Use This Form To Give Feedback To Your Peer’s Executive Summ ✓ Solved

Use this form to give feedback to your peer’s Executive Summ

Use this form to give feedback to your peer’s Executive Summary Draft. Include strengths and weaknesses. Peer’s Name: Jackie Bell Evaluator Name: Sierra Martin. Questions: Does your peer explain the selected healthcare organization, problems, solutions, and goals (or obstacles/opportunities and action plan) clearly? Was there anything in this ES Draft that was confusing? If so, what was it and how could it be improved? What details does your peer include and why are these details important? What is good about your peer’s writing (content, organization of information, etc.)? Explain why it is good. Do you notice any errors that should be corrected? If so, what should be corrected? What are some recommendations for improvement (content, organization, etc.)? Please explain why you would make these recommendations. Draft: HEALTHCARE EXECUTIVE SUMMARY PROJECT TOPIC: Improving Patient Care PREPARED BY: Jacquelyn (Jackie) Bell DATE: December 2020 OVERVIEW OF THE ORGANIZATION (Item 1): 130 long-term bed facility and a 40-bed rehabilitation facility located in Northport, AL. Mission: To create a patient-centered care environment for elderly patients and acute rehabilitation. Vision: To be a facility where innovative care, comfort, and compassion help older adults continue leading lives with purpose and joy. Services provided: Wound care, IV therapy, Physical therapy, Occupational therapy, and self-care support. Amenities: Room services, Beauty salon, Gym, and Laundry services. IDENTIFIED PROBLEMS (Item 2): Increased cases of disease and infectious outbreaks related to inadequate infection control and improper wound-care practices (Nanduri, 2019). High prevalence of pressure injuries among long-term care residents due to immobility, incontinence, poor nutrition, dehydration, impaired perfusion, or decreased sensation (Wynn, 2020; Ward, 2020). Weight loss among patients with Alzheimer's disease and dementia due to feeding difficulties and limited staff assistance (Berkhout et al., 2020). SOLUTIONS (Item 3): Improve hand hygiene compliance and wound-care training for staff; implement verification and competency checks (Ogundeji et al., 2020; Nanduri, 2019). Educate patients and staff on pressure ulcer prevention, ensure regular repositioning and documentation. Address weight loss by reorganizing feeding practices such as communal dining and increased feeding assistance to mitigate staffing shortages (Berkhout et al., 2020). MEASURABLE PROJECT GOALS (Item 4): Reduce facility infection/disease occurrences to under 10% for six months as monitored monthly by the Director of Nursing. Decrease bed ulcer rates and ensure existing ulcers progress toward healing within three months through enforced monitoring and documentation. Monitor patient weight twice weekly by the restorative team with noted improvement within six months. OBSTACLES AND OPPORTUNITIES (Item 5): Obstacles include staffing shortages and task conflicts; opportunities include improving patient outcomes and reducing illnesses. STRATEGIC/ACTION PLAN (Item 6): Monthly infection surveillance by the Director of Nursing; enforce repositioning schedules and documentation; restorative team weight monitoring twice weekly; staff training and increased hand-hygiene resources. CONCLUSION: Staff are the first line of defense for patients' skin integrity, infection prevention, and nutrition; implementing these standards should improve patient outcomes. REFERENCES (as provided in draft): Berkhout, J. M. M., et al. (2020). The relationship between difficulties in feeding oneself and loss of weight in nursing-home patients with dementia. British Geriatrics Society. Nanduri, S. (2019). A prolonged and large outbreak of invasive group A Streptococcus disease within a nursing home: repeated interfacility transmission of a single strain. Clinical Microbiology and Infection, 25(2). Ogundeji, K. D., & others (2020). Hand Washing: An Essential Infection Control Practice. International Journal of Caring Sciences, 13(1). Walston, S. L. (2017). Organizational Behavior and Theory in Healthcare. Ward, B. (2020). How to prevent hospital-acquired infections. Healthcare Life Safety Compliance, 23(10). Wynn, M. (2020). Patient expectations of pressure ulcer. British Journal of Nursing. APPENDIX: Goals, Tasks, Individuals involved, Resources needed, Timeline, Measurements.

Paper For Above Instructions

Executive summary feedback: purpose and brief appraisal

This review evaluates Jackie Bell’s Executive Summary Draft on "Improving Patient Care" at a 130-bed long-term care facility with a 40-bed rehabilitation unit. The draft identifies infection outbreaks, pressure injuries, and weight loss among residents with dementia as primary problems and proposes education, hand-hygiene improvement, repositioning protocols, and feeding-practice changes as solutions. Overall, the draft addresses relevant issues and includes sensible interventions; however, it requires stronger data linkage, clearer SMART goals, more robust measurement definitions, and expanded operational detail to support implementation and evaluation (AHRQ, 2014; CDC, 2019).

Clarity of organization, problems, solutions, and goals

The organization description and problem statements are generally clear: the mission, vision, services, and identified clinical problems are present. The draft explains each problem and links it to potential causes (e.g., staffing shortages causing limited feeding time). Solutions are logical, but the draft often lacks baseline measures and specific target setting (e.g., current infection rate, current pressure injury prevalence) that would contextualize the goals and make progress measurable (NPIAP, 2019; Ward, 2020). To improve clarity, add baseline metrics and explicitly state how each solution maps to a measurable outcome and timeline (SMART criteria) (Doran, 1981).

