (2019).


Cowie, J., Nicoll, A., Dimova, E. D., Campbell, P., & Duncan, E. A. (2020). The barriers and facilitators influencing the sustainability of hospital-

based interventions: A systematic review. BMC Health Services Research, 20(1).

Dixon, J. (2021). Improving the quality of care in health systems: Towards better strategies. Israel Journal of Health Policy Research, 10(1).

Monangi, S., Setlur, R., Ramanathan, R., Bhasin, S., & Dhar, M. (2018). Analysis of functioning and efficiency of a code blue system in a tertiary

care hospital. Saudi Journal of Anaesthesia, 12(2), 245.

Oner, B., Zengul, F. D., Oner, N., Ivankova, N. V., Karadag, A., & Patrician, P. A. (2020). Nursing‐sensitive indicators for nursing care: A

systematic review (1997–2017). Nursing Open, 8(3).

Seelbach, C., & Brannan, G. (2022). Quality management. StatPearls.

West, R. L., Lippman, S. A., Twine, R., Maritze, M., Kahn, K., & Leslie, H. H. (2021). Providers’ definitions of quality and barriers to providing

quality care: a qualitative study in rural Mpumalanga Province, South Africa. Journal of Global Health Science, 3(1).

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