ANIA 2023 Annual Conference

P21 - Elevating Nurse's Voices through the Informatics Shared Governance Council

Daisy Makanoff, BSN, RN, CPN

Tags: shared governance informatics council nursing chairs

Updated: 04/03/23

Purpose: The purpose of the informatics shared governance council is to bring nurses voices to the decision-making table regarding technology and workflow. As the end users, nurses should have a say in how they document and interact with technology in their workplace.

Description: The shared governance structure entitles every unit to have a nurse as an elected chair that attends meetings to provide input on new projects and current enhancements while also disseminating the pertinent information back to their respective units to keep everyone up to date on changes being made. This leadership position is a two-year term that is supported by their unit with four hours of paid project time per month. The informatics council as an addition to current councils, which include advancing practice and education, quality practice and patient safety, supporting practice and management, steering, and ambulatory care, was an ask that came from leadership in the department of nursing and clinical care services.

The National Academy of Medicine (2022) noted in their national plan for health workforce well-being that electronic health records (EHRs) and inefficient workflows are among the most highly cited causes of health worker frustration and burnout. To decrease this burnout, the informatics council meets once per month for two hours as stakeholders to hear various presentations on current asks, enhancements, and changes as well as to bring their own ideas to analysts and informaticists that can help accomplish them. Ensuring that tools used to document patient information are efficient, usable, and standardized helps improve communication between providers, nurse satisfaction with the EHR, and overall nurse well-being (Rebholz, 2022).

Evaluation/outcome: Current evidence is consistent in that burden is continuing to increase while little is being done to reduce the volume of unnecessary or non-value-added data elements (Swietlik & Sengstack, 2020). Nurses who use the EHR everyday can help with decreasing this burden. For example, at University of Colorado Health, Project Joy was started to reduce required nursing documentation by including nurses who used these flowsheets every day in the project (Rebholz, 2022). Giving time back to nurses will increase their satisfaction as well as patient satisfaction. The goal of the informatics shared governance council is to provide a structure for various teams to ask the opinions of nurses before builds are completed and go-lives are implemented. This will ensure that nurses from various units including ambulatory care sites will have a say in informatics topics. A great deal of planning and preparation has gone into this council, and as it gets started, data and metrics will be measured to evaluate efficiency in documentation as well as workflow optimization.

References
1) National Academy of Medicine 2022. National Plan for Health Workforce Well-Being. Washington, DC: The National Academies Press. https://doi.org/10.17226/26744.
2) Rebholz, Tim. (2022). Epic Share. Project joy helps nurses reclaim time at the bedside. https://www.epicshare.org/share-and-learn/project-joy-helps-nurses-reclaim-time-at-the-bedside#_ftnref6
3) Swietlik, M. & Sengstack, P.P. (2020). An evaluation of nursing admission assessment documentation to identify opportunities for burden reduction. Journal of Informatics Nursing, 5(3), 6-11. https://www.mydigitalpublication.com/publication/?m=43594&i=676363&p=6

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P22 - Implementing a Blood Product Scanning Process for Massive Transfusion Protocols in a Trauma Center

Sherri Duarte, DNP, RN, NI-BC, CPHIMS, BRMP

Tags: documentation burden MTP blood scanning

Updated: 04/03/23

Purpose: The purpose of this project was to optimize nursing documentation of MTP blood products to improve documentation accuracy, timeliness, and completeness.

Background: Massive transfusion protocols (MTP) provide a consistent approach for rapidly replacing blood volume with standardized blood products for patients experiencing uncontrolled hemorrhage. Blood product documentation for nurses during MTP activations at a large, urban academic medical center and safety-net hospital in the southeast was a manual process described as cumbersome, time-consuming, and often incomplete.

Methods: A descriptive analysis was performed by comparing documentation from chart reviews of trauma patients with MTP activations or uncrossmatched blood transfusions in the month before and after the workflow implementation. A scanning workflow for documentation of MTP blood products was implemented.

