Innovation plan

Is it Research?

YES NO, choose Level VII,
Expert Opinion

Is it a Single Study or
some type of review?

Single Study

Is it
Quantitative?

YES, it is Quantitative

Is it some type of
Experimental Study?

Experimental vs.
Non-experimental

YES, it is Experimental

Does it have the 3
Hallmarks? Random Sample,
Control Group & Intervention

Group present?

YES, choose Level II,
RCT, True Experimental

NO, choose Level III,
Quasi-experimental

Choose Level VI,
Qualitative

Review

Is it Level I or a Level V?

WORDS IN BLUE FONT ARE ACTIVE HYPERLINKS TO ADDITIONAL INFORMATION
IMPORTANT: DO NOT PRINT

D031 Resource_Updated April2022

NO, choose Level IV,
Non-experimental

NO, it is
Qualitative

WGU Evidence Leveling
Navigation Tool

7VxZc6o+G/80zrzvhR1WpZeicmoXbV26nJszESJQA6GAWz/9P2FTBLe2FnuOdqbgYwghz+/ZE0p83Zr/coFj3GENohLHaPMS3yhxHMfwIjlQymKdorumFtLYJaFnvsOIyETUialBL9XQxxj5ppMmqti2oeqnaMB18SzdbIRR+q4O0KM7MktCTwUIZpo9mZpvhFRJXGl9BU3diO8sMNEvFogbRwTPABqerZD4Zomvuxj74Zk1r0NEZy+el6fW4gndjiu/rh+8NzCQb/rtx3LYmXLIJckjuND2P9w1kCC3uBprFXv23H7uoiqSWtElzBSgSTRf0bP6i3gCoUbmM/qKXd/AOrYBai6psosntgbpbRjybdnmFmOHEFlCfIW+v4jAASY+JiTDt1D0q+e7eAzrGGE3uCfP85eXipL8EjOOTLk8wravAMtEFJCeafvYJmdyOGw61jW275izqJ2HJ64Kt0xUNC8+cHXob2knJMAgIgWxBX13Qa5zIQK+OU0PDkTQ1pN20aU11wWLlQYOJs/prfR8TwmkQSSmZYETLy5XP+ENIpkts4wkpLGx3oEoHdQBOQnHGH9bedglKQDgAWBkz2D8WjCKPxOMXOUEwMjlgLGC/Ijp1BKBiEeVtwk1AXLM/4RAzvToGFzoOcBOwTluSHssewEga6QBKzhzcgiuZIZAHesBqMtqiEnaxNWH/+MEhrbiyPMxa+f/3zyIaPRqgu9lQ54JPtlrWx6dLT+4Q9gLmdKwo8M6h3DzwAC50HDhKHWd4fvUT6hRZnPKDHo+dG0dT8l/7HoTm6DY9Ux/cUGMswsDaF6o2AqwUZuFF5LBK30IrFvTG5P7K82Xp/ZjReInj9qN24dC2X6ptxcDWZnNn5k522GG15Wn8nTAte766KHEK5RZ+nv7+qWZHX0XehC4qrEyMWD9yT44WXmcIKPZ0St94ABnO8awpljTanNmmD7sOSHCZ8Qz/JiKpG1HJkIrLZsN+hc9faoH+klGRtjqw/kHtGdW2yUmjtmuVVgpcoZmSzeRrUQ0Y8VFjGl5GnNFJx2ucvgfZ/+ObeiEPQ2d9ElD9ym2CRstxXCDyO9pAdaF/6XZ2y38w40ivkOo08D5hIjXGwpTr+/yjo4g4ZVdfoMgFCzh4i6n4oPIyACu3Ql8gTxUMKqBsUcMIXMLp0G0/9hqhZ5Dc+4QrpCTjmPaJrb3NR7fhqx6UwxafjeyeOHUkVU52448m7CH7WCZfN5/j/Gonvn2Qb5xl0XyTfqK8PCj6n4Zj9GgqWfaOqL6vOdPNDoDhInLSG3o/swg7dHvTiz7AY99ZcoO1MqNLXbuVXnWG1aZK7HWe2fgE0EaC5HUrUVB2uzlzazmzJdHmE4htXDoAY8ClExNODskatsSeRVkDpNYqiiP6lIoOmS6PKvPXHO2j93ji9SfbF7l4dsUaMZfXteheY7zWfhTwi8VLvzszysYHF36+X2l/7O1gc9xLi+7fubcXpzji+VcXpIy1IyaOaVuJQKel9LImgtG/qtXJvrJB8jU7bJKpgy6OxT5EM+pHieKOdTkQ+xq0C0TcimujRyjbrLa9ShKMdRCfxpYVJlnrFGKnHSATBuWYzUYjO6C32yINs2dMxkiUy036BQGsG/AEZggvzxEWB1T/G1qgPzPTPDGiCN6WnvoOWmjGDzBz3qo7w9qtBvAWAbQWP/uteYP0PRW6jOqbLBi88F4s95uJmCGy++T98Z4Flee3lg4q+rZ0T9MgO2bfijzeXFMKmDJYc869V91ZKrFOzJ5JYR/3ByK+zoyhdZ+2J0Z/W8NY4IK0aa8f5AwMqki36A6TiKuSapHRamDSvHq4JzMz5fyfbLChWbz2XM6/8Oc4z+7dPJznDuRhH5OqjqoypoWYQdASYZq6dz91AT/8FF4dIZmvTpvWOOO3uDvHmCVke9k6a7M/mq/3vCiPX9j5Os/HTP2hTvDJt/PWRa1NkVT7yI7O21sl2Gq3cErtrJTfSpWs3AnWtzXal4ezWqeawH5xnAfq1loLYA7rVpAepnVigddTznRzXxdchLqoHAnWmCLdqK5c3EgX8r3UQeFumIxo86c+wDnCi0OcJuLA1+ryPltinxSnE/br17qC+keeY+KI4F5rSG+gq4ulwevnVdPuhmqY3bU6TK/XeOWj33aO+elgc3s4zQwTKICA0yDqMCg/8kk56zuuQIIWcAde0FowHSBrdHRMj1gObSyTY1XnUyjiykbfxHxcEorVY3wP6G0aGlmSmAbrP9MGjou9GBg2bY5zZmp/1Aoss8eh5Mws4V73fy+ZvZoXje3efX7yflumYXP0brndVHq1vvhBX13As+e3o5V9YVvm+FOKwd/0NL7VgzB3LLqYakdgRNGo9EppHagP+RUqfyi/b4Zt5EJ7q74iVWT4dCWZZtFNafS+j2RH8bWvDyP126C2s1vkJPaeZgAz8xN3ORmY/ZN5ZyK/B7fhOzYu8BdikXL7z9X7tjtxlc/6cZv3FlduWBWPmwaCxVpjcdhYBL1ssbmr9hjnVcu+TbNXc/ugwrNPlE5aK06+i9nfqkC4dkVBSKsoabwgimXV7z5qzXI7ozB5Z6qhi+0YMrlJe2L892667tChv+22J/03g9+c9ngvBS19PcvRU2SYN+Y3+t1rLLW+e2iutd26sKf+z/OlSQbz57h9W4RI11ZL+3K9XXnwRnpUWCjKGZlkZPmSkLAUrRjD6y6IrkhzXlF5366qfitKXy2+vTU6TZ6lN9t8k++HTTJQem0++RQ69IvtXq/9UhPrl7um93bVvuGNu936E+NRqvf6rRrt0EHSqd7V6PfMyw+6DUuCAwhkhPlFHPQxjYsbdxjT8mRB8QKpcx7XBQleHHNOn6iPrdDJ2p0NNRU41f7JbkrLk5frgBFFHOAwh8NKNliV+vuvtPt1wgyAl3YoABodyhO7rstipczzw946w8vbM1ecmJWVXDxYrBVBAhHQ8DOotlO71ZKO7eHvVKqwVBlxXRhGFP8GTga8AmciNZxXBMRZyQZz+FR8Bmb2zLrjJQOrNfi6iwy+Yr4nUbstGo7NLG+f2nnMbe0s2UR4GfCuk3vqdnsROU5W6s4PKLrJGzN5ohc0flg/vTqOTtXg+1bv/m+UGWgPA/udfVebl+5yHDgSwdNBV1uSNqfp3nPuVLeX69dreteW+/qLH5/BtSGSiu3BrOeEN2r1PIXC1ElLTUb9pBdVHI8ieMJTl4hZXfdcBR8UrLzNQLGc3kC9vRrQH5rTk0N2mqismnon9XWYGrqIFqJ0sf4q9R1ri+wBj/qNhCLfEQQJe8gT5zR5N3jKyiS8sIRVjwcQ+Tr8l3lYQVn+cp3vvkf

D031- Advancing Evidence-Based Innovation in Nursing Practice Task Tips

Task Aspect Rubric Criteria – Competent Comments & Tips

A1.
Explanation of
Role

The explanation of the
innovative nurse leader role
contains accurate
characteristics of the nurse
innovator and behaviors of
innovation leadership. The
explanation is well-supported
by a scholarly reference and
includes examples relevant to
the role.

