ject.
  Oral mucositis refers to mucosal damage and occurs in the oral, pharyngeal, and laryngeal cavities. When patients with cancer get oral mucositis, the painful condition can cause difficulties in eating, drinking, and swallowing and may compromise the patient's nutritional status. It also may be drastically associated with infections, resulting in longer hospitalizations.
 
  The aim of this project was to promote best practices related to oral mucositis prevention and treatment for patients in the hematology-oncology setting.
 
  This implementation project was conducted in the hematology-oncology setting at a medical center in Taiwan. The current project adopted the clinical audit methodology and integrated Lewin's Change Theory, using the JBI Practical Application of Clinical Evidence System software.  https://www.selleckchem.com/products/auranofin.html  Seven audit criteria that represented best practice recommendations for prevention and treatment of mucositis were used. A preimplementation audit was conducted with 30 nurses and 30 patients to measure compliancssment of the oral cavity remained at 96%.
 
  The implementation of best practice for enhancing prevention and treatment of oral mucositis for cancer patients in four hematology-oncology settings is possible. Lewin's Change Theory underpinned the project, which integrated blended learning strategies and communication skills which contributed to the success of this implementation project.
 The implementation of best practice for enhancing prevention and treatment of oral mucositis for cancer patients in four hematology-oncology settings is possible. Lewin's Change Theory underpinned the project, which integrated blended learning strategies and communication skills which contributed to the success of this implementation project.
  The current project aimed to conduct an audit of nursing medication administration practices, to implement evidence-based best practice recommendations and assess the effectiveness of these changes in maximizing medication administration safety and reducing the risks of adverse incidents across 10 wards/units in a large tertiary hospital.
 
  Medications are the most common treatment used in healthcare. Because they are so commonly used, medications are associated with a higher incidence of errors and adverse events than other healthcare interventions. Nurses are primarily involved in the administration of medications to patients and this duty is an important aspect of professional practice. The Australian Commission on Safety and Quality in Healthcare has recognized medication safety as a National Standard, thus reinforcing its importance.
 
  The project used the JBI's Practical Application of Clinical Evidence System and Getting Research into Practice audit tool for promoting change in healthcare practice. A'must do' task, to an active process with a focus on safety and patient/carer engagement. Future audits are planned to ensure sustainability.
 The findings showed how audit may be used to promote best practice in healthcare and that reflective practice and front-line led strategies can have a positive impact on clinical practice. Some of the measured criteria did not reach 100%, leaving room for improvement; however, by the end of the project attitudes towards medication administration had been 'transformed' from a passive, routine 'must do' task, to an active process with a focus on safety and patient/carer engagement. Future audits are planned to ensure sustainability.Planning and implementing surge capacity in healthcare services is challenging. The evolving nature of viral transmission makes it difficult to predict the potential impact on the health system and the readiness of healthcare managers and professional staff in responding to system transformation and consequential impacts. This is compounded by sudden increased demands in the types of work required. Guidance for implementing targeted strategies for health systems and services should include evidence that considers the feasibility, appropriateness, meaningfulness and effectiveness of healthcare practices at both the system and organization level. This is consistent with the Joanna Briggs Institute (JBI) model of evidence synthesis and translation. Evidence-based decision-making is a core management competency for health service leadership and the mechanism for improving the quality of management decisions, and hence better service delivery, effectiveness and efficiency. Human resources are the most important asset in crisis management. Health managers must create responsive surge capacity by quantifying existent human and material resources and the shortfall needs required to meet anticipated additional demand. We believe a multifaceted approach is the key to developing systemic surge capacity within the heath sector when faced with the management of crises such as pandemics. We explore and discuss the desirability of strategies based on the JBI model of evidence synthesis and implementation with a view to encouraging the creation of registries and follow-up systems. We believe this will encourage the effective use of human resources including the upskilling in how future crises may be addressed.
  To assess sustainability of an intervention used to implement pressure ulcer prevention.
 
  The Promoting Action on Research Implementation in Health Service, framework was used to develop an intervention aimed to implement evidence-based pressure ulcer prevention in a hospital setting. A short-term follow-up showed that significantly more patients received pressure ulcer prevention. A qualitative process evaluation gave support that the intervention and the implementation process changed the understanding and approach to working with pressure ulcer prevention from treating to preventing.
 
  The study had a sequential mixed method approach, combining quantitative and qualitative data. For the quantitative data, baseline and short-term follow-up (6-8 months) data reported in an initial study were compared with long-term follow-up (36-42 months) data (n = 259 patients). For the qualitative data, interviews with registered nurses (n = 20), assistant nurses (n = 7) and first-line managers (n = 5) were performed.
 
  The performance of pressure ulcer prevention was sustained 3 years from its conception.