Identify a quality improvement opportunity in your organization or practice. In a 1,250-1,500 word paper, describe the problem or issue and propose a quality improvement initiative based on evidence-based practice. Apply “The Road to Evidence-Based Practice” process, illustrated in Chapter 4 of your textbook, to create your proposal. Include the following: Provide an overview the problem and the setting in which the problem or issue occurs. Explain why a quality improvement initiative is needed in this area and the expected outcome. Discuss how the results of previous research demonstrate support for the quality improvement initiative and its projected outcomes. Include a minimum of three peer-reviewed sources published within the last 5 years, not included in the course materials or textbook, that establish evidence in support of the quality improvement proposed. Discuss steps necessary to implement the quality improvement initiative. Provide evidence and rationale to support your answer. Explain how the quality improvement initiative will be evaluated to determine whether there was improvement. Support your explanation by identifying the variables, hypothesis test, and statistical test that you would need to prove that the quality improvement initiative succeeded.
Unpredictability, is when some events can escalate and develop overnight with consequences that the government minister may not be aware of or hasn’t prepared a contingency plan before the event happens. Brexit is an example of an unpredictable event which has led ministerial overload. No one in the UK expected the leave side to win the referendum in June 2016, it was taken for granted that the Remain part would win that the government didn’t create a new department or have any contingency plans prepared in case leave won. After the leave party won, a completely new department was created to deal with Brexit, this contributes to ministerial overload in many ways. First is that new department was created, that means ministers and civil servants appointed to this department has zero/little experience in how to handle the department’s business. Second is that being a new department it’s more likely to be underfunded than other departments, ministers and staff will likely be underpaid which could result in a reduced efficiency within the department and potentially civil servants and staff could leave the department. To ensure the necessary funding the department needs money could be cut from other departments, this would affect the efficiency of the department or departments affected. Exiting the EU department recently has been criticised for the slow progress made in negotiations with the EU, the Daily mail has reported that the government is hiring 8,000 more civil servants and an extra £662 million pounds (Scunthorpe, 2017) in the event of a no deal Brexit. This suggests that the slow progress in negotiations is due at least in part to underfunding of the department. The third problem is co-operation between departments and the domino effect, in order of Brexit to be successful. Exiting the EU department has to work with other departments, (e.g. development strategies and international trade department). This contributes to ministerial overload because not only does the development strategies and international trade department have tons of international paper work to prioritise, read and make decisions, now they’re expected to take on extra work, working longer hours often will only a minor pay rise. This over time results in deterioration of their mental and physical wellbeing which will ultimately affect their work resulting in an increase of error/ mistakes which leads to a domino effect on other departments who are reliant on inter departmental co-operation. We can compare the above problems associated with ministerial overload to the EU countries and their handling of Brexit negotiations. The EU commission set up a department task force on article 50 negotiations with the United Kingdom, which comprises of the chief negotiator (Michael Barnier) and the deputy (Sabine Weyand) who works with other departments such as the international agreements and customs. These departments not only have to carry on with previous work prior Brexit, but also new post Brexit work, putting strains on the department’s s>GET ANSWER