1. 1 Capstone Value Description
1.1. Project summary: Utilizing a spark cart to drive autonomy and purpose for the nursing workforce. The project will enable teamwork and forward innovation thinking. -Focusing on nursing well-being by supporting innovation at the bedside. We want to curate an environment that drives autonomy and enhances resiliency
1.1.1. Description
1.1.1.1. Nurses are leaving the bedside in droves due to burnout. This is putting hospitals in difficult positions with the inability to achieve safe staffing. Our project is designed to mitigate burnout through the use of a Spark Cart, a mobile innovation studio.This cart will contain tangible items that nurses may use in realtime to restructure and improve the bedside experience. We will focus on nursing well-being by supporting innovation at the bedside. We will curate an environment that drives autonomy and enhance resiliency in an effort to make the bedside a safer and more fulfilling profession.
1.1.2. What will it do?
1.1.2.1. Utilizing a spark cart to drive autonomy and purpose for the nursing workforce. The project will enable teamwork and forward innovation thinking.
1.1.3. Relationship to a national healthcare initiative
1.1.3.1. Nursing Burnout
1.1.3.1.1. American Nurses Foundation development of a well-being initiative for nurses
1.1.3.1.2. U.S Department of Health and Human Resources plan to strengthen resiliency and strength within the nursing field
1.2. First description: with a notable increase in nursing burnout We will focus on nursing well-being by supporting innovation at the bedside. We strive to curate an environment that drives autonomy and enhance resiliency. By brining spark carts to the bedside we are able to offer a tangible way to build solutions in a proactive manner Feedback: describe spark cart more, describe the impact of burnout, lead with spark cart? talk about impact after? create solutions to biggest problems in realtime, decreasing frustrations, burnout, inability to help patients, with this innovative cart take out want to. We will…. spark cart : mobile innovation studio also implementing more teamwork and guidance/help from co-workers.
1.2.1. Finalized Description: Nurses are leaving the bedside in droves due to burnout. This is putting hospitals in difficult positions with the inability to achieve safe staffing. Our project is designed to mitigate burnout through the use of a Spark Cart, a mobile innovation studio.This cart will contain tangible items that nurses may use in realtime to restructure and improve the bedside experience. We will focus on nursing well-being by supporting innovation at the bedside. We will curate an environment that drives autonomy and enhance resiliency in an effort to make the bedside a safer and more fulfilling profession.
2. 2 Cost Projections
2.1. Total cost projections for 12 months (See Attached)
2.1.1. Staff
2.1.1.1. 10 UH MICU Nursing staff
2.1.1.1.1. To be completed during work hours
2.1.1.1.2. Early Adoptors
2.1.1.2. Management
2.1.1.2.1. Support unit, rounding, help socialize project
2.1.1.2.2. Provide a work environment of openness, built on trust. Every team members must feel safe to express their views/opinions without fear of ridicule or judgement
2.1.1.2.3. Innovation must be supported from senior leaders down
2.1.1.3. Innovation mentor
2.1.1.3.1. Innovation Council member/MHI student, unit RN with interest in innovation
2.1.1.3.2. Nurture staff, provide valuable feedback to build ideas, connect those ideas with similar concepts and people, and provide encouragement to think outside the box
2.1.2. Equipment
2.1.2.1. Industrial tool cart "Spark Cart"
2.1.3. Supplies
2.1.3.1. Paper, pipe cleaners, card board, tape, glue, staples, Popsicle sticks, markers, pencils, styrofoam, modeling clay, buttons, scissors, etc.