This section must include at least one reference citation from a peer-reviewed Evidence-
Based book or article.
PA task must include at least one reference citation from a peer-reviewed Evidence-
Based book or article.
Role of Nurse Innovator Resources:

▪ Cianelli, R., Clipper, B., Freeman, R., Goldstein, J., & Wyatt, T. H. (2016). The
innovation road map: A guide for nurse leaders. 
https://www.nursingworld.org/globalassets/ana/innovations-roadmap-english.pdf 
▪ Cusson, R. M., Meehan, C., Bourgault, A., & Kelley, T. (2020). Educating the next
generation of nurses to be innovators and change agents. Journal of Professional
Nursing, 36(2), 13-19. 
https://www.sciencedirect.com/science/article/abs/pii/S8755722319301176
▪ Weberg, D., Davidson, S., Porter-O’Grady, T., & Malloch, K. (2019). Leadership
for evidence-based innovation in nursing and health professions. Jones & Bartlett
Publishers. P. 13.
▪ (Weberg et al., 2019, Chapter 2, Innovative Leadership Behaviors)

https://bookshelf.vitalsource.com/#/books/9781284118100/cfi/6/22!/4/2/[email protected]:0.00

COS Unit 3

STARTING TIPS: Remember to remove template original text as you complete each section.
Paste the task instruction points into each section of the template where they best fit. Then
remove as you write about each rubric point.

A2a.
Organizational
Characteristics

The summary includes an
accurate description of
organizational characteristics of
the CoP, including type, setting,
and structure. The summary
accurately describes the
services provided and size of
the service area and offers in-

When describing the Community of Practice [CoP] cite references including the website of
the organization. If you use data from different areas of the organization’s website review
the rules for citing websites with the same name and date “APA Twins.” Organizational
structure includes the leaders of the facility possibly from an organizational chart. You’ll
want to include a description of the organizational structure – who reports to whom – the
“pecking order” so to speak. See if you can get a copy of an organizational chart for your
facility – that will give you a lot of good information – then write it up as a narrative – don’t
just insert the chart into your paper.

Task Aspect Rubric Criteria – Competent Comments & Tips

depth details about the services
provided.

Organizational structure includes the leaders of the facility possibly from an organizational
chart.
Organizational Structure Resources:
https://www.heflo.com/blog/business-management/small-business-organizational-
structure-examples/
https://smallbusiness.chron.com/operations-executive-job-descriptions-808.html

A2b.

Demographics

The summary of the
demographic characteristics of
the population served is
effectively supported with
quantitative and qualitative
data. The characteristics
described are plausible and
appropriate to the population
served.

They’ll want to see the specific demographic data/breakdown (by age and ethnicity etc. that

you will obtain from the US census bureau). This section must include both quantitative

(percentage of) and qualitative (age/gender/ethnicity) data. Cite references for this

information such as https://www.countyhealthrankings.org/

or http://census.gov

A2c. Team

Member Roles

The team members are
accurately identified and their
respective roles are relevant to
the proposed change. The
summary encompass informal
and formal roles.

List each team member as well as both the formal and informal roles. Formal roles could
include the team member’s job description. Informal roles are activities that are performed
but are not a part of the person’s job description. Include yourself on the team!

Swensen S., Pugh M., McMullan C., Kabcenell A. (2013). High-impact leadership: Improve
care, improve the health of populations, and reduce costs. [IHI White Paper]. Please note: In
order to download this whitepaper, IHI.org asks that you create a free account, then the PDF
will download to your computer.

Eggenberger et al. (2014). Creating high-performance interprofessional teams. Retrieved
from
https://www.americannursetoday.com/creating-high-performance-interprofessional-
teams/

Task Aspect Rubric Criteria – Competent Comments & Tips

Brickman, J. (2016). How to get health care employees onboard with change. Harvard
Business Review. Retrieved from
https://hbr.org/2016/11/how-to-get-health-care-employees-onboard-with-change

COS Unit 3 Module One; Topics 1 and 2; Unit 5, Module 1, Topic 3

A2d. Shared
Team Values

A summary is provided of the
shared goals of the organization
and the team. The discussion is
supported by real examples.

Provide specific examples of shared team member goals and values that drew the
team together to create this innovation. Connect the shared team values with a specific
mission or vision from the organization [CoP].

Weberg, D., Davidson, S., Porter-O’Grady, T., & Malloch, K. (2019). Leadership for evidence-
based innovation in nursing and health professions. Jones & Bartlett Publishers.
Weberg et al., (2019). Chapter 2, p. 29-
30 https://bookshelf.vitalsource.com/#/books/9781284118100/cfi/6/20!/4/190/2/[email protected]:18.3

A3. Discussion
of Internal
and External
Factors

The submission discusses
internal and external factors
that prompted the innovation
proposal, and the factors
discussed are plausible.

Include internal and external factors that prompted this proposal by the CoP. The discussion
must be grounded in evidence [cite references]. Include internal and external factors that
prompted this proposal by the innovation team. Internal and external factors could be
either positive or negative that led to the need for this innovation.

Weberg et al., (2019). Chapter 1, p. 26
You are essentially being asked to analyze the health care organization that you are

examining (the CoP) and for which you are proposing an innovation ….you might want to

perform something called a SWOT Analysis.

Evaluate the Community of Practice ( CoP)

SWOT Analysis is a method used to evaluate the Strengths, Weaknesses, Opportunities, and

Threats that exist in the area in which the CoP functions. In this context, it is used to assess

the environment in which the CoP functions as well as resources and needs that add to the

picture. SWOT analysis uses both internal and external factors that may impact the CoP.

Internal factors, including strengths and weaknesses, reside within the CoP and its members,

while external factors, opportunities and threats, are external to the CoP. Once these critical

Task Aspect Rubric Criteria – Competent Comments & Tips

factors are identified, they are used to create the goals that members of your CoP would like

to achieve.

SWOT Analysis

Strengths: internal positive attributes of the CoP that can facilitate activities

Weaknesses: internal attributes of the CoP that may hinder achievement of its activities and

goals

Opportunities: external conditions that may facilitate activities of the CoP

Threats: external conditions that may stand in the way of CoP activities

A4. Alignment
to Strategic
Initiatives

The assessment of the

alignment of the proposed

innovation with other

professional, regulatory, or

governmental strategic

initiatives is accurate and

relevant to the proposed

innovation.

Strategic initiatives are the means through which an organization translates its goals and
visions into practice. This material will come from the student’s outside research.

Cite references within the body of the paper and reference list.

This may include personal communication, if applicable. Personal communication is only
cited in the body of the paper, not in the reference list.

Professional, regulatory, or governmental strategic initiatives include CDC, Healthy People
2020, Joint Commission, Professional Organizations like nurse practitioner organizations,
ANCC, etc.

A5. Purpose
Statement

The purpose statement is clear,
relevant to the proposal,
meaningful, applicable, realistic,
and specific. It is clear how the
purpose statement supports
the success of the proposed
innovation.

Include one statement that describes the overall direction or focus for the proposed
innovation. For example The [ “purpose,” “intent,” or “objective”] of this proposed
innovation is to [“Improve,” “expand,””increase”]____.

Task Aspect Rubric Criteria – Competent Comments & Tips

A6. Innovation
Goal

The goal statement for the
innovation uses the SMART+C
format and is relevant to the
proposed innovation.

The SMART-C goal is more specific and measurable than a purpose statement [A5].

SMART-C [Specific, Measurable, Attainable, Relevant, Time-bound, and Challenging].

Challenging =They stretch the group to set its aims on significant improvements that are
important to members of the community.

B1. Scholarly
Sources

5 sources from
scholarly peer-
reviewed journals
are accurately
identified and were
published within the
past 5 years. All of
them are relevant to
the proposed
innovation.