Results: Pre-implementation review of 10 charts within the 30 days before go-live found 79 units of MTP blood products documented. Ten charts reviewed within three weeks post-implementation revealed documentation of 26 units of MTP blood products. Chi-square analyses of each documentation variable were conducted to evaluate the differences between pre- and post-implementation results. Unit number documentation was 61% pre-implementation compared to 100% post-implementation (p=0.000), product codes 33% compared to 100% (p=0.000), donor type 51% compared to 100% (p=0.000), and expiration dates 29% versus 100% (p=0.000). Volume was documented for 95% of the units pre-implementation and 58% post-implementation (p=0.000) but was accurate for only 47% pre-implementation and 58% post (p=0.337). Timely documentation pre- and post-implementation was 66% and 65%, respectively (p=0.967). The MTP scanning workflow improved the completeness of documentation but did not affect accuracy or timeliness.

Conclusions: The MTP scanning workflow improved some aspects of MTP blood product documentation, specifically policy-required documentation, but did not solve all the issues noted pre-implementation. These issues may be mitigated by continued targeted education, practice in the playground environment, and increased comfort with the workflow.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P23 - The Role of the Clinical Informaticist in Fetal Monitor Integration

Sofia Bassett, MSN, RN

Tags: nursing informatics healthcare technology workflow design

Updated: 04/03/23

Objectives: Describe the role of the clinical informaticist (CI) in securing new technology to enable healthcare transformation. List three tactics implemented by the CI which support technology redesign to optimize patient outcomes.

Purpose: Evidence reveals the importance of ambulation during labor, as it can reduce the duration and decrease the likelihood of operative delivery (Sundin & Johnson, 2019). Nursing leadership at an academic, community Magnet® hospital identified that five network labor and delivery units varied in their fetal monitoring technology. A capital need for standardized, wireless fetal monitor devices was a priority to provide optimal care for laboring patients. This presentation details an initiative highlighting interprofessional collaboration, inclusive of clinical informatics stakeholders, to ensure best practices in system design/functionality and quality improvement for intrapartum patients.

Description: In March 2022, nurse leaders collaborated with the organization’s clinical informatics team to identify potential wireless fetal monitor vendors and equipment, create an implementation plan, and develop processes to integrate new wireless fetal monitoring technology into current workflows. A clinical informaticist (CI) assisted the team by researching potential product vendors. In May 2022, the CI coordinated two vendors’ product demonstrations for the nursing team. Additionally, the CI distributed a survey to labor and delivery unit clinical nursing and nursing leadership teams and conducted a gap analysis to ensure the proposed technology would meet operational needs. The CI and nursing team jointly reviewed the survey results and collaboratively determined the product which would best serve the population’s needs.

To support the initiative, the CI coordinated virtual meetings between current vendor customers and the nursing teams, providing an unbiased perspective on the equipment. Furthermore, CI facilitated operations by developing a chart discussing unit needs and the types of fetal monitors planned for unit implementation. The CI met with the vendor and labor and delivery unit teams to ensure appropriate inventory numbers and obtain product pricing information. Currently, network nurse leaders are securing capital funds to purchase wireless fetal monitors.

Outcomes: This presentation highlights the importance of interprofessional collaboration to enhance patient care in clinical practice. The role of the CI was crucial in creating strategies and workflow redesign for optimizing healthcare technology throughout the continuum of care (Najjar & Shafie, 2022). Future project direction includes continued collaboration to provide product implementation, facilitate vendor communication, and support unit education needs.

References
1) Najjar, R. I. A., & Shafie, Z. (2022). Impact of nursing informatics on the quality of patient care. International Journal of Medical Science and Clinical Research Studies, 02(05), 418–421. https://doi.org/10.47191/ijmscrs/v2-i5-19
2) Sundin, C. A., & Johnson, M. L. (2019). Decreasing cesarean rates in nulliparous women. Journal of Obstetric, Gynecologic &Amp; Neonatal Nursing, 48(3), S32–S33. https://doi.org/10.1016/j.jogn.2019.04.056

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P24 - Utilization of QR (Quick Response) Code in Dissemination of Education and Information in a Healthcare Setting

Roshell Cabatingan, MSN, RN, NI-BC

Tags: qr code nursing engagement

Updated: 04/03/23

Because of the considerable amount of time that nurses spend rendering patient care, it can be challenging to engage them in receiving education and new information. It is therefore essential to create innovative and technology-enhanced ways to disseminate education and information. Utilization of a QR (quick response) code allows for users to access information instantly and just-in-time learning using their smartphones, thereby increasing nurses’ engagement.

