Quality health improvement initiative One of the recent quality health improvement initiatives is having a systematic and data-driven approach that reduces the length of stay but improves treatment efficiency—Gulfport memorial hospital. The main reason why the health facility started the initiative is that the revenue was so low, and the costs of operations escalated because of Medicare and Medicaid settlements (Griffiths, 2018). The management had to derive a way that would allow service providers and at the same time reduce or maintain the standard rates so that they did not burden the children's families. The approach also involves improving care conditions by improving and lowering the length of stay.  Similarly, the patient is also prevented from hospital-acquired conditions. For instance, during the Covid 19 pandemic, patients can easily contract the virus because of its spread. The surfaces and contact with other patients make them more vulnerable to contracting Covid 19. Other conditions spread in the hospital may include pneumonia, urinary tract infections, and bloodstream infections. The initiative looks to provide the best services and ensure that the facilities discharge patients sooner unless family members cannot manage the condition outside the facility. Only critical conditions are admitted into the medical facilities. For instance, patients in ICU can stay in the hospital until they are medically cleared to leave the facility. The rest of the conditions are treated with the best care, and if need be, the patient can pop in for a checkup at agreed intervals. Therefore, those who are treated and allowed to go home become less vulnerable to getting other infections, and the quality of their lives improves.  The nurses' role in the initiative was to help the doctors to monitor patients and keep the records that are used to determine which of the patients should be admitted and which ones can be discharged. They also help to advise the patients why they should opt for a shorter stay and how it makes them less vulnerable to contracting hospital acquired infections. Since the medical facility uses data driven approach, the nurses can also take part in decision making because they interact more with the patients and can analyze the reports and record the patients' progress (Schmitt et al., 2019). The doctors will use these records to determine which patients can be allowed to go home and which situations require them to stay longer in the facility.  The outcome of the initiative was reduced costs of keeping the patient in the medical facilities. In so doing, the health center lowers maintenance costs and financial burden on the patient. Gulfport memorial hospital also adopted a systematic data-driven approach that keeps records and showing the initiative's progress. The results showed that the facility saved $2 million in one year because the medical facility needed fewer supplies. Coordination care also improved, and an increase ...

1. Quality health improvement initiative
One of the recent quality health improvement initiatives is
having a systematic and data-driven approach that reduces the
length of stay but improves treatment efficiency—Gulfport
memorial hospital. The main reason why the health facility
started the initiative is that the revenue was so low, and the
costs of operations escalated because of Medicare and Medicaid
settlements (Griffiths, 2018). The management had to derive a
way that would allow service providers and at the same time
reduce or maintain the standard rates so that they did not burden
the children's families. The approach also involves improving
care conditions by improving and lowering the length of stay.
Similarly, the patient is also prevented from hospital-acquired
conditions. For instance, during the Covid 19 pandemic,
patients can easily contract the virus because of its spread. The
surfaces and contact with other patients make them more
vulnerable to contracting Covid 19. Other conditions spread in
the hospital may include pneumonia, urinary tract infections,
and bloodstream infections. The initiative looks to provide the
best services and ensure that the facilities discharge patients
sooner unless family members cannot manage the condition
outside the facility. Only critical conditions are admitted into
the medical facilities. For instance, patients in ICU can stay in
the hospital until they are medically cleared to leave the
facility. The rest of the conditions are treated with the best care,
and if need be, the patient can pop in for a checkup at agreed
intervals. Therefore, those who are treated and allowed to go
home become less vulnerable to getting other infections, and the
quality of their lives improves.
The nurses' role in the initiative was to help the doctors to
monitor patients and keep the records that are used to determine
which of the patients should be admitted and which ones can be