Prior to writing this section, search the WGU library and Internet to identify credible sources that
contain relevant information on your innovation topic. Select the top five sources that are most
relevant to your innovation plan.
In this section, you will present the results of your search by completing the Relevant Sources
Summary Table, which will list key findings from your sources.

https://ininet.org/goal-setting-the-smartc-way.html

https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/create-objectives/main

B2. Presentations

of Findings

The Relevant
Sources Summary
Table is complete
and includes a
detailed summary of
each source
identified in part B1.
Each summary is
appropriately
related to the
proposed
innovation.

In this section, you will present the results of your search by completing the Relevant Sources
Summary Table, which will list key findings from your sources in correct APA formatting. Describe
in detail specific aspects of the study or article.

B3. Evidence
Strength and
Hierarchy

The evidence
strength and
evidence hierarchy
of each chosen
source in the
evidence critique
table is accurately
identified, using the
Strength of Evidence
information in the
study plan.

List the level of evidence in the Relevant Sources Summary Table. Follow Levels of Evidence document in
COS. List the level of evidence in the Relevant Sources Summary Table. Follow the WGU Levels of Evidence
document located under “Assessments” under the “Supporting Documents” tab in the course of study.

You do not have to name the exact hierarchy category, just the general title.

Level I: Meta-analysis, Systematic Reviews, Integrative Reviews, National Practice Guidelines
Level II: Randomized Controlled Trial and Experimental
Level IV: Nonexperimental
Level V
Level VI
Level VII

Here is an example of how to level an experimental research article (level II) below:

(Note – you are not required to include a level 2 article – this is just an example to show you how to set it
up)

Table 1.

Relevant Sources Summary Table

Reference Citation Relevant Findings

Level of

Evidence

Hierarchy

Downey, C., Randell, R., Brown, J., &

Jayne, D. G. (2018). Continuous versus

intermittent vital signs monitoring using a

wearable, wireless patch in patients

admitted to surgical wards: Pilot cluster

randomized controlled trial. Journal of

Medical Internet Research, 20(12),

e10802. https://doi.org/10.2196/10802

There were 226

patients in this trial,

140 were

randomized to

continuous remote

monitoring and 86 to

intermittent

monitoring alone.

Continuous

monitoring was

provided by a

wireless patch, worn

on the patient’s

chest, with data

transmitted

wirelessly every 2

minutes to a central

monitoring station or

a mobile device

carried by the

patient’s nurse. On

average, patients

receiving continuous

monitoring were

administered

antibiotics faster

Level II Randomized

controlled

trial (RCT)

after evidence of

sepsis had a shorter

average length of

hospital stay and

were less likely to

require readmission

within 30 days of

discharge.

B4. Synthesis of
Literature

The synthesis of the
findings from the
sources in part B1 is
specific to the
proposed innovation
and logically
presented. It
accurately identifies
and synthesizes
patterns, trends, and
gaps in the
literature.

Compare and contrast the information from the five sources. Sources may have used similar
methods to one another or had findings that were inconsistent with the other sources. Be sure to
cover patterns, trends and gaps or explain if no gaps in the literature exist.

Seek the common points or themes, Describe the interventions in the articles.

COS p 29 unit 3 HAS AN EXAMPLE OF SYNTHESIS.

B5.
Recommendations

The developed
recommendations
incorporate the
summary findings
from the literature,
and are appropriate
for the proposed
innovation. The
recommendations
are clear, specific,

Make recommendations based on the literature. The recommendation should reflect the need

for the innovation, based on literature synthesis and what was found in the literature. How will the

student proceed with the innovation based on the literature findings?

and logical.

C1. Idea
Generation
Process

The explanation is
comprehensive and
includes specific
details about the
process used to
generate ideas from
the CoP. The
explanation is
relevant to the
proposed
innovation.

Discuss in detail the process you used during your clinical practice experience (CPE) to identify the
innovative idea.

Discuss consensus decision making process used during CPE to identify the innovative idea. Be
specific. [You can copy and paste some information from CPE Phase 2].

a. https://www.lmpartnership.org/tools/interest-based-problem-solving-and-consensus-decision-
making then click pdf
b. D031 COS p. 19, Kea, B., & Sun, B. (2015). Consensus development for healthcare professionals.
Intern Emergency Medicine, 10(3), 373–383.
c. https://www.movetoamend.org/consensus-decision-making
d. https://www.sciencedirect.com/science/article/pii/S2212017313002090
e. https://www.consensusdecisionmaking.org/

C2. Data Examples The examples of big
and small data
provided are
practical and
relevant to the
current healthcare
setting. Key
examples are
provided, or their
absence is
reasonably justified.

Be sure to describe examples of the use of both big and small data in the facility where innovation
will occur. The big and small data do not have to relate to the innovation. In contrast to big data,
small data is a data set of very specific attributes that can be created by analyzing larger sets of
data.

*You can go back and review the PA Task FAQs recorded cohort for help on this aspect

*Small data is data in a volume and format that makes it accessible, informative and actionable.
… Big data is often said to be characterized by 3Vs: the volume of data, the variety of types
of data and the velocity at which it is processed, all of which combine to make big data very difficult
to manage.

Here is a link to an article that outlines the difference between the two as well as the importance of

both in the health care setting…

https://blog.trigent.com/the-importance-of-small-data-vs-big-data-for-

healthcare/#:~:text=Small%20data%20helps%20them%20by,a%20certain%20period%20of%20time.

C3. Big Data
Support

The discussion
demonstrates an
accurate
understanding of
how big data can be
used to support the
proposed
innovation.

Compare the current situation with the projected outcomes using data. Health plans can also
leverage data to be more predictive and proactive in outreach to at-risk members. Big Data
initiatives may uncover potential risks in certain members based on the analysis of aggregated
behavior, demographic, and claim data. Payers can then offer preventative information.

• Weberg, D., Davidson, S., Porter-O’Grady, T., & Malloch, K. (2019). Leadership for evidence-
based innovation in nursing and health professions. Jones & Bartlett Publishers. Chapter
8, P. 245. https://bookshelf.vitalsource.com/#/books/9781284118100/cfi/6/36!/4/50/[email protected]:86.5

C4. Technology
Enhancements

The described
technology
enhancements are
specific, appropriate,
and feasible for the
proposed
innovation. The
description includes
details about the
proposed innovation
and a plausible
justification for the
identified
enhancements.

Write about any necessary improvements to the existing technology.

Does there need to be new or upgraded technology to successfully launch the innovation, such as
software or hardware?

D1. Disruption The analysis
demonstrates an
accurate and in-
depth understanding
of disruption
relevant to the
proposed innovation

This section is to be ‘in-depth,’ so include substantial details. Cover all three areas: individuals,

processes, and organizations

This section is to be ‘in-depth,’ so include substantial details. Cover all three areas: individuals,
processes, and organizations. P. 54 of COS.

and clearly identifies
its potential impact
on individuals,
processes, and
organizations.

One of the roles of an innovative leader is to be a disruptor. If there is an idea that is worth trying,
disruptors push to test the implementation of the idea, even if it means treading into new
territories. By the way – disruption is not meant to be a bad thing…Think of it this way, WGU has
‘disrupted’ how people access higher education in that learners no longer need to attend a brick
and mortar institution and learners don’t need to be confined by rigid time schedules. Has there
been resistance to this notion across the board? Sure – but sometimes we need to shake things up,
right?

The view that we have never done it that way before is not a reason to shelve a new
idea. Weberg et al. (2019), Chapter 6, p.
179 https://bookshelf.vitalsource.com/#/books/9781284118100/cfi/6/32!/4/102/[email protected]:21.5

Boehmer, K., Shippee, N., Beebe, T., & Montori, V. (2016). Pursuing minimally disruptive medicine:
Disruption from illness and health care-related demands is correlated with patient capacity. Journal
of Clinical Epidemiology, 74, 227-236. https://doi.org/10.1016/j.jclinepi.2016.01.006
Christensen, C., Raynor, M., & McDonald, R. (2015). What is disruptive innovation. Harvard Business
Review, 93(12), 44-53. Retrieved from http://pedrotrillo.com/wp-
content/uploads/2016/01/Whatisdisruptiveinnovation.pdf

D2. Strategies to
Mitigate
Challenges

The developed
strategies are
specific and feasible
to mitigate the
challenges of
disruption for
individuals,
processes, and
organizations.

List how to address any problems or resistance that you may encounter as a result of launching this
innovation. Focus on the positive effect of the disruption. List how the challenges
disrupt individuals, processes and organizations.

