NR 643 Week 7 Presentation Script Example

Presentation Script: Ten Minutes for the Nursing Practice Council on the PRN Reassessment Task, With Minutes in the Margin and One Passage Marked Droppable

Student Name

College of Nursing, Chamberlain University

NR 643: Informatics Nurse Specialist Concluding Graduate Experience II

Instructor Name

Month Day, Year

Presentation Script: Ten Minutes for the Nursing Practice Council on the PRN Reassessment Task, With Minutes in the Margin and One Passage Marked Droppable

Setting

Nursing Practice Council, 15 April 2027, a ten-minute item followed by five minutes of questions. Six still images. No live system: a demonstration in front of the room depends on the network, a working training patient and nothing having changed since the morning.

Script

0:00. Image 1: title. "Good afternoon. I'm going to tell you about a worklist task that went live on 4 West in February, what it changed and who owns it now. I'll finish with what we're asking the council to note."

0:30. Image 2: one number. "Last summer, on 4 West, 55 percent of PRN opioid doses had a pain reassessment in the row the pain committee reads. Not because nurses weren't reassessing. Chart audits found reassessments in other rows and in notes. The record knew a reassessment would be due and did nothing with that."

1:30. Image 3: the task on the worklist, a training patient. "So when a listed PRN opioid is scanned, the record now creates this task. It's due at 30 or 60 minutes. Clicking it opens the Pain Reassessment row directly. Filing a value completes it. It doesn't pop up and it doesn't block anything."

2:30. Image 4: before and after. "In the six weeks from mid-February, the share rose from 55 to 69 percent on 4 West. The two units without the task stayed at 58. Filing in the routine row instead fell from 15 to 9 percent."

3:30. Image 4 stays. "I want to be straight about the target. We set 70 percent in four of the six weeks. We reached it in three. Week 5 was 69. The rise followed task use week by week, and the weekly run continues, so the council will see whether it holds."

4:15. Image 5: the ladder. "Ninety-one percent of nurses on 4 West opened at least one task, and most who used it early kept using it. Use was lower on nights and among float nurses, and we've since added the tip sheet to the float pool folder and to the night huddle."

DROPPABLE PASSAGE, 5:15 to 6:15. Image 5 stays. "One thing the build couldn't do: the record can't limit the trigger to doses actually given, so a task also appears for held or refused doses. Nurses dismiss those with a reason we added, 'Dose not given.' We've asked the vendor to add the filter."

6:15. Image 6: two owners. "Who owns this now. The pain committee chair owns the content: which drugs trigger a task, the windows, and whether to extend it or switch it off. The clinical documentation analyst for nursing owns the build and is the only person who can change it. Pharmacy informatics owns the drug list. The quality analyst runs the weekly figure."

7:15. Image 6 stays. "We've written down when it would be switched off: if the figure falls back to within three points of baseline for eight weeks, or if nurses are dismissing more than a quarter of tasks for four weeks. A task that adds clicks without benefit should go."

8:00. Image 6 stays. "What we're asking: that the council note the result, and support the pain committee's decision this month on extending to 5 West and 3 East. Extension is about two hours of analyst time per unit."

8:45. "Thank you. I'm happy to take questions."

Two Answers Written in Advance

Who owns it now? "The pain committee chair owns what it does; the clinical documentation analyst for nursing owns how it's built. Both have agreed in writing. I no longer have access."

What happens at the next upgrade? "The vendor's May release will be read for any change to worklist tasks. Two test cases have been added to the analyst's release testing. If either fails, the analyst turns the task off on that unit until the fault is cleared, and the committee chair hears about it that day."

Timing

Rehearsed three times with the clinical informatics manager listening, at 8:40, 9:05 and 8:50, which leaves about a minute of slack before questions. The droppable passage takes 60 seconds and is the first to go if the previous item runs over, because it explains a detail that does not change the result or the request.

Figures Spoken and Shown

55%, 69%, 58%, 15%, 9%, 70% in four of six weeks, three weeks reached, 69% in week 5, 91% of nurses, three points, eight weeks, a quarter of tasks, four weeks and two hours per unit. Each appears on the image showing at the moment it is said. No figure is spoken that the audience cannot see.

Why Still Images

A live demonstration would need a training patient, a working network in the room and a task that fires on cue. Any of those can fail in front of thirty people, and the council's decision does not depend on seeing the task move. Still captures, cropped and using a training patient, show the same thing reliably.

Likely Questions Beyond the Two

Will this add to alert fatigue? "It isn't an alert. It sits on the worklist and doesn't interrupt. We watched dismissals for that reason, and they're below the switch-off threshold."

Does it change pain care? "We can't say. It changes where reassessments are filed. Whether care improved would need a different study."

What about other PRN medications? "The pain committee chose opioids first. Extending to other drugs would be the committee's decision and would need pharmacy to build a new list."

What Was Left Out

The adoption ladder's full table, the list of other system changes in the period and the evidence review. Each is in the handout, which goes to members with the minutes. A council deciding whether to support extension needs the result, the owners and the ask.

Fit With Published Experience

A neonatal project sustained its gain for two years with record reminders and regular feedback (Israel et al., 2023); the weekly run and monthly committee review are this hospital's version of that feedback. The leadership attention that earlier projects relied on (Gordon et al., 2008) is what the council's support provides. The switch-off rule in the script reflects alert research showing that prompts repeated without value lose their hold on attention (Ancker et al., 2017).

References

Ancker, J. S., Edwards, A., Nosal, S., Hauser, D., Mauer, E., & Kaushal, R. (2017). Effects of workload, work complexity, and repeated alerts on alert fatigue in a clinical decision support system. BMC Medical Informatics and Decision Making, 17, Article 36. https://doi.org/10.1186/s12911-017-0430-8

Gordon, D. B., Rees, S. M., McCausland, M. R., Pellino, T. A., Sanford-Ring, S., Smith-Helmenstine, J., & Danis, D. M. (2008). Improving reassessment and documentation of pain management. The Joint Commission Journal on Quality and Patient Safety, 34(9), 509-517. https://doi.org/10.1016/S1553-7250(08)34065-3

Israel, S., Perazzo, S., Lee, M., Samson, R., Safari-Ferra, P., Badh, R., Abera, S., & Soghier, L. (2023). Improving documentation of pain reassessment after pain management interventions in the NICU. Pediatric Quality & Safety, 8(5), e688. https://doi.org/10.1097/pq9.0000000000000688