During the pandemic, the use of QR codes increased incredibly especially in places like restaurants to decrease direct contact with physical menus. However, even before the pandemic, Mercy Medical Center had started utilizing QR codes, initiated by the nursing informatics team. The very first time a need for a quick and just-in-time learning was during the implementation of patient-controlled analgesia (PCA) machine. There were four documents including a policy and training videos that need to be shared to staff. Having a QR code affixed on each PCA machine and posted in units allow for staff to readily access these education materials when time comes for them to use the device without having to go through a binder that houses all the tip sheets or searching though NetLearning to find the PCA education module.

Staff appreciated this unique way of accessing education and information resulting in more requests to use this method. One great example is ICU’s just-in-time training for high-risk, low volume skills and procedures, such as transvenous pacing, accudrain, Minnesota tube, and 4 other procedures. As of today, the QR codes were scanned 283 between the seven procedures. The nursing councils - education and professional development, professional practice, and EBP research and innovation - also highly utilized this method to gather data and share information and education. Currently, there are over 35 active QR codes with documents stored in a secure repository. It is anticipated for this unique method of sharing education and information to be utilized by nursing staff.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P25 - Leading Healthcare Informatics Innovations – Development of an Exemplar Model to Prepare Next Generation of Nursing Informaticians

Diane R. Constantine, MSN, RN-BC, NEA-BC | Malinda Marroquin, MSHCA, BSN, BS, NEA-BC

Tags: nursing informatics education essentials

Updated: 04/03/23

Background/significance: Nursing informatics (NI) education focuses on the use of health information technologies, innovations, and data to support the quadruple aim. Recognizing the importance of nurses’ informatics competency to achieve this goal, the American Association of Colleges of Nursing (AACN) mandates informatics and health IT competencies for all levels of nursing education. From the NI specialty perspective, it is important to clearly differentiate the education and training needs in two different levels of nursing informatics: general and specialty level. Provision of experiential learning opportunities to students in both tracks are clinical in competency-based education, and experiential learning occurs in the practice setting. Despite a plethora of preceptor models and support from academic settings, there have been scarce resources available for NI preceptors. Despite the rapidly growing needs for experiential learning in the NI field, there has been a lack of literature on the best practice and/or models that can support practicing informaticians who train nursing students.

Aim: The aim of the presentation is to describe the collaboration between the clinical informatics department of a large academic medical system and a school of nursing’s informatics specialty program to establish a nursing informatics training model (NITM) and present lessons learned.

Method: The project was guided by the plan-do-study-act framework. At the beginning of the project (plan), informatics leaders established a team and developed a project plan to improve the student/preceptor experience. In recurring meetings, the team determined specific policies/procedures for onboarding timelines for students, course requirements, and preceptor requirements and expectations. The team also developed tools, such as student intake form via Smart sheet. In the next step (do), the team collected baseline data using a survey for past preceptors (N=33). The survey consisted of eight questions on prior preceptor experience, satisfaction, and time commitment using multiple choice and open-ended questions (12-day response time). A total of 14 responded, and the data was analyzed using descriptive statistics. Based on the preliminary data, the procedures and forms were refined. We implemented informatics specific modules with 26 preceptors and 26 students. Additionally, preceptor support was enhanced by establishing regular communication with informatics leaders. In January 2022, the training program using NITM was initiated for the first cohort (study). Outcome data on preceptor and student experience was collected and analyzed for the first cohort in June 2022 and for the second cohort in November 2022.