D3. Leverage
Benefits of
Disruptive
Innovation

The discussion
includes a practical
and plausible
explanation of how
the proposed
innovation can
leverage benefits of

Write about the ways that you can maximize the benefits of the disruptive innovation. Cover all
required areas related to cost-effective, quality healthcare outcomes. As an example, if a patient
education program via IPad saves a nurse time, this is a benefit to be leveraged.

disruptive
innovation relevant
to identified cost-
effective, quality
healthcare
outcomes.

E1. Diffusion of
Innovation

The discussion
demonstrates a
comprehensive and
accurate
understanding of
diffusion of
innovation and
appropriately relates
relevant information
to the proposed
innovation
implementation
plan.

Define Roger’s Diffusion of Innovation theory and explain how this could unfold as the proposed
innovation is applied at the target facility. You should not only focus on the levels of adopters but
also how people decide to adopt or reject an innovation.

Pg. 63 D031 COS. Kaminski, J. (2011). Diffusion of innovation theory. Canadian Journal of Nursing
Informatics, 6(2). Retrieved from http://cjni.net/journal/?p=1444

Dearing, J. W. & Cox, J. G. (2018). Diffusion of innovations theory, principles, and practice. Health

Affairs, 37(2),183-190. www.doi.org/10.1377/hlthaff.2017.1104

You may use some information from CPE Phase 3 here.

*Please see the Roger’s Theory of Diffusion of Innovation recorded cohort*

E2. Innovation
Action Plan Table

The Innovation
Action Plan is
submitted using the
template provided in
the task directions.
The information in
the table is practical,
accurate, and
relevant to the
proposed
innovation.

Include all details listed in the table. This section may contain some information from section A2c.

This information can come directly from CPE Phase 3 here.

These could be the same team members from the original CPE innovation team but it could
include other relevant members.

E3. Financial
Implications

The discussion
includes thorough
consideration of the
financial implications
for all stages of the
implementation for
the proposed
innovation. The
discussion is
supported by
specific, relevant,
and accurate details,
and it is meaningful
to the planning
process.

Review the costs that could occur during all stages of implementation [Planning, Implementation,
Evaluation phases] including materials, salaries, training, IT specialist hours or design of a
program, etc. If the innovation will save money or increase reimbursement, students may discuss
that as well.

E4.
Interprofessional
Communication
Plan

The communication
plan considers all
logistical
components of
facilitating the
innovation and its
usability including
but not limited to
who will give and
receive
communication,
what will be
communicated, and
when and where the
message will be
communicated. The
discussion is specific
and relevant to the
proposed
innovation.

Include all aspects of this rubric point. Discuss who will communicate with leadership and
stakeholders. (Who, what, when, where). This info will come from your CPE.

E5. Evaluation The discussion
details a specific,
measurable, and
clear plan for
evaluation. The
connection to the
purpose statement
and innovation goal
is clear.

This connects back to A5 and A6 of the purpose statement and the SMART-C format. Describe what
the success of innovation would look like. You can measure success with a benchmark or goal. One
measure to evaluate is if the SMART-C goal was met.

F1. Purpose and
Rationale

The submission
reiterates the
purpose statement
and rationale, and
both are clear,
accurate, and
relevant to the
proposed
innovation.

Explain the purpose of the proposed innovation. This is essentially a conclusion that incorporates
rubric sections A5 and A6, the purpose statement and SMART-C goal.

F2. Reflection The reflection is insightful as it relates to the key
tenets of the process of innovation. Significant
personal experiences with the process of
innovation are referenced.

Students may write this reflection of the development of this
innovation proposal in first person.

F3. Strengths and
Challenges

The discussion includes specific and relevant
examples of strengths and challenges relating to
the process of developing the proposed
innovation plan.

Name a few strengths and challenges that you and / or CoP
encountered during the CPE. Describe lessons learned regarding what
worked well, as well as obstacles encountered while working with
the innovation team and/or on the CPE activities.

F4. Future
Initiatives

The discussion of how lessons learned from this
experience can be applied to future initiatives is
clear, insightful, and logical.

Describe lessons learned regarding what worked well, as well as
obstacles encountered while working with the CoP and/or on the CPE
activities. How can lessons learned during the CPE and PA task process
be applied to future innovations?

G. APA Sources The submission includes in-text citations and
references for content that is quoted,
paraphrased, or summarized and demonstrates a
consistent application of APA style.

The references provided in the D031 paper template are examples of
APA formatted documents. Be sure to DELETE any references in the
template that you have not cited in the body of the paper.

https://apastyle.apa.org/blog
https://cm.wgu.edu/t5/Writing-Center-Knowledge-Base/I-Need-Help-
with-APA-7th-Edition-Style/ta-p/33524

H. Professional
Communication

Content reflects attention to detail, is organized,
and focuses on the main ideas as prescribed in
the task or chosen by the candidate. Terminology
is pertinent, is used correctly, and effectively
conveys the intended meaning. Mechanics,
usage, and grammar promote accurate
interpretation and understanding.

WGU Writing Center is a great resource for writing tips.
The Writing Center offers a variety of options for student
support for APA, professional communication concerns, and the writing
process, ranging from self-serve resources to live events.  Encourage
students to use these resources as soon as they begin writing a task.
One-on-one student appointments should be reserved for students
with the greatest need. If the student needs a one-on-one session,
please contact the Writing Center at [email protected]

Running head: TRACKING SUPPLIES IN THE EMERGENCY ROOM 1

Tracking Supplies in the Emergency Room

NAME

College of Health Professions, Western Governors University

D031: Advancing Evidence-Based Innovation in Nursing Practice

TEACHER

12/20/2021

TRACKING SUPPLIES IN THE EMERGENCY ROOM 2

Tracking and Accounting for Supplies in the Emergency Room

(A)Innovation Proposal

Working in the Emergency Room has its challenges; one of those challenges is not having

enough supplies. This could be from multiple patients with the same complaint, overuse of

product, or supply chain shortages in receiving the product. Due to the 2020 pandemic, there

have been disruptions in supply chain distribution. Healthcare is being directly affected; as

stated by Reed (2021), “Shortage of health care supplies can quickly jump from a nuisance to a

life-or-death proposition. They indicate serious vulnerabilities in the U.S. health care supply

chain.” The supply chain issue has forced healthcare workers to be innovators, thinking smarter,

not harder, becoming creative engineers when the supply is unavailable, and minimizing what is

needed for the desired outcome. Healthcare facilities have been working through short supplies

for over a year due to supply chain disruption and inappropriate or overuse of materials for

specific procedures. In the chaos of the ER, in a critical situation, we are finding too many

supplies are getting opened and not used. For example, a critical patient could need a central line

for certain medications; two central-line kits get opened on accident, one gets used, and one gets

thrown away. This waste is decreasing what is already low and unavailable.

An innovative way to track supplies and decrease unusable supplies is an electronic

tracking system. All items are scanned under the patient’s name before being taken out of the

supply room. Inventory tracking systems would be a costly upfront expenditure. Still, it would

be cost-effective with long-term use by reducing unused materials inventory protection,

improving inventory count accuracy, and accurately charging a patient for materials used

(Healthie, 2021). There will also be a designated procedure supply quick reference flipchart for

staff to gather only the necessary supplies needed. Hoping to decrease the number of supplies

TRACKING SUPPLIES IN THE EMERGENCY ROOM 3

opened and not used for a procedure.

Role of Innovative Nurse Leader

The seventh provision in the American Nurses Association code of ethics states, “The

nurse, in all roles and settings, advances the profession through research and scholarly inquiry,

professional standards development, and the generation of both nursing and health policy.”

Meaning a nurse must advocate for change. The role of a nurse innovator is to be an agent of

change by supporting technological advancements, continuing education, aiding in the

innovation process with input, as consultants, participating in research, and data gathering

(Thomas. TW, et al., 2016). Characteristics of being an innovative nurse leader are supporting

proactive thinking and facilitating a growth mindset by promoting the nursing process, critical

thinking, experience, and teamwork to provide positive outcomes, such as new models of

efficient care, processes, safety practices, and new policies.

In being an innovative nurse, I propose a better way of tracking the supplies in the

emergency room (ER) where I currently work by installing a bar code scanning system to keep

an up-to-date, accurate inventory in the ER. As well as a quick reference flip chart of supplies

needed for emergent procedures completed in the ER. Due to supply chain disruptions, supplies

are limited; we cannot afford to waste or not use all supplies opened. Yet there is no tracking

system for supplies, and there is no education on what is needed for emergent procedures

currently in the ER. This innovated way of tracking supplies, staff would have to scan each item

required before taking it out of the supply room. The quick reference flip chart of procedure

supplies will have a detailed list of what is needed for each procedure provided and where to find

it in the supply room. The flip chart will hang in the supply room next to the scanner, making it

easier to look up what is needed and scan the item. This would serve anyone in the ER,

TRACKING SUPPLIES IN THE EMERGENCY ROOM 4

including temporary staff. This would promote efficient care safety practices and support

technological advancements.