2.1.4. Technology
2.1.4.1. 3-D printer
2.1.5. Anticipated profit or loss in the first 12 months
2.1.5.1. 12 Month cost $18,300.00
2.1.5.2. Profit of $11,700.00
2.1.5.2.1. Anticipated decrease in 1 RN turnover ($30,000.00)
3. 9. SWOT vs. Business Case for Innovation
3.1. Strength
3.1.1. Trending data of need of innovation at the bedside
3.1.2. First hand feedback from frontline staff
3.1.3. Vast range of experience on implementation team
3.1.4. Connection with OSU innovation studio
3.2. Weakness
3.2.1. Experience of implementation in an academic medical center
3.2.2. Lack of knowledge of Innovation Units
3.2.3. Lack of man power to implement
3.2.4. Long term sustainability
3.3. Opportunities
3.3.1. Innovation units spreading throughout the organization
3.3.2. Need for wellbeing at unit specific level
3.3.3. Increase Innovation post-pandemic > need to work more efficiently
3.3.4. Already established innovation studio
3.3.5. Prevent RNs from leaving healthcare workforce altogether
3.3.6. Strengthen shared governance within the unit
3.4. Threats
3.4.1. Lack of staff buy in due to nursing pandemic
3.4.2. Lack of senior leader buy in
3.4.3. Difficult to measure success leading to difficulty showing value
3.4.4. Implementation barriers due to hospital regulations
3.4.5. Few to no ideas coming from nursing staff
3.4.6. Intellectual legality
3.5. Similarities between SWOT and Business Case for Innovation
3.5.1. Both show risk and benefits of a project
3.5.2. Both allow for an analysis of the system the project will be implemented in to assess feasibility
3.5.3. Both require research with an understanding of your over arching goals
3.6. Differences between SWOT and Business Case for Innovation
3.6.1. Business Case is more detailed and requires more information
3.6.2. SWOT map is more of an overview
3.6.3. SWOT map is easier to present to other people
3.6.4. The Business Case is better used in building the propject
3.6.5. The SWOT is better used in the final stages of a project
3.7. Adobe presentation SWOT Vs Business Case for Innovation
3.7.1. https://express.adobe.com/video/MVk9qaGaTuHik
4. Prototype Scope and Approvals
4.1. Scope Creep Boundaries
4.1.1. Implement intial project on one Med Surg and one ICU unit
4.1.2. Maintain Communication and involvement with stakeholders
4.1.3. Maintian honestly and transparentcy with stakeholders about commuication
4.1.3.1. Frequent and transparent communication about the projects successes and failures will be key in avoiding scope creep
4.1.4. Understand financial aspects of project and resources required
4.1.4.1. To prevent scope creep, we need to try and estimate as close as possible without underestimating the project cost
4.1.5. Detailed explanation of purpose and process of the project to the staff who will be participating
4.1.5.1. Concern this could be an area scope creep could arise. TP prevent this, there will need to be a balance between openness of ideas from staff and maintaining to the purpose of the project
4.2. Approvals
4.2.1. Management
4.2.1.1. Must communicate with management team about interacting with their employees and asking for them to dedicate time and possible funding from floor budget for spark cart
4.2.1.1.1. Innovation studio: Backup idea of using grants if we are unable to utilize funding from the floor budget
4.2.2. Supplies Coordinator
4.2.2.1. Communicate timeline for the project to facilitate access to our of service crash carts that will then be remodeled ito the spark carts
4.2.2.2. Gain access to spark cart prototype: will be an old crash cart with approval from supplies coordinator
4.2.3. C-Suite Executives
4.2.3.1. Must communicate expectations of this pilot and limiting factors during the pilot phase
4.2.3.1.1. This is an area scope creep could arise due to executives interest in this project immediately going hospital wide or looking at this project to correct system wide issues
4.2.3.2. Kris Kipp
4.2.4. Dr. Michael Ackerman
4.2.4.1. Continued support and assistance with getting our pilot to go live while giving an experienced view of the project implementation process.