Findings: Prior to implementing the NITM, 67% of preceptors spent more than 60 minutes preparing for students. A 35% reduction post-implementation was noted, with only 32% of preceptors spending more than 60 minutes to prepare. In pre-implementation surveys, 79% of preceptors cited a need for more structure and support around their role as a preceptor. After the NITM was implemented, 95% of preceptors stated they were better prepared for their role as preceptor. Our results also show a more engaged preceptor team. Pre-implementation survey response rate was 42% compared to 73% response rate post-implementation.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P26 - Evaluating Usability of Health-Related Websites by Filipino-American Adults and Nursing Informatics Experts

Kathleen Begonia, PhD, MS, RN-BC, CCRN-K

Tags: usability technology acceptance model ease of use usefulness websites

Updated: 04/03/23

Filipino-Americans are an understudied minority group with high prevalence and mortality from chronic conditions, such as cardiovascular disease and diabetes. Facing barriers to care and lack of culturally appropriate health resources, they frequently use the internet to obtain health information. It is unknown whether they perceive health-related websites to be useful or easy to use because there are no published usability studies involving this population. Using the technology acceptance model as a theoretical framework, this study investigated the difference between website design ratings by experts and the perceptions of Filipino-American users to determine if usability guidelines influenced the perceived ease of use and perceived usefulness of health-related websites. A comprehensive usability assessment was obtained by usability experts through heuristic evaluation and a sample of the Filipino-American population through an online survey. By conducting research on a Filipino-American sample, this study adds to the scarce body of Filipino-American research and is a key step towards improving their online health resources. The study aligned with the Office of Disease Prevention and Health Promotion’s Healthy People 2020 Health Communication/Health Information Technology (HC/HIT) 8.2 objective to increase the proportion of quality, health-related websites that follow established usability principles. This study highlighted the discrepancy between the experts’ and participants’ views of website usability. The findings should serve as an impetus for examining and refreshing usability guidelines with the involvement of communities of interest.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P27 - Optimization of a Graduate Nursing Informatics Practicum Program

Adrienne Barrett, MSN, RN-BC | Rubi Defensor, MS, RN | Claribel Sawyerr, DNP, MSN/MPH, RN-BC

Tags: nursing informatics evaluation competency practicum mentoring practicum competency nursing informatics evaluatio

Updated: 04/03/23

Nurse informaticists play a valuable role, serving as the liaison between clinical users and the build analysts. They are the workflow experts, using their clinical knowledge to ensure that technology is used to its fullest capability and lead efforts to continually optimize functionality while reducing the documentation burden.

Nursing informatics (NI) is the specialty that transforms data into needed information and leverages technologies to improve health and health care equity, safety quality, and outcomes. With the proliferation of electronic health records (EHRs) and use of technology in healthcare, the need for nurse informaticists has increased significantly. To meet this demand, there has been an increase in NI degree programs. In spite of this, opportunities for nurses to learn and experience the NI role outside of formal education are very rare. Many nurses are interested in learning more about the NI field but do not want to commit to an NI degree program without a better understanding of the role.

Our organization developed a year-long nursing informatics fellowship to provide nurses with an opportunity to learn about the NI role. The fellowship includes attending monthly classes, completing a project to optimize the EHR or a clinical workflow, and mentoring by a nurse informaticist. Fellows spend up to 8 hours a month attending classes and working on their project.

Fellows identified an idea for system or workflow optimization as part of the application process. The nurse informaticists work with the fellows to identify a project that each can successfully complete within the length of the program. Priority is given to projects that interested the fellow and aligned with their clinical expertise and operational/strategic goals. The fellows worked with their mentors and nursing leadership to determine the scope of their project and develop metrics for success. They completed the system development life cycle for their projects.

Fellows worked with build analysts to identify potential solutions and went through established governance committees for approval. They developed and implemented education and communication and provided support for their projects. Examples of projects include flowsheet optimization, implementation of barcoded blood administration for ambulatory care clinics, streamlining checklists, and reducing the burden of documentation.

At the end of their tenure, each fellow presented their projects and outcomes to the nursing department at a symposium. The presentation included the background and problem statement of their project, baseline data, goals, solutions, results and outcomes, lessons learned, and next steps.

