Quality Improvement Training For In-Hospital Code Blue Scenarios

IN-HOSPITAL CODE BLUE SCENARIOS
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Quality Improvement Training For In-Hospital Code Blue Scenarios
Student’s Name
Institutional Affiliation

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Quality Improvement Training For In-Hospital Code Blue Scenarios
The chaos and general levels of mismanagement in the hospital at the time of a code-blue
emergency can sometimes be too difficult to overcome, and for this, a quality improvement
initiative is a good example to bring about change. The goals that drive this plan include the
strengthening of communications, workforce, data use, and creating a defined work force along
with the implementation of strategies that improve the community’s health through a combined
effort and impact. The importance of such an initiative within the hospital can be highlighted
with studies that support the cause, as upon inquiry, many nurses and staff members concluded
that teamwork, training and better communication standards would raise the bar of productivity
within the hospital (Price, Applegarth, Vu & Price, 2012). Identifiable leadership and clear
elaboration of the roles and duties are contributing factors to this cause.
The topic of quality improvement will be targeted towards the physicians, residents and
nurses who participate in such code related events and the benefits that will arise from this
initiative include the proper diagnosis and investigation of the health problems that are
associated with this code. It is also important to know the hierarchical structure which includes
the medical staff and the training of their skills (Through machinery and equipment) to further
develop their understanding on how to deal with a case effortlessly (Wheeler, Geis, Mack,
LeMaster & Patterson, 2013). Inter-professional collaboration will be a vital factor in the success
of this initiative, because the knowledge, skills and expertise of the medical, administrative and
management staff of the hospital will have to be incorporated for achieving the targets of this
quality improvement program.
This initiative will include various steps that can be listed as follows;
1. Identifying and analysing the needs of the code blue emergency departments and

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2. Listing the ways for incorporating the strategies of quality improvement initiative
and how they can be applied without creating any disruption in the regular
working shifts at the hospital.
3. Planning the activities for the improvement program and conducting them on a
schedule basis.
4. Evaluating the results of the activities and trainings through various methods.
Through accountability measures, efficiency will also increase (Chassin, Loeb, Schmaltz,
& Wachter, 2010). This will demand better outcomes. One of these ways is conducting patient
satisfaction surveys and getting them filled by as many code-blue patients as possible, after
successful phases of the improvement program (Al-Abri, & Al-Balushi, 2014). Through this
method of analysis an outsider and neutral opinion can be gathered for the level of satisfaction
and efficiency of the improvement initiative. For this evaluation step there is another way which
includes the Team manager/Head of the Quality improvement initiative to demand an analysis
report through which the structures and outcomes can be represented. There should also be the
involvement of appraisal systems that aid the developmental and quality enhancement process
through increase in motivation levels of both the Quality initiative team and the staff being
trained, so that both of them can increase their efficiency in different manners (Werner, Kolstad,
Stuart & Polsky, 2011). A way of doing this is the Pay-For-performance method in which the
appraisal standards and methods will be able to aid in the process of better working and
understanding the staff members. The final basis of evaluation will be judged upon the
improvement level of the medical staff, the satisfaction level of the code-blue patients and the
general increase in productivity.