2. discharged. They also help to advise the patients why they
should opt for a shorter stay and how it makes them less
vulnerable to contracting hospital acquired infections. Since the
medical facility uses data driven approach, the nurses can also
take part in decision making because they interact more with the
patients and can analyze the reports and record the patients'
progress (Schmitt et al., 2019). The doctors will use these
records to determine which patients can be allowed to go home
and which situations require them to stay longer in the facility.
The outcome of the initiative was reduced costs of keeping the
patient in the medical facilities. In so doing, the health center
lowers maintenance costs and financial burden on the patient.
Gulfport memorial hospital also adopted a systematic data-
driven approach that keeps records and showing the initiative's
progress. The results showed that the facility saved $2 million
in one year because the medical facility needed fewer supplies.
Coordination care also improved, and an increase in discharges
(Griffiths, 2018). The systematic system helps the hospital keep
all the data, ensuring that the initiative is effective as days go.
The doctors and nurses understand which cases can be
discharged because practitioners can quickly retrieve the
conditions' treatments and records.
REPLY 2
Colorectal cancer (CRC) is the third most prevalent cancer
diagnosed in the USA. American Society of Cancer reports that
by 2021, close to 104300 and 45200 new infections were colon
and rectal cancer, respectively. However, the agency report that
the testing rate is still low with ineffective techniques. Five
years ago, Association gastroenterologists (AGA) projected
testing of approximately 80%of the adults in the country. By
2020, more than a quarter of these adults still did not know
their CRC results. The meeting involving key stakeholders in

3. the sector pinned down a roadmap for increased testing (Melson
et al. 2020). Accordingly, the initiative uses AGA white paper
as the aided modality to track and improve the testing. Our
gastroenterology and hematology department received the
recommendation with eagerness to implement the change. The
hospital is in a strategic location with many people reported as
overweight, alcohol abuse, and physically inactive, which are
the risk factors. Previously, the organization organized annually
free tests of the disease besides the community mobilization for
behavior change. Throughout the year, the hospital only tested
the people who voluntarily visited the department due to
complaints. Marking ourselves with the national indicator, we
realized that we did not improve community testing strategies.
Most of the cases tested on demands were at an advanced level
which Dougherty et al. (2018) report that they have increased
mortality and morbidity due to delayed interventions. In early
2019, the organization embraced the AGA's recommendation.
Strength, Opportunity, Threats
The tech has many opportunities in the community wellbeing;
Besides improving outcome from the timely detection, Melson
et al. (2020) affirm that the approach monitors the cases to
know the burden and involve interdisciplinary for the holistic
patient recovery. AGA developed the white paper from
clinicians, nurses, physicians, and other agencies from the
resonating modalities. However, the technology had some
threats for implementation. Melson et al. (2020) acknowledge
that varied behavioral, cultural, and economic orientations of
different regions lowered the practicality of having similar
results. Our organization was also straggling with other
feasibility plans running for five years. Any recommendation
that required more finance needed adjustments to the plans.
Notably, the modality delineates the priority options for
improved CRC surveillance. Traditional methods lacked
efficiency in rightful case detection.

4. Role of the Nurse and Tech's Outcome
Nurses were supposed to learn, teach and implement the
technology. The nursing management created an awareness of
the need for advancement in the screening process. Through a
joint meeting with the board, the nurses understood the gaps in
the traditional methods and their limitations. Necessarily, the
meeting was a consensus for the new approach in case
surveillance. Nurse leaders collected information on personal
views. These collections were necessary to understand the
organization's position in implementing new technology.
Noticeably, the change had minimal resistance due to the
substantial evidence on the AGA white paper's feasibility in
patients' outcomes. Afterwards, the management initiated the
training modules to equip the frontline staff with new
documentation skills and community surveillance. Nurses also
influenced change among the resistant group. Notably, the
organization evaluated the efficiency of technology teamwork,
patient safety, and CRC testing. The first evaluation suggested
improved testing of the CRC by 9%. The report also indicated
that it was easy to track and monitor the tested people. The staff
suggested the need to sustain the change yet tailor-suiting it to
the context and the community.