Four cohorts have completed the NI fellowship to date. Fellows report that the program helped them grow professionally and gain insightful leadership and informatics experience. Each fellow completed a project benefiting the organization by optimizing the EHR and workflows, positively impacting patient care and improving clinician satisfaction. Creating a NI fellowship is an effective strategy to create meaningful change, accomplish more optimization project, and mentor future informaticists. The fellowship can be replicated in other organizations to help maximize use of technology and improve nursing interaction with the EHR, allowing them to provide efficient, high-quality, and safe patient care.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P28 - Let's Get Prepared: Implementing an EHR Downtime Preparedness Plan

Diedre Mackey, DNP, MSN-INS, RN, NEABC, CPHIMS, EPIC CERTIFIED

Tags: quality improvement nursing informatics EHR downtime electronic health record downtime downtime preparedness

Updated: 04/03/23

Healthcare organizations today are very complex operations that have increasingly become dependent on the use of technology and computerization. Electronic health record (EHR) use is widespread and patient’s health data is accessible through many phases of a patient’s care. There are many advantages associated with having an EHR, which include effective communication and improved patient safety as well as an efficient way to share information between departments and disciplines. However, no system can always run seamlessly, and there will be occasional disruptions in the EHR. This is referred to as an EHR downtime that poses many challenges for clinicians as they try to care for patients without the use of the computer and data available. A downtime event in healthcare is when a machine or a system being used is not functioning correctly or is unavailable to users. Downtimes can be a disruption to all systems or a just a portion of the EHR system and can be classified as either planned or unplanned.

The purpose of this quality improvement project was to have nurses more competent in downtime processes and procedures. This project assessed the impact of training staff on all the tools available to them during a downtime and how to navigate them. This initiative was implemented at an acute care community hospital located in southeast Texas that is a part of a large health system and academic medical center. This project focused on providing education and training of downtime processes with emphasis on tools available during an EHR downtime event. Participants included nurses from two medical surgical units, A-East and B-South, within the organization. Inclusion criteria was any registered nurse working in either department. The project included a pre-survey, roving in-service training, a downtime quick guide overview, distribution of a badge buddy, and a post-survey.

Data from the pre-survey showed that nurses were not fully knowledgeable about downtime processes, procedures, and tools available. 53 nurses participated. Only 5.7% of nurses stated that they had ever participated in downtime education or drills during their time at the organization. 32.1% knew where to locate their departments’ downtime laptop which houses the patient reports generated from the EHR, and only 26.4% knew how to access patient information from the downtime laptop. 24.5% knew where to locate their downtime patient care flowsheets and MD order sheets, respectively, and 30.2% did not know what to do with the paper forms once the EHR is restored from downtime. Nurses, however, were knowledgeable on how to call the IT help desk (90.6%) to report a downtime.

Following training and the distribution of the badge buddy, post-survey results were overwhelmingly favorable with 100% of nurses responding that they knew all 14 of the preparedness knowledge statements. The data provided very strong evidence that education will improve downtime preparedness. This project was simple to implement as was relatively low cost. It can be replicated at other organizations as part of a greater downtime education initiative that would include education to providers and other members of the healthcare delivery team.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P30 - Patient Throughput: Improving Access Using Technology

Katy Hammer, MSN, RN | Jennifer Sheinberg, DNP, RN, NI-BC, CPHIMS, Director of Nursing Informatics and Clinical Technology, Penn Medicine Lancaster General Health

Tags: ED left without being seen patient throughput access discharge readiness

Updated: 04/03/23

Patients leaving the emergency department before care is rendered continues to plague emergency departments (ED) across the country, cascading downstream affects to the rest of the healthcare organization. Prior to the pandemic, Penn Medicine Lancaster General Hospital averaged approximately 1% of patients left without being seen (LWBS); national benchmark is approximately 2%. During fiscal year 2022, we saw a significant rise in the metric; reporting 4-5% on a monthly basis. We focused on implementing measures to impact the measure due to our dedication to our community and response to local competitors within the market. We focused on three areas to improve: 1) more efficient discharge process (goal: by noon) and daily census management, 2) expanded urgent care and primary care practice hours to meet the demand of our lower acuity population, and 3) physical footprint improvements of the organization.