An anticipated disruption is staff not scanning the item before taking it out of the supply

room. This would be managed by proper education and explaining why this is an essential step

in the procedure process. Staff would be educated on scanning before removing the item, but

staff could scan items after being used in certain emergent situations. This would not be ideal,

but it is an alternative to getting the items scanned for inventory.

Summary of Community of Practice

My innovation plan is to better the process currently used in the Emergency Room to

track supplies. My agency is a small community hospital in a rural outskirt west of Salt Lake

City, Utah, run by Stewart Healthcare and in partnership with physician owners (Steward Health

Care. n.d-a). The hospital is a full functioning, five-floor facility, offering 24-hour emergency

care with onsite radiology, laboratory, woman, and newborn services, both emergent and elective

surgeries, as well as behavioral health. It is a trauma 3, stroke, and STEMI receiving facility and

has been labeled one of the busiest trauma three emergency rooms in the state (Steward Health

Care. (n.d-b). Staffed 24-hours with physicians, nurses, aids, and non-clinical staff.

Located in West Valley City, Utah population just over 133,000, second largest city in

Utah, with the leading population of Hispanic/Latino and Pacific Islander in the county (Biggest

US cities, 2021). The average health care coverage is 52.1% employer coverage, 18.3%

uninsured, 13.3% Medicaid, 6.2% Medicare, 1.2% military or VA benefits, and 8.8% non-

grouped, with the percent of uninsured citizens increasing in the last year due to the pandemic

(World population review, 2021). The average poverty level is 12.5% in the city and has the

highest crime and drug rates in Salt Lake County.

TRACKING SUPPLIES IN THE EMERGENCY ROOM 5

Identifying stakeholders were those directly involved with the hospital and department

processes and understanding the importance of maintaining an accurate account of materials,

supplies, and equipment. One of the most important and formal key stakeholders is the Chief

Nursing Officer (CNO) for the hospital. This role is essential due to the CNO’s responsibility to

manage budgets, oversee nursing processes, and overall patient care. It is the CNO’s role to

understand how this innovation will affect the Emergency Department/Room (ED/ER) and have

a ripple effect on other departments and patient care. The CNO will need to approve the

innovation funding and be a part of the implementation process. The following key stakeholder

in an informal role are the Physicians. The Hospital is a physician-owned partnership. Thus,

having the physicians involved is crucial to getting funding and approval for the innovation. It is

an informal role due to the lack of involvement the physicians will have in the actual innovation

process. Department directors of materials and ED are key stakeholders that will play an

essential formal part in the innovation. They know how their department operates and

understand where to help provide the best possible patient care. Having the directors involved in

the process will help facilitate the completion and education of the innovation. Charge nurses

have an informal role as stakeholders; it will be their responsibility to help educate the staff on

the new processes and represent the innovation once complete. Lastly, the nurses are key formal

stakeholders. It will be the nurse’s responsibility to maintain the innovation, help with

evaluation of the new process and help make changes as needed for the emergency department.

The number one goal of all the stakeholders is to provide good quality care. Jordan

Valley Medical Center, West Valley Campus’s mission statement reads, “to provide the

community with excellent healthcare.” To provide excellent healthcare, we need the supplies

and materials. This innovation will allow us to track supplies, better understand what is required

for each procedure in the ER, and help the ER be better prepared to provide excellent healthcare

TRACKING SUPPLIES IN THE EMERGENCY ROOM 6

to one of Salt Lake County’s highest poverty communities. Knowing what is available is key to

learning how to handle a situation when it arises in the Emergency Room. Each stakeholder

understands this and is willing and able to do their part in making sure we succeed as a

department and as a hospital.

As stated at Jordan Valley Medical Center, West Valley Campus, the values they stand for

incorporate accountability – we encourage creative thinking to promote quality and excellence in

healthcare delivery and safety – we strive to provide a culture focused on reducing the risk of

harm, on naming two (Steward Health Care. n.d-a). These two values precisely align with the

goal of the innovation to have an electronic inventory tracking system and a quick reference

procedure supply flipchart. The innovation has promoted creative thinking that will ultimately

help nurses in the ER be accountable for the supplies needed for patient care, decreasing costs,

keeping an accurate inventory log, reducing the risk of not being prepared with what is available

in doing so reducing the risk of harm and promote quality and excellent healthcare delivery.

Internal and External Factors

External factors that have prompted this innovation are the shortage of healthcare

supplies and the supply chain issues arising across the nation. Low supplies or no supplies

available have forced nursing staff to think creatively about caring for patients. I am not only a

nurse in the ER, but I also do all the ordering and management of supplies for the ER. I am in

constant contact with the materials department. I receive updates from manufacturers on back-

ordered items or how they are not receiving the materials needed to make their products.

Internal factors have changed due to the external factors and what is available. In the ER,

it is essential always to be prepared; it is never known what will come in next. But due to

limited supplies, it has changed how, we as ER nurses, prepare for patients and situations.

Instead of opening all potential items or supplies, we now get the things out but do not open

TRACKING SUPPLIES IN THE EMERGENCY ROOM 7

them until they are needed. This has decreased the number of supplies going to waste due to not

being opened. It has caused a delay in responding to situations because now we have to open the

item and set it up to use. An example of this would be suction supplies. In my facility,

disposable suction canisters are on backorder from the manufacturer. In the past, I would open

all items and set it all up if there was the potential; I would need to suction my patient. Now I

get it all out and sit on the side until I know I will need it. There have been occasions where I

have required suction but did not have any of the supplies. This puts stress on me as the nurse,

me as the one responsible for ordering supplies, the charge nurse is trying to help gather supplies,

materials department in not having or running allocated supplies to the ER, and the hospital for

not appearing to be fully equipped and ready to take care of patients. Thus, therefore I feel it is

essential for this innovation of a tracking system in the ER to prevent unneeded stress and the

potential for harm.

Innovation Alignment

A part of hospital management is making sure the right product is available for the

patient; there has been an increase in the quality compromising of supplies. The Joint

Commission is a “Global driver of quality improvement and patient safety in health care.” (Joint

Commission, 2022). The goal of the Joint Commission is to make sure all facets of health care

practices are safe, including the supply chain. In 2017 Joint Commission came out with The

Effect of Illicit Supply Chains on Patient Safety, A White Paper, outlining the dangers of supply

chain management and non-regulatory medical devices. In the executive summary, it states,

“Counterfeit, contaminated, adulterated, diverted, quality-compromised, and/or illegally

obtained medical devices and supplies are on the increase… and this reality poses a

significant risk to patient safety and health care organization integrity.”

(Mansur, J., Joint Commission International. 2017)

TRACKING SUPPLIES IN THE EMERGENCY ROOM 8

This is truer now than in 2017. The supply chain has been internationally affected by the 2020

pandemic global shutdown. Multiple national lockdowns continue to slow or even temporarily

stop the flow of raw materials and finished goods, disrupting manufacturing as a result (Harapko,

2021). Healthcare facilities are in desperate need of some specific medical equipment. There is

a threat that supplies are in danger of being counterfeited, contaminated, adulterated, diverted,

quality-compromised, and illegally obtained, making supply management even more critical and

necessary. For example, at my facility, 10cc saline flushes were on backorder and allocated

throughout the Utah region hospitals. The supplier has been unable to get the materials needed to

manufacture flushes. Being a nurse, that is something that seems simple yet necessary to proper

healthcare delivery. To make our own flushes, the rules and regulations were such that our

facility did not have the right equipment. This innovation will help track the number of flushes

used and keep an inventory of what is left to help manage the quantity for the specific

departments and the hospital while keeping within the Joint Commissions’ guidelines for safe

and proper materials handling.

Purpose of the Innovation

The innovation aims to implement an electronic tracking system for supplies to improve

tracking inventory to ensure the appropriate supplies are available for optimal quality healthcare.

With the goals of limiting the unused supply waste, have an up-to-date account of supplies

readily available, be prepared for supply shortages, and list proper equipment and supplies

needed for each procedure completed in the emergency department.

