Abstract
The project focuses on the improvement of the discharge planning for patient’s safe and timely discharge in the medical oncology and telemetry unit at the county hospital. The facility has 54-bed capacity with an average daily census of 35 to 40 specializing in cancer, end-stage diseases, cardiac issues, HIV/AIDS, sepsis, palliative and comfort care, diabetes, respiratory diseases, psychiatric and placement patients. The unit has no discharge coordinator. Nurses are responsible for the quality and safe discharge of patients. These nurses experience frustrations due to fragmented system of the discharge process, nurses’ heavy workload, and prioritizing patients with higher acuity. Thus, delayed releases occur. The global aim is to improve the discharge process at the end of December 2017. The specific aims are to increase the number of actual discharges by 2 pm from 40 to 60%, increase the patient’s survey describing the discharge process as excellent from 30 to 50% and reduce the readmission rate from 25% to 5%.
The patient’s safety and quality of care and satisfaction lead the way towards improvement through staff engagement and other disciplines collaboration and communication. The CNL competencies of a leader, educator, and risk anticipator were utilized. The CNL supported the staff through education and training of the standard discharge planning checklist and multidisciplinary rounds conferences.
","abstract_html":"<p><strong>Abstract</strong></p> <p><strong> </strong>The project focuses on the improvement of the discharge planning for patient’s safe and timely discharge in the medical oncology and telemetry unit at the county hospital. The facility has 54-bed capacity with an average daily census of 35 to 40 specializing in cancer, end-stage diseases, cardiac issues, HIV/AIDS, sepsis, palliative and comfort care, diabetes, respiratory diseases, psychiatric and placement patients. The unit has no discharge coordinator. Nurses are responsible for the quality and safe discharge of patients. These nurses experience frustrations due to fragmented system of the discharge process, nurses’ heavy workload, and prioritizing patients with higher acuity. Thus, delayed releases occur. The global aim is to improve the discharge process at the end of December 2017. The specific aims are to increase the number of actual discharges by 2 pm from 40 to 60%, increase the patient’s survey describing the discharge process as excellent from 30 to 50% and reduce the readmission rate from 25% to 5%.</p> <p> The patient’s safety and quality of care and satisfaction lead the way towards improvement through staff engagement and other disciplines collaboration and communication. The CNL competencies of a leader, educator, and risk anticipator were utilized. The CNL supported the staff through education and training of the standard discharge planning checklist and multidisciplinary rounds conferences.</p>","abstract_has_math":false,"creators":["Milana, Jasmin"],"institution":null,"degree_name":"Master of Science in Nursing (MSN)","degree_level":"Project/Capstone - Global access","degree_discipline":null,"degree_department":null,"school":null,"contributors":["Dr. Mary Lou De Natale","Robin Jackson"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2017,"date_issued":"2017-12-15T08:00:00Z","date_published":"2017-12-15T08:00:00Z","updated_at":"2026-07-24T05:44:13Z","subjects":["Nursing"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://repository.usfca.edu/capstone/679","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Dr. Mary Lou De Natale","Robin Jackson"]},{"key":"dc:creator","label":"Author","values":["Milana, Jasmin"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2018-12-10T08:00:00Z"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Project/Capstone - Global access"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Science in Nursing (MSN)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Nursing"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://repository.usfca.edu/capstone/679"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Abstract
The project focuses on the improvement of the discharge planning for patient’s safe and timely discharge in the medical oncology and telemetry unit at the county hospital. The facility has 54-bed capacity with an average daily census of 35 to 40 specializing in cancer, end-stage diseases, cardiac issues, HIV/AIDS, sepsis, palliative and comfort care, diabetes, respiratory diseases, psychiatric and placement patients. The unit has no discharge coordinator. Nurses are responsible for the quality and safe discharge of patients. These nurses experience frustrations due to fragmented system of the discharge process, nurses’ heavy workload, and prioritizing patients with higher acuity. Thus, delayed releases occur. The global aim is to improve the discharge process at the end of December 2017. The specific aims are to increase the number of actual discharges by 2 pm from 40 to 60%, increase the patient’s survey describing the discharge process as excellent from 30 to 50% and reduce the readmission rate from 25% to 5%.
The patient’s safety and quality of care and satisfaction lead the way towards improvement through staff engagement and other disciplines collaboration and communication. The CNL competencies of a leader, educator, and risk anticipator were utilized. The CNL supported the staff through education and training of the standard discharge planning checklist and multidisciplinary rounds conferences.
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The project focuses on the improvement of the discharge planning for patient’s safe and timely discharge in the medical oncology and telemetry unit at the county hospital. The facility has 54-bed capacity with an average daily census of 35 to 40 specializing in cancer, end-stage diseases, cardiac issues, HIV/AIDS, sepsis, palliative and comfort care, diabetes, respiratory diseases, psychiatric and placement patients. The unit has no discharge coordinator. Nurses are responsible for the quality and safe discharge of patients. These nurses experience frustrations due to fragmented system of the discharge process, nurses’ heavy workload, and prioritizing patients with higher acuity. Thus, delayed releases occur. The global aim is to improve the discharge process at the end of December 2017. The specific aims are to increase the number of actual discharges by 2 pm from 40 to 60%, increase the patient’s survey describing the discharge process as excellent from 30 to 50% and reduce the readmission rate from 25% to 5%.
The patient’s safety and quality of care and satisfaction lead the way towards improvement through staff engagement and other disciplines collaboration and communication. The CNL competencies of a leader, educator, and risk anticipator were utilized. The CNL supported the staff through education and training of the standard discharge planning checklist and multidisciplinary rounds conferences.
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