Capital Purchase Summary
The capital purchase is the ST-Segment Elevation Myocardial Infarction (STEMI) management system within the medical regional center. This purchase project will ensure that there is a reduced door to balloon time within the heart center in the hospital.
Management goals
The primary management goal of carrying out this capital purchase is to guarantee accurate diagnosis and timely treatment of all STEMI related cases within the heart center at the regional medical center.
Primary stakeholders
The primary stakeholders in the capital purchase are the donors, management, government agencies, nurses or healthcare personnel, and patients.
Risks
The only major risk that might affect the project is limited technical knowhow on the side of the implementation agents. Besides, human error might affect the STEMI management system, especially when implementation agents are not enough.
Budget table
The cost of implementing the STEMI management system is estimated at $50,000. The costs include the purchase of the system, the creation of a dating bank, training the nurses, and technical support.
After the implementation of this system, it is estimated that income will double due to increased efficiency and timely diagnosis/treatment of STEMI.
Report: STEMI Management System
Through this capital purchase, STEMI treatment would be easier and predictable through timely reperfusion (Steg, James, & Atar, 2012). Thus, the heart center will be able to reduce morbidity and mortality by up to 30%. Since the proposed STEMI management system guarantees timely reperfusion, the benefits will include timely treatment, transportation, and diagnosis whenever STEMI is suspected or diagnosed (Zègre, Hemsey, & Drew, 2012). Besides, the nurses will be in a position to carry out timeliness intervention within minutes, and mot weeks or days as is the current case. The capital purchase will align the diagnosis and treatment of STEMI within the recommended time for a door to balloon time of 30 to 120 minutes by the American Heart Association (AHA) (Zègre, Hemsey, & Drew, 2012). Through this capital purchase, it would be easy to clearly document the existing and new best practices for accurate diagnosis and eventual treatment.
The management intends to reduce the time taken from diagnosis to treatment of STEMI from days and weeks to minutes and hours to ensure that intervention strategies adopt the best practices suggested by the AHA (Gale, Weston, & Denaxas, 2012). Lastly, the management intends to create a dynamic environment in the management of the STEMI through the reduced door to balloon time since the consultation-diagnosis-treatment cycle will function from a central point (Judith, Baile, & Docherty, 2011).
Under the stakeholders, the donors will provide the necessary financial support in the purchase and maintenance of the system. The government agencies will provide technical support and necessary data in the implementation of the STEMI management system. The medical personnel will be the agent responsible for the implementation and tracking of the success of the system. Besides, the medical personnel will be tasked with the encoding and decoding data that could be helpful in modifying the functionality of the STEMI management system. Lastly, the patient will be the central focus of testing the functionality and success of the capital purchase (Cantor et al., 2012).
The cost of implementing the STEMI management system is estimated at $50,000. This means that the capital purchase many attract optimal results when there are adequate agents with the right skills to implement, monitor, and track the proposed system for efficiencies and potential modifications (Bell & Tanguay, 2011).
References
Bell, A.D., & Tanguay, J. (2011). The use of antiplatelet therapy in the outpatient setting: Canadian Cardiovascular Society Guidelines. Canadian Journal of Cardiology, 27(3), S6–S16.
Cantor, W.J., Hoogeveen, P., Robert, A., Elliott, K., Goldman, L.E., Sanderson, E., & Miner, S. (2012). Prehospital diagnosis and triage of ST-elevation myocardial infarction by paramedics without advanced care training. American Heart Journal, 164 (2), 201-6.
Gale, P., Weston, C., & Denaxas, S. (2012). Engaging with the clinical data transparency initiative: a view from the National Institute for Cardiovascular Outcomes Research (NICOR). Heart Journal, 98(9), 1040–1043.
Judith, A., Baile, E., & Docherty, S. (2011). Nursing roles and strategies in end-of-life decision making in acute care: A systematic review of the literature. Nursing Research and Practice, 2(5), 45-67.
Steg, G., James, S., & Atar, D. (2012). ESC Guidelines for the management of acute myocardial infarction in patients presenting with ST-segment elevation. Task Force on the management of ST-segment elevation acute myocardial infarction of the European Society of Cardiology (ESC). European Heart Journal, 33(2), 2569–619.
Zègre, N., Hemsey, K., & Drew, J. (2012). Pre-hospital electrocardiography: A review of the literature. Journal Emergency Nursing, 38(3), 9–14.