Goal for the Innovation

The goal for the innovation is to support healthcare workers in the emergency department

with appropriate materials needed to promote positive patient outcomes, increase supplies,

and be better prepared for future supply chain issues. Within a year of the electronic

TRACKING SUPPLIES IN THE EMERGENCY ROOM 9

inventory tracking system, it will be measured by the increase in supply inventory, amount of

money saved on acquiring priority items when stock is low instead of entirely out, and paying

the premium by having an up-to-date inventory list and decrease patient incidences with poor

outcomes. The challenge of this innovation is the transition time when the electronic tracking

system is being installed, education on the system, and the introduction of the system for use.

(B) Relevant Sources Review

Table 1: Relevant Sources Summary Table

Reference Citation Relevant Findings
Evidence
Strength

Evidence
Hierarchy

Sardar M. N. Islam. (2020).
Digitalization of Supply Chain
Management and Firm
Performance: Structural
Equation Modeling and
Empirical Findings. Nova.
https://eds.s.ebscohost.com/eds/e
bookviewer/ebook/bmxlYmtfXz
IyNTY5NDlfX0FO0?
sid=20c37627-3302-424d-b0ff-
[email protected]&vid=9&h
id=http://eds.s.ebscohost.com/&f
ormat=EB

This book examines whether digitalization
in supply chain management is adequate
and the impacts on the organization. The
author developed and tested a framework
model that proposes supply chain
capabilities using information
technologies from researching different
information technologies available. A
quantitative methodology was used to
examine other information technologies
for the supply chain management. The
results indicated that electronic integration
had a positive impact on the organization.
Thus, this study further proves that the
proposed innovation will positively
impact the hospital, staff, and patients.

Level V Meta-
syntheses

Dharmapalan, V., O’Brien, W. J.
(2018) Benefits and Challenges
of Automated Materials
Technology in Industrial
Construction projects.
Proceedings of the Institution of
Civil Engineers – Smart
Infrastructure and Construction
171(4): 144–157,
https://doi.org/10.1680/jsmic.19.
00009

Even though this article has to do with
construction sites, I was interested in the
positives and negatives found with the use
of automated materials locating and
tracking technologies (AMLTTs). The
benefits were accurate and timely material
information, reduced misplacement, and
optimized logistics. Some challenges are
data integration, data management,
maintenance costs, lack of
implementation, and process knowledge.
I gained some new insight into some

Level VI Qualitative
research
method

TRACKING SUPPLIES IN THE EMERGENCY ROOM 10

challenges I did not think of.
Harris, A. M., Harris, C. M.
(2019). Methods for Improving
Materials Management.
Physician Leadership Journal,
6(4), 55-60.
https://eds.s.ebscohost.com/eds/p
dfviewer/pdfviewer?
vid=26&sid=20c37627-3302-
424d-b0ff-
a9e36d5d0675%40redis

The title caught my attention, and I feel
like this is a very similar problem that the
proposed innovation will fix. In this
article, a multidisciplinary team of OR
staff was put together to come up with a
solution to fix the inventory problem in
the OR. A timed delivery Kanban card
system (TDKCS) was used to improve
support the material management.
Flowsheets were used to educate OR staff
on the new inventory process. It reports
advantages such as minimal cost for
implementing and maintaining, improving
financials, decreasing expedited freight,
and increasing staff presence with
patients, potentially increasing patient
safety and satisfaction. The most
significant disadvantage mentioned was
the rapport and trust between the two
departments, materials management and
OR. I feel this disadvantage is also
concerning to implementing the proposed
innovation. To help manage this
disadvantage was small integration at a
time. Unfortunately, that will not be the
case with this innovation.

Level VII Quality
Improvement
Projects

Francis, J.R. (2020).
Implications for Supply Chain
Management. Frontiers of
Health Services Management,
37(1), 33-38.
https://doi.org/10.1097/HAP.000
0000000000092

This article explains how the pandemic
affected the supply chain to the Mayo
clinic. It describes how task forces were
created to figure out how the Mayo Clinic
would get supplies to care for patients,
how the was an enterprise collaboration
with standardized practices, conservation
of PPE, and new sources of PPE such as
making face shields from 3D printers. It
explains how the lessons learned from the
pandemic have shifted the preservation of
supplies. How having an innovative
culture has proven beneficial, and how all
healthcare needs to acquire new
innovation skills. It states that investing
in inventory management technology is
imperative, creating a balance of
inventory and distribution is necessary.

Level VII Specialist
Opinions

TRACKING SUPPLIES IN THE EMERGENCY ROOM 11

Sarkis, J. (2020). Supply chain
sustainability: learning from the
COVID-19
pandemic. International Journal
of Operations & Production
Management, 41(1), 63-73.
http://dx.doi.org/10.1108/IJOPM
-08-2020-0568

This article provides insight for a
sustainable supply chain in post covid
pandemic conditions. It explains how the
supply chain has been affected
internationally and how it has turned to a
buy local focus. But with buying local,
there are concerns about how it will affect
the economy and ecosystem, focusing on
being green for the environment. It talks
about how technology has been
transformed, more people working from
home, and more technology used to help
decrease the number of people, thus
promoting social distancing. Companies
need to focus on circular economy and
sharing economy to positively impact
supply chain sustainability and resilience.

Level VII Specialist
Opinions

Synthesis of the Literature

I reviewed several sources concerning supply chain management and the effects of the

covid pandemic. Sources revealed a pattern of how preparation is a key in preventing supply

chain disruptions. Whether relationships with multiple supplies, innovated thinking, better

storage capability, buying local, and a more efficient way of handling and tracking supplies. The

trends focus on more technology and fewer people involved with materials management, such as

using an automated handling system and tracking system. Yet also focused on how healthcare

workers need to innovate with supplies available, not wasteful, and accountable. I feel the gaps

in some articles are how it was presented that healthcare workers need to be more responsible for

supplies. I agree with that statement; some of the articles do not understand what it is like to

work with patients and need supplies. The proposed innovation is to help with this situation.

Still, it is being handled by individuals who work with patients and understand what needs to

happen to be both accountable for supplies yet not being detrimental to the patient. I felt some

TRACKING SUPPLIES IN THE EMERGENCY ROOM 12

articles were written by individuals who do not work with patients and have unrealistic

expectations of handling supplies.

Recommendations for the Innovation

The article Methods for Improving Materials Management talked about how the OR staff

was affected by low supplies and how staff would hide supplies in lockers for a “just in case”

situation (Harris. Harris, 2019). That is something that is happening where I work. They could

find a solution by including the OR staff in using a Kandan card system. Staff was educated on

the system; small steps were taken to implement the plan until a successful and less stressful

transition. I recommend the proposed innovation take the same approach with small steps in the

transition of the supply room tracking. First, introduce the procedure supply flipchart to the

staff. This gives the staff opportunity to become familiar with what is needed for the standard

procedures in the emergency room. Then reorganize the supply room; when that is complete,

allow staff time to get used to where items are located before implementing scanning. Allowing

staff time to become familiar with procedures and where supplies are located in the newly

reorganized supply room will help decrease staff stress with all changes happening at once.

When the scanning is implemented, the staff can then focus on scanning because they will

already have confidence in the supply room.

(C) Methods

Process to Generate Ideas

A meeting was held with the stakeholders of the emergency room, including the head

medical physician, the ED director, ED leadership team, both day and night shift charge nurses,

and chief nursing officer for the hospital. Each stakeholder presented a concern for the

emergency department. After each concern was discussed, it was concluded that each concern

centered on supply availability and materials management. Stakeholders presented a further

TRACKING SUPPLIES IN THE EMERGENCY ROOM 13

discussion on how the problem could be fixed. It was discussed that the solution must be easy to

use, readily available for days and nights, keep an up-to-date inventory of supplies and notify the

appropriate individuals when supplies are low. Using the consensus decision-making process, it

was voted that an electronic scanning system was needed. This would be an easy, always

available, and automatically update the inventory. An ED procedure flipchart in the supply room

was also discussed with what is needed for standard procedures done in the ED to prevent

multiple items from being opened and unused.

Examples of Big and Small Data in the Organization

Big data is a term used to describe large, fast, or complex data that is difficult or

impossible to process using traditional methods (SAS Institute, 2021). In the emergency room,

about materials and supplies, an example of big data would be the number of alcohol prep swabs

used in a day. The amount is large, accumulates fast, and is impossible to count without

technological help. Small data is data in a volume and format that answers a specific question or

addresses a particular problem. An example of supplies in the emergency room would be the

number of central lines placed. That small data is specific to a type of patient and is easily

accounted for. Both the big and small data are relevant to the emergency room’s inventory needs.

