PEL/VIP specializes in cardiopulmonary staffing, consulting, and education. The mission of this company is to create cardiopulmonary disease management programs and staff development tools that empower healthcare providers to take control of patient outcomes. Recently, PEL/VIP was selected to staff forty-six long-term ventilator facilities throughout the state of Indiana. With the staffing of three of the facilities already underway, it is imperative that the company empower its team of competent, highly skilled respiratory therapists with the equipment and tools needed to provide safe, superior care to patients. One way to improve quality of care while promoting patient safety is by establishing and maintaining an effective system for reporting and investigating errors and near misses. This system is often referred to as an incident reporting system.  As always, staff and personnel of acute and long-term care facilities licensed by the Indiana Department of Health should submit incident reports via the IDOH Gateway Incident Reporting System (IDOH, 2024). However, PEL/VIP seeks to establish its own error and near miss reporting system to enhance employee knowledge by providing ongoing education and training, thereby improving the quality of patient care.
There are different kinds of change management, but no matter what the change is, the overall goal  of change management is to get people on board with the changes and to implement the changes  as smoothly as possible. Incorporating change into your organization will affect not only your  company but also everyone who is part of your business. In this week’s part of your change  management plan, complete the following components: 
? Develop your plan of intent. 
? Create a change management roadmap. 
? Include key performance indicators (KPI). 
1. The plan of intent should be 750-1000 words and address the following points: 
a. Create a plan outlining a vision of what the future looks like if the organization  supports the new policy. 
 b. Describe the benefits and address the concerns that stakeholders might encounter as  you implement the program. 
c. Illustrate the market concepts and competitive advantage of your change  management plan and how that will affect the organization. 
d. Describe how you will use KPI metrics to evaluate the factors that will help ensure  success or increase in overall change success 
2. The change management roadmap needs to be a graphic that shows the timeline from  development to implementation and beyond. 
3. Include KPIs in a table. 
a. Try not to have too many KPIs. The optimum number for most areas of a business is  between four and ten. Just make sure that you have enough to measure how your  team or organization is performing against your key objectives.

KPIs that we plan to measure are incident reporting rate, incident resolution rate, patient safety incidents, staff training completion rate, and patient satisfaction scores. All of these will be measured per quarter.
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Change Management Plan Research
Amanda Coffey
Professional Capstone
Dr. John Streit
April 2, 2024
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PEL/VIP specializes in cardiopulmonary staffing, consulting, and education. The mission
of this company is to create cardiopulmonary disease management programs and staff
development tools that empower healthcare providers to take control of patient outcomes.
Recently, PEL/VIP was selected to staff forty-six long-term ventilator facilities throughout the
state of Indiana. With the staffing of three of the facilities already underway, it is imperative that
the company empower its team of competent, highly skilled respiratory therapists with the
equipment and tools needed to provide safe, superior care to patients. One way to improve
quality of care while promoting patient safety is by establishing and maintaining an effective
system for reporting and investigating errors and near misses. This system is often referred to as
an incident reporting system. As always, staff and personnel of acute and long-term care
facilities licensed by the Indiana Department of Health should submit incident reports via the
IDOH Gateway Incident Reporting System (IDOH, 2024). However, PEL/VIP seeks to establish
its own error and near miss reporting system to enhance employee knowledge by providing
ongoing education and training, hereby improving the quality of patient care.
Communication failures among healthcare professionals are the leading cause of sentinel
events (JCAHO, 2024). Establishing an effective incident reporting system encourages a culture
of safety. It does this by allowing healthcare providers to learn from their mistakes without fear
of punishment. The openness this creates can lead to improved communication and teamwork, in
turn, leading to better patient care. Another benefit of an incident reporting system is that
PEL/VIP can identify patterns and systemic issues that may not be apparent in individual
situations. For instance, if multiple errors occur in medication administration, it may indicate a
need for better training or changes in procedures. Furthermore, once errors and near misses are
reported and investigated, corrective actions can be taken to prevent similar incidents in the
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future. For example, if a near miss occurred because one medication looked similar to another,
PEL/VIP could change the packaging or labeling to prevent confusion. Vincent et. al (2008)
concluded during a study published in the British Medical Journal that hospitals that encouraged
incident reporting had lower mortality rates. Ultimately, all of these benefits lead to improved
patient outcomes. When errors are reduced, patients are less likely to experience harm, leading to
better health outcomes and increased patient satisfaction.