Several measures were implemented to drive success for this project. First, we put in place a provider triage initiative within the waiting area which included expanding hours and redesigning workflows. Daily census huddle dashboards were created to improve transparency of data in real time to all operational leaders. The visibly of the daily goal kept all disciplines aligned to the common purpose of increasing patient flow efficiencies and decreasing LWBS. In order to improve throughput, we implemented a new workflow called “15 and go.” The initiative focused on giving the ED a push/pull process when transferring patients to the units. The floor nurse would review the patients’ story within 15 minutes of being alerted to the order for transfer. The nurse can note in the electronic medical record (EMR) that he/she has reviewed and has no further questions about the patient. A green check mark notification will show for the ED staff alerting them to schedule transport. Our discharge readiness process has been revamped with new workflow collaboration with case management. New milestones were created to allow the process to be more transparent and seamless. In addition, we created a dashboard for quick, real time visibility on each patient’s milestones. Lastly, we created a unit called the transitional discharge unit (TDU) to aggregate patients who are medically stable for discharge but encounter barriers with placement. Using an existing med/surg unit, we created an algorithm for specific patient transfers. We created a new transfer order set to minimize unnecessary tasks for these medically stable patients (example: vital signs every 4 hours).

Through the work of these initiatives, we have been able to reduce our left without being seen metric back to 1.07% and increase patient throughput.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.

P31 - The Role of Nursing Informatics in Achieving Magnet Designation

Shawn Coomer, MBA, MSN, RN, NI-BC, Manager of Nursing Informatics, Vanderbilt University Medical Center | Annette Eskew, MSN, RN

Tags: informatics nurse engagement shared governance Magnet structural empowerment

Updated: 04/03/23

Achieving Magnet designation is a momentous feat for an institution; fewer than 10% of healthcare institutions attain this honor (https://www.nursingworld.org/organizational-programs/magnet/about-magnet/). This recognition highlights organizations where nurses are valued as leaders and nursing strategic goals effectively improve patient outcomes. At a large academic medical center which achieved its fourth Magnet designation in November 2022, the nursing informatics team exemplifies Magnet attributes and contributes to the application for Magnet redesignation in several crucial ways. This team will share concrete examples and recommendations for informatics involvement in the application and survey process for Magnet designation.

By using the five key components of the Magnet model as a guide for strategic goals, nursing informatics (NI) has been able to promote informatics engagement with nursing leadership and front-line nurses across the medical center. First, through transformational leadership, NI influences strategic planning in cooperation with executive nursing leadership. Informatics projects are vetted based on application to goals including building, strengthening, and sustaining the workforce; transforming and empowering nursing practice; and designing care delivery to optimize patient outcomes. Second, NI has provided structural empowerment for nursing staff and leadership through shared governance activities in which nursing representatives provide instrumental input and change vetting that directly affects the use of the electronic medical record (EMR). Third, NI has a direct impact on exemplary professional practice by focusing on improvement of informatics competencies among clinical staff. Monthly educational sessions, newsletters, and orientations have been invaluable in the informatics education and empowerment of nurses. Fourth, through new knowledge, innovation, and improvements, NI works alongside nursing to develop ways to solve problems using technology to promote positive patient outcomes. Front-line nursing staff participate in projects where clinical expertise is valued, and they serve as super users for implementations to ensure a smooth adoption of technology in clinical areas. Finally, NI utilizes data analysis to demonstrate empirical outcomes associated with technology changes, including evaluating the effectiveness of changes that add to the nursing documentation burden and revoking those changes if not proven to have a positive impact on patient outcomes.

During the Magnet site surveys, NI is an active participant and vital contributor to the achievement of Magnet designation for the organization. Active engagement of front-line nurses and nurse leaders in informatics work is a critical aspect of a Magnet-designated organization. They assist with the preparation of informatics panel meetings by coordinating a group of front-line nurses and leaders to share their experiences with informatics across the organization and aid nurse leaders with gathering metrics to support these experiences. Thanks to the ongoing engagement of nursing staff with NI, these nurses are excited to share informatics success stories, curating an extensive list of successful projects to share with Magnet appraisers. Through discussions and preparation meetings, NI creates a “brag book” which displays the accomplishments of the organization’s informatics initiatives. This book is then shared with appraisers during each of the site surveys.

Learning Objective:

After completing this learning activity, the participant will be able to assess innovations being used by other professionals in the specialty and evaluate the potential of implementing the improvements into practice.