How Big Data Supports the Innovation

Being responsible for the supplies in the emergency room, I must pay attention to the big

and small data about supplies and inventory. After assessing the increase in big data, increase in

patient volumes, and the stakeholders’ concerns, I realized how important it is to implement the

proposed innovation in electronic inventory tracking. The big data has been increasing with the

increase in patient volumes, yet it has become imperative to have an accurate inventory due to

supply chain disruptions. It would be impossible for me to count and manage alcohol prep

TRACKING SUPPLIES IN THE EMERGENCY ROOM 14

swabs, but an electronic system that automatically counted and distributed the appropriate count

of swabs is necessary to maintain adequate supplies for the emergency room.

Technology Enhancements for the Innovation

An electronic tracking system for the emergency department supply room is an easy way

to keep an accurate and up-to-date inventory. Material management uses a similar approach to

manage the supplies for the hospital. The same concept would be used in the ER for supplies,

including specialty items. The proposed innovation would use a computerized system integrated

with the hospital system to automatically charge the patient for the appropriate items and send

alerts when supplies are running low. The amount of money saved with decreasing the number

of duplicate supplies opened and unused, charges to the patient, and money saved on rushed

items is a plausible justification for the up-front cost of the tracking system, installation, and

maintenance.

(D) Interprofessional Collaboration and Disruptive Innovation

Disruption of Innovation and Impact

Disruptive innovations cause radical changes, using technology to disrupt the usual

market to the extent that it creates a ripple effect throughout the industry to create a new market

(Twin, 2021). Over the years, healthcare has had positive disruptions in technological

advancements that have changed how healthcare is performed, documented, financed, and

supplied. This proposed innovation will be one of those positive disruptions for specifically the

emergency room but also the hospital organization. It will change the inventory process for the

ER staff and materials management and affect the operation of charges and payments for

supplies to both outside vendors and patients. ER staff will become responsible for scanning

supplies under the patient’s name, thus creating an account for the item in the patient’s chart. At

the end of the patient’s visit, there will be an itemized list of supplies used and charges. Also,

TRACKING SUPPLIES IN THE EMERGENCY ROOM 15

when scanning the item, the system automatically updates the inventory list and alerts when

items are running low, preventing supply depletion.

A concerning challenge is noncompliance from staff not scanning items appropriately. A

buffer will need to be integrated into the system to manage charges of supplies set forth by the

hospital administration and financial team. This buffer would contain what items would be cost-

effective to charge for and those not. Also, inappropriately scanning the up-to-date inventory

will be inaccurate and could cause supplies to run out before more are ordered. Weekly checks

would be necessary to verify inventory. These checks would be fast and efficient compared to

the current process.

Strategies to Address the Challenges

To reduce noncompliance with ER staff, preparation and education are essential. With

the slow changes to the supply room and integration of the new system, staff will have education

opportunities to explore the supply room and the new tracking system process before

implementation. If an employee continues to have noncompliance, one on one education will be

conducted by ER leadership to reinforce the importance and necessity of the new process.

Benefits of Disruptive Innovation

The proposed disruptive innovation will be financially inconvenient with upfront costs of

the system, materials, set up, implementation, and maintenance. The anticipated financial gains

from maintaining supplies by having an up-to-date inventory, not paying premium prices for

rushed items, and decreasing the amount of opened wasted supplies will not be immediately

seen. As the ER staff uses the tracking system, there will be a slow incline in savings but will be

cost-effective over time. Positive patient outcomes will have an immediate response by having

the appropriate supplies available to treat patients. This will allow the hospital to admit more

TRACKING SUPPLIES IN THE EMERGENCY ROOM 16

patients increasing revenue, rather than transferring to other hospitals losing the potential

revenue.

(E) Pre-Implementation Plan

Diffusion of Innovation

E.M. Rogers developed the Diffusion of Innovation Theory in 1962. Originating to

explain how, in communication, an idea or product gains momentum over time and diffuses or

spreads through a specific social population or system. Resulting in the adoption of a new idea,

behavior, or product. (Singer, 2019). Adoption is a process influenced by the persons or social

system apt to adopt the innovation. To promote an innovation, behavior, or product, it is

essential to understand the proposed adopters’ characteristics or apt of adoption. There are five

established adopter categories innovators, early adopters, early majority, late majority, laggards.

Innovators and early adopters are leaders; they do not need to be convinced of the change; they

embrace change opportunities, are aware of the need for change, are willing to learn, and take

risks on change. Early majority adopters are rarely leaders, they will adapt to new ideas, but they

need to see evidence first. The late majority are skeptical of change will only adopt after others

have tried and adopted. Laggards are the “old school” mentality, bound by tradition, wary of

change, and the hardest to convince. After understanding the adopter type, there are stages or a

process by which an innovation is adopted. Stages are knowledge, persuasion, decision,

implementation, and confirmation. The knowledge stage is where innovation is introduced.

Persuasion is when a person is ascertaining and exploring the innovation. It is critical in this

stage that the innovation is perceived as beneficial. Decision is when it is decided whether the

innovation will be accepted or rejected. Implementation is putting the innovation into practice.

Confirmation is the evaluation of the innovation.

TRACKING SUPPLIES IN THE EMERGENCY ROOM 17

The emergency room where I work is staffed with nurses who have less than five years’

experience. This new generation of nurses are early majority adopters; they embrace changes

and technology. They see and understand how new innovations and technology will help with

the workload, patient care, and positive outcomes. This is the key population target during the

knowledge and persuasion stage of implementing the proposed innovation. Introducing them to

the innovation, allowing them to see and use the scanning and tracking tool, will help persuade

them of the necessity of the innovation. The stakeholders will need to know how the staff

promotes or declines the innovation to decide to go forward with implementation. Inviting

stakeholders to participate with staff as the innovation is explored will concrete the decision to

implement. A barrier to the decision stage is influenced by the late majority or laggard nurses are

communicating with the stakeholders during the persuasion stage. It will be imperative to ensure

the stakeholders see both the early and late majority point of view. The implementation stage

will be a slow process not to overwhelm and allow the ER staff time to integrate the system into

their care routine.

Innovation Action Plan

Table 2 – Innovation Action Plan

Responsible Person
(Role) Responsibilities Timeline

Martha – CNO Approval of innovation, provide financial support. 1 month

Dawn – Materials

Management manager

Set up Vendors 1 month

Zak – Information System Set up new system and integrate into current

system.

6 months

Allan – Maintenance Install devices into the supply room 1 Month

TRACKING SUPPLIES IN THE EMERGENCY ROOM 18

Dawn & Meghann Learn and educate staff on the system 3 months

Financial Implications

My innovation plan may be expensive upfront with the cost of the system, equipment,

and set up; however, over time, the tracking system, inventory managing, and positive patient

outcomes will prove beneficial not just for the emergency room but also for the hospital the

community. During the planning stage, there will be minimal costs. Vendors will be invited to

meet with stakeholders to discuss different tracking systems. Once a system is decided,

implementation will be the most expensive part of the plan. Equipment will need to be obtained,

installed, and programmed. The computerized tracking system will need to be integrated with

the hospital’s current charging system and the new system installed in the emergency room. In

my ER, we have a “superuser” for the different systems and processes; their job is to help

educate and troubleshoot when needed. It is a voluntary position and has no pay increase. I

would volunteer for this position as I am already in charge of supplies and ordering. Staff

education would happen on preplanned department meetings and skills day. This will eliminate

the cost of paying staff to come in and learn the system. Reinforced training will occur at shift

huddles. Extra expenditure on staff will be in the first few weeks of go-live when myself, other

super users, and vendors are there to help as needed.

Evaluation of the system will come six months after the implementation as completed

with minimal to no monetary expenditure. An accurate inventory list will be up-to-date and

verified; the amount spent on special rush supplies will be decreased due to ordering the item

before it is out and a rush is needed. The amount of unused supply waste will be down. The

return on investment will show a profit after a year, with most of the return coming from patient

TRACKING SUPPLIES IN THE EMERGENCY ROOM 19

admission because the supplies needed to care for the patient will be readily available. This will

have a positive financial gain for the hospital, the patients, and the community. If patients are

transferred to a different facility, there is an increased cost to the patient with travel, time off of

work, and cost of the new facility. Keeping the patient close to their homes and families will

promote more people in the community to use the hospital and services.

Interprofessional Communication Plan

The interprofessional communication plan will consist of communication with the

project manager and leadership members from the different involved departments such as

materials management, information systems (I.S.), emergency room, education, quality and risk

management, and stakeholders. It will be decided ahead of time if meetings will be in person or

via Zoom. Monthly meetings will be held during the planning stage to allow sufficient time to

plan for the implementation stage. Once implementation has started, weekly meetings with

updates will be necessary to keep the plan on a timetable, address issues or make changes.