To implement the incident reporting system, several different leadership theories can be
used. Using transformational leadership may be appropriate in this situation. Transformational
leaders encourage, inspire, and motivate employees to perform in ways that create meaningful
change (UMass, 2024). Leadership can use inspirational motivation to communicate the vision
and importance of the new system. Leadership can also use intellectual stimulation to encourage
employees to think critically and suggest improvements. One might give individualized
consideration to address each employee’s concerns and ideas.
Another leadership theory that might be used is servant leadership. Servant leadership
focuses on the leader’s role as a servant to employees, prioritizing their needs and development.
This approach can be used to create a safe and supportive environment where employees feel
comfortable reporting errors and near misses without fear of punishment.
Addressing social identities, ideologies, and personal biases can be done through
inclusive leadership, which emphasizes openness, accessibility, and availability. PEL/VIP’s
leadership needs to create an environment where diversity is valued, and everyone’s voice is
heard. This can be achieved through regular communication, feedback, and training on diversity
and inclusion.
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The change implications might include a shift in the organizational culture towards a
more open and learning-oriented environment. Employees might initially resist the change due to
fear of punishment or lack of understanding. However, with effective leadership, they can be
guided to understand and embrace the new system.
Implementation of a new incident reporting system will have significant impacts on
PEL/VIP business, staff, and patients. The change will likely improve the overall quality of
service provided by the facilities. By implementing a system for reporting and investigating
errors and near misses, PEL/VIP can identify areas of weakness and take corrective action. This
could lead to improved patient outcomes, which could enhance the company’s reputation and
potentially increase its market share. Additionally, the system could help the company avoid
costly lawsuits and penalties associated with medical errors. Staff will also be required to adapt
to new procedures and protocols. This could initially lead to resistance or confusion, but with
proper training and communication, they should be able to adjust. The new system could also
lead to increased accountability and professionalism among staff, as errors and near misses will
be closely monitored. This should improve the overall work environment and lead to higher job
satisfaction. For patients, the change should lead to safer and more reliable care. The system for
reporting and investigating errors and near misses will help ensure that mistakes are not repeated,
leading to improved patient outcomes. This could increase patient satisfaction and trust in the
company.
Consequently, there are many benefits to the implementation of a new incident reporting
system. Improved patient safety is the primary benefit. It can also be utilized as a learning tool.
By understanding the root causes of errors, PEL/VIP staff will learn how to avoid them in the
future. It will create an environment of increased transparency, fostering a culture of openness
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and accountability. This often leads to improved trust and communication among staff members.
Lastly, by preventing errors, the new system can lead to cost savings, as it should decrease the
costs of treating complications originating from errors.
In conclusion, while the system may present initial challenges, it has the potential to
significantly improve the PEL/VIP business, staff, and patient experience. The key to successful
implementation will be effective communication and training, as well as ongoing monitoring and
adjustment of the system as needed.
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Reference
IDOH. (2024). Report an incident. Retrieved from https://www.in.gov/health/cshcr/acute-and
continuing-care/report-an-incident-regarding-an-acute-care-facility/
JCAHO. (2024). Sentinel event. Retrieved from
https://www.jointcommission.org/resources/sentinel-event/
UMass. (2024). What is transformational leadership? Understanding the impact of inspirational
guidance. Retrieved from https://www.umassglobal.edu/news-and-events/blog/what-is
transformationalleadership#:~:text=Transformational%20leaders%20know%20how%20
o,shape%20an%20organization%27s%20future%20success.
Vincent, C., Aylin, P., Franklin, B. D., Holmes, A., Iskander, S., Jacklin, A., & Moorthy, K.
(2008). Is health care getting safer?. Retrieved from