4.2.4.1.1. Key factor to our strong kickoff
5. Project Infrastructure Plan
6. https://tasks.office.com/osumc.onmicrosoft.com/Home/PlanViews/Gcaq77T7Eka_J7aSsYAG1WUAHeXv?Type=PlanLink&Channel=Link&CreatedTime=638044710452900000
7. 3 Capstone Benefits
7.1. Benifits summary
7.1.1. 3 Quantitative Benefits
7.1.1.1. Improved retention rates
7.1.1.1.1. Data from HR of previous years compared to retention rates following the implementation of this project
7.1.1.2. Improved annual staff engagement survey results
7.1.1.2.1. Staff complete these surveys annually, so comparison of previous results versus results following project implementation
7.1.1.3. Improved quality of care
7.1.1.3.1. Linkage between quality of care and the work environment in which the care givers function
7.1.2. 3 Qualitative Benefits
7.1.2.1. Improved perception of staff inclusion in unit and organizational operations
7.1.2.1.1. Completion of perception survey's prior and post project
7.1.2.2. Decrease in staff feelings of burnout and desire to leave the nursing profession
7.1.2.2.1. Completion of burnout survey pre and post project of those involved
7.1.2.3. Accelerated process to implement innovation into practice
7.1.2.3.1. Innovation at the bedside closes the loop bewteen research and point of care
8. 4 Timelines
8.1. Agressive Timeline
8.1.1. See attachment for spread sheet
8.1.1.1. Value
8.1.1.1.1. Fast Implementation
8.1.1.1.2. All hands on deck for success
8.1.1.1.3. Potential for quick results
8.2. Realistic Timeline
8.2.1. See attachment for spread sheet
8.2.1.1. Value
8.2.1.1.1. Managable workload
8.2.1.1.2. Appropriate time to create buy in and socialize project
8.2.1.1.3. Long term, sustained success
8.2.1.1.4. Increased time to perfect prototype
9. 5: Risk Assessment
9.1. Risks and Mediation plan
9.1.1. Lack of buy in
9.1.1.1. Leverage innovators and early adopters on unit
9.1.1.2. Potential to maximize success on nightshift (typically more downtime). Capitalize on protected, already established unit meeting time (Unit Council)
9.1.1.3. Strong socialization of project. Via different avenues of communication (lunch and learn, in person, QR codes, etc.)
9.1.1.4. Create small win early
9.1.1.5. Establish unit innovation mentor
9.1.2. Not being able to implent employee's created prototype
9.1.2.1. Develop and maintain relationship with OSU's Innovation Studio
9.1.2.2. Business case to show impact of prototype
9.1.2.3. Educate staff on Innovation/Design process
9.1.3. Lack of sponsorship/funding
9.1.3.1. Build and present a business case for senior leaders including ROI and cost analysis to support.
9.1.3.2. Leverage already established Innovation Studio at OSU
9.1.4. Not meeting metric goals
9.1.4.1. Survey/round with staff. Make adjustments via feedback and reevaluate scores.
9.1.4.2. Adaptation and evolvement to meet the needs of staff
9.1.5. Intellectual legality
9.1.5.1. Collaborate with tech transfer office at OSUWMC
9.1.5.2. Meet with Stakeholders from Innovation Studio
10. 6. Community Impact
10.1. Community Benefits
10.1.1. List of benefits to the community from this Capstone project
10.1.1.1. Nursing Community
10.1.1.1.1. Decrease in burnout leading to slow improvements in the nursing shortage
10.1.1.1.2. Insight into the innovation process and changes that can be made by those directly at the beside
10.1.1.1.3. Strengthen the ideas of shared governance and continue the initiatives set by Magnet
10.1.1.1.4. Provides a increase sense of value for the nursing staff by increasing autonomy and allowing their voice to be heard
10.1.1.1.5. Provides an escape from a high stress occupation
10.1.1.2. Healthcare Community
10.1.1.2.1. Development of new ideas and potential new technologies or devices to ease bedside care for all members of the healthcare team
10.1.1.2.2. Participation in various accreditations as they shift away from information repetition to idea development and forward thinking
11. 7. Project Impact
11.1. Capstone Project Benefits
11.1.1. Short term
11.1.1.1. Increase nurse satisfaction
11.1.1.1.1. surveys for feedback and adjust/support as needed
11.1.1.2. Increase nurse resiliency at the bedside
11.1.1.3. Floor budget adjustment
11.1.1.3.1. Think about where are budget cuts to be made to support the Spark Cart
11.1.1.4. super users or innovative champion must be readily available
11.1.1.4.1. be ready for hesitancy from staff and to be early to encourage
11.1.1.4.2. Technology support for 3-D printer
11.1.1.5. Increased amount of lunch-and-learns to promote and educate
11.1.1.5.1. need to account for who will educate and frequency
11.1.2. Long term
11.1.2.1. Increase nurse resiliency
11.1.2.1.1. staff retention on floor
11.1.2.2. Decrease cost spent on boarding new staff
11.1.2.2.1. staff on floor can aid new staff members on how the Spark carts run
11.1.2.3. Develop user friendly products developed by front line staff, for frontline staff
11.1.2.3.1. simplify workload
11.1.2.4. increased satisfaction in patient care
11.1.2.4.1. new innovative ideas support a better bedside experience
11.1.2.5. OSU looked at as a model for innovation units and driving front end experience/EBP
11.1.2.6. Be an extension of the Innovation Unit