All communication will be conducted through the department leadership members; it will

be up to them to determine how to get the information to their staff. During the installation and

integration of the tracking system, staff education will start with an online introduction to the

system. As installation is near completion, ER staff, super users, and materials management will

receive hands-on training and educate their departments. Before go-live, all staff in involved

departments will have an opportunity to use the system and will be required to have a proficiency

pass off. During go-live, a vendor representative will answer questions and assist staff as

needed.

Evaluation of the Innovation

The purpose of innovation is to support healthcare workers in the emergency department

with appropriate materials to promote positive patient outcomes, increase supplies, and prepare

TRACKING SUPPLIES IN THE EMERGENCY ROOM 20

for future supply chain issues. To evaluate the effectiveness of the innovation, data will need to

be collected over a year. Data such as financial records of materials for the department, number

of admissions, number of transfers with indications as to why transferred, up-to-date inventory

list matches current ER inventory, and a survey to ER staff getting their opinion if inventory has

increased, the ER procedure flipchart is helpful and if there is unused waste. All data will be

compared with previous years’ pre-pandemic and during a pandemic to see if the new system

saves money, increases supplies, and has positive patient outcomes. After analyzing the data, we

will evaluate if the tracking system was a success.

(F) Conclusion

I choose to implement an electronic supply tracking system for the Emergency Room.

Due to the supply chain issues and lack of material happening globally, my proposed innovation

will keep an up-to-date inventory list, allow ample time to order new supplies when there are low

item counts, decrease unused items, increase staff knowledge on items used for procedures in the

ER and in so improve patient outcomes.

I am responsible for the supplies in the ER where I work, and as such, I have to keep a

list of items on short supply and or back-ordered. This list has been growing over the last two

years, and there is no end in sight with the current state of the supply chain globally. I have had

to work closely with the materials management department to find alternatives for saline flushes,

Coban, and chest tube suction devices. While discussing with my stakeholders, supplies are the

central thesis of many issues in the ER. I proposed an electronic tracking system that would help

manage supplies and education for the staff on what is needed for procedures in the ER,

eliminating duplicate items opened, unused, and wasted.

The process of implementing the innovation was lengthy and required multiple team

members. One of the challenges was finding the appropriate program that met all the

TRACKING SUPPLIES IN THE EMERGENCY ROOM 21

requirements to work with the current charting program and was affordable. It was a valuable

experience for me to sit through vendor meetings to watch and listen as the CNO, CFO, and

materials director would ask questions on the different systems and discuss the pros and cons.

The strengths were working with the team at the hospital to get the necessary equipment installed

and educating the staff. Participating in skills day and educating the ER allowed me to have a

better relationship with my co-workers. I feel it has been a success. I have seen a decrease in the

number of orders I am putting in and the number of opened and unused supplies. Staff have told

me how helpful the flipchart is and decreased items they thought were needed for a procedure.

This process has helped me appreciate all that goes into new processes in healthcare.

Many factors must be accounted for, multiple people that need to be in agreeance, how it is going

to be financially supported and what the long terms effects will be. I feel I was able to make a

positive impact with this innovation for my department, hospital, and community. I have learned

what I need to do to foster innovation in myself, but I feel innovation needs to be promoted more

readily in healthcare. With the variety in nursing positions, the changes from evidence-based

knowledge, lack of supplies, and a new generation of nurses coming into the field. As I work

towards furthering my education and my position in healthcare, I want to instill the basic

understanding of innovation and encourage nurses and healthcare workers to think outside the

box.

TRACKING SUPPLIES IN THE EMERGENCY ROOM 22

References

American Nurses Association. (2015). Code of ethics with interpretative statements. Silver

Spring, MD: Author.

http://www.nursingworld.org/MainMenuCategories/EthicsStandards/CodeofEthicsforNur

ses/Code-ofEthics-For-Nurses.htm

Biggest US Cities. (2021, Dec 31). West Valley City, Utah Demographics.

https://www.biggestuscities.com/demographics/ut/west-valley-city-city

Cianelli, R., Clipper, B., Freeman, R., Goldstein, J., & Wyatt, T. H. (2016). The innovation road

map: A guide for nurse leaders.

https://www.nursingworld.org/globalassets/ana/innovations-roadmap-english.pdf

Dharmapalan, V., O’Brien, W. J. (2018) Benefits and Challenges of Automated Materials

Technology in Industrial Construction projects. Proceedings of the Institution of Civil

Engineers – Smart Infrastructure and Construction 171(4): 144–157,

https://doi.org/10.1680/jsmic.19.00009

Francis, J.R. (2020). Implications for Supply Chain Management. Frontiers of Health Services

Management, 37(1), 33-38. https://doi.org/10.1097/HAP.0000000000000092

Harapko, Sean. (2021, Feb 18). How COVID-19 impacted supply chains and what comes next.

EY. https://www.ey.com/en_us/supply-chain/how-covid-19-impacted-supply-chains-and-

what-comes-next

Harris, A. M., Harris, C. M. (2019). Methods for Improving Materials Management. Physician

Leadership Journal, 6(4), 55-60. https://eds.s.ebscohost.com/eds/pdfviewer/pdfviewer?

vid=26&sid=20c37627-3302-424d-b0ff-a9e36d5d0675%40redis

Healthie. (2021). Guide to healthcare inventory management systems.

https://www.gethealthie.com/blog/guide-to-healthcare-inventory-management-systems

TRACKING SUPPLIES IN THE EMERGENCY ROOM 23

Mansur, Jeannell M., Joint Commission International. (2017). The effect of illicit supply chains

on patient safety, a white paper. Joint Commission International.

https://www.jointcommissioninternational.org/-/media/jci/jci-documents/offerings/other-

resources/white-papers/jci_white_paper_effect_of_illicit_supply_chains.pdf

Reed, Tina. (2021, November 1). Health care plagued by new supply chain shortages. Axios.

https://www.axios.com/health-care-plagued-by-new-supply-chain-shortages-4366675c-

a984-483d-8996-ce70cf8b3656.html

SAS Institute. (2021). Big Data: What it is and why it matters. SAS India.

https://www.sas.com/en_in/insights/big-data/what-is-big-data.html

Sardar M. N. Islam. (2020). Digitalization of Supply Chain Management and Firm Performance:

Structural Equation Modeling and Empirical Findings. Nova.

https://eds.s.ebscohost.com/eds/ebookviewer/ebook/bmxlYmtfXzIyNTY5NDlfX0FO0?

sid=20c37627-3302-424d-b0ff-

[email protected]&vid=9&hid=http://eds.s.ebscohost.com/&format=EB

Sarkis, J. (2020). Supply chain sustainability: learning from the COVID-19

pandemic. International Journal of Operations & Production Management, 41(1), 63-73.

http://dx.doi.org/10.1108/IJOPM-08-2020-0568

Singer, Leif. (2019). Behavioral Change Models, Diffusion of Innovation Theory. Boston

University School of Public Health. https://sphweb.bumc.bu.edu/otlt/mph-

modules/sb/behavioralchangetheories/behavioralchangetheories4.html

Steward Health Care. (n.d-a). About Jordan Valley Medical Center – West Campus. Jordan Valley

Medical Center West Valley Campus, A Steward Family Hospital.

https://www.jordanwestvalley.org/about-us

TRACKING SUPPLIES IN THE EMERGENCY ROOM 24

Steward Health Care. (n.d-b). Jordan Valley West. My Steward Hospital.

https://www.mystewardhospital.org/jordanvalley/

The Joint Commission. (2022). About the Joint Commission.

https://www.jointcommission.org/about-us/70-years-of-patient-safety-and-quality-

healthcare/

Thomas, T.W., Seifert, P.C., Joyner, J.C., (September 30, 2016) “Registered Nurses Leading

Innovative Changes” OJIN: The Online Journal of Issues in Nursing Vol. 21, No. 3,

Manuscript 3.

http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJ

IN/TableofContents/Vol-21-2016/No3-Sept-2016/Registered-Nurses-Leading-Innovative-

Changes.html#ANAa

Twin, Alexandra. (2021, August 23). Disruptive Innovation. Investopedia.

https://www.investopedia.com/terms/d/disruptive-innovation.asp

World Population Review. (2021). West Valley City, Utah Population 2021.

https://worldpopulationreview.com/us-cities/west-valley-city-ut-population