Confusing items and suggested clarifications

Confusing or under-specified elements include the "under 10% infection" goal (unclear numerator/denominator: infections per patient-days, per 100 residents, or outbreak events?), the timeline overlap (three months for pressure ulcers and six for infections and weight), and the operational description of communal dining—how will infection control be maintained during group meals? Clarify metrics (e.g., infections per 1,000 resident-days), define data sources (electronic records, incident logs), and explain infection-prevention precautions for communal dining (WHO, 2009; CDC, 2019).

Details included and their importance

The draft includes important clinical drivers: hand hygiene deficits, wound-care competency, repositioning frequency, and feeding assistance. These are evidence-based levers to reduce infections, pressure injuries, and weight loss (Ogundeji et al., 2020; Nanduri, 2019; NPIAP, 2019; Berkhout et al., 2020). However, the draft omits staffing ratios, competency assessment tools, audit frequency, and escalation protocols (AHRQ, 2014). These details are critical for assessing feasibility and sustainability and should be added to the strategic plan.

Strengths of writing and organization

Strengths include a logical structure (overview → problems → solutions → goals → plan), concise problem identification, and alignment between proposed interventions and problems. The inclusion of measurable goals demonstrates intent to track outcomes. The draft references relevant literature, showing awareness of evidence-based concerns (e.g., group A Streptococcus outbreak, wound care importance), which strengthens credibility (Nanduri, 2019; Ogundeji et al., 2020).

Errors and corrections

Errors to correct: minor inconsistencies in names (Jacquelyn vs. Jacquelyn/Jackie), formatting of references (standardize citation style), and ambiguous metric language (e.g., "under 10% for 6 months" needs denominator). Correct grammar in a few places (e.g., "staff should be trained and educated on the importance of and checked off on wound care procedures" → "staff should receive wound-care training with documented competency checks"). Ensure all in-text citations match full references and consider using a consistent style (APA or Vancouver).

Recommendations for improvement

1. Define baseline metrics and make goals SMART: specify baseline infection rate (per 1,000 resident-days), target, measurement method, and responsible party (e.g., "reduce facility-acquired infections from X to

2. Expand implementation details: create an education schedule, competency checklist for wound care, hand-hygiene audits with direct observation and feedback, and a pressure-ulcer prevention bundle (support surfaces, heel protection, nutritional screening) (NPIAP, 2019; Ogundeji et al., 2020).

3. Clarify staffing strategy: identify how feeding assistance will be staffed (use of restorative aides, volunteers, or activity staff) and contingency staffing plans to mitigate shortages (AHRQ, 2014; Walston, 2017).

4. Strengthen measurement and reporting: adopt standardized measures (e.g., NHSN definitions, pressure-injury prevalence surveys), set data dashboards, and schedule interdisciplinary review meetings to act on trends (CDC, 2019).

5. Address infection risk in communal dining: specify screening, seating plans, PPE use, hand sanitizer placement, and cleaning protocols to balance nutritional benefits with infection prevention (WHO, 2009).

6. Ethical and person-centered considerations: include consent, respect resident preferences, and consider individualized feeding plans for dementia patients to avoid coerced feeding or loss of dignity (Berkhout et al., 2020).

Implementation priorities and suggested timeline

Immediate (0–1 month): collect baseline data (infection rates, pressure-injury prevalence, percent weight loss), procure hand-hygiene resources, and launch targeted staff training. Short-term (1–3 months): implement repositioning schedules, competency assessments, feeding-assistance reorganization, and initial audits. Medium-term (3–6 months): review outcomes, adjust staffing and workflows, and aim to meet defined numeric targets. Use Plan-Do-Study-Act cycles to iterate (AHRQ, 2014).

Conclusion

Jackie Bell’s draft identifies priority clinical issues and proposes reasonable interventions. To strengthen the executive summary for stakeholders and operational leaders, add baseline data, clarify measurement definitions, expand implementation and staffing details, and convert goals into SMART format. These changes will increase the plan’s credibility, feasibility, and evaluability and support improved patient outcomes in infection control, pressure-injury reduction, and nutrition management (CDC, 2019; NPIAP, 2019).

References

• AHRQ. (2014). TeamSTEPPS® 2.0: Strategies to Improve Team Performance and Patient Safety. Agency for Healthcare Research and Quality.
• Berkhout, J. M. M., et al. (2020). The relationship between difficulties in feeding oneself and loss of weight in nursing-home patients with dementia. British Geriatrics Society.
• CDC. (2019). Infection Control Assessment and Response (ICAR) Tools and Guidance for Long-term Care Facilities. Centers for Disease Control and Prevention.
• Doran, G. T. (1981). There's a S.M.A.R.T. way to write management's goals and objectives. Management Review.
• Nanduri, S. (2019). A prolonged and large outbreak of invasive group A Streptococcus disease within a nursing home: repeated interfacility transmission of a single strain. Clinical Microbiology and Infection, 25(2).
• NPIAP. (2019). Prevention and Treatment of Pressure Ulcers/Injuries: Clinical Practice Guideline. National Pressure Injury Advisory Panel.
• Ogundeji, K. D., et al. (2020). Hand Washing: An Essential Infection Control Practice. International Journal of Caring Sciences, 13(1).
• Walston, S. L. (2017). Organizational Behavior and Theory in Healthcare. Association of University Programs.
• Ward, B. (2020). How to prevent hospital-acquired infections. Healthcare Life Safety Compliance, 23(10).
• Wynn, M. (2020). Patient expectations of pressure ulcer. British Journal of Nursing.
• WHO. (2009). WHO Guidelines on Hand Hygiene in Health Care: First Global Patient Safety Challenge Clean Care is Safer Care. World Health Organization.