NURS FPX 4010 Assessment 4 Stakeholder Presentation

Name

Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Stakeholder Presentation

Hi, I am Janessa. Our Stakeholder Presentation today is going to be interesting as we look into a proposed interdisciplinary design intended to deal with the operation system of a mid-level hospital that addresses major issues.

The research discussed here shows how vital it is for our hospital’s operating unit to have more effective collaboration between various departments. Therefore, the suggested interdisciplinary scheme aims to create seamless channels of communication and collaborative workflows across all departments to address these challenges. We want to promote teamwork and coordination to optimize healthcare delivery, focusing on timely interventions and individualized attention for each patient.

Organizational or a Patient Issue

The point of contention here is the necessity for better interdisciplinary teamwork in the surgical ward of a mid-level hospital. This insufficiency manifests in delayed surgeries, long waiting periods for patients, communication barriers among personnel, and generally ineffective ways in which care is delivered to patients. This issue must be addressed as it directly concerns both patients and employees. Required operations are lasting too long on the schedules such that the ill have to wait until their conditions worsen, thus lowering patient satisfaction with the medical services provided (Díaz et al., 2023).

Poor communication and cooperation also make staff feel unsatisfied at work and hence may quit at any time, leading to high employee turnover. Consequently, solving this problem is vital for improving the quality of care received by patients, improving job satisfaction among workers as well as upholding the healthcare facility’s image as being efficient in its provision of healthcare services (Bragadóttir et al., 2023). Diaz et al. (2023) clearly show that a lack of harmonized interdisciplinary teams results in many drawbacks, such as delays in surgical procedures, lengthy waiting times, and communication barriers among staff members, hence undermining quality care provision.

Need for Solving the Issue

This issue should matter to the audience, which includes healthcare professionals, hospital administrators, policymakers, and patients, for several reasons. Interdisciplinary collaboration results in better treatment outcomes, reduced complications, and improved patient satisfaction (Tomaschek et al., 2022). Moreover, hospitals become more effective through the introduction of a collaborative interdisciplinary approach that will facilitate streamlining processes within a medical establishment, thereby reducing surgical delays and optimizing resource utilization, leading to more efficient healthcare delivery with shorter waiting times for patients (Díaz et al., 2023). Fostering teamwork among staff members through interdisciplinary collaboration also reduces burnout.

It improves job satisfaction, which would ultimately contribute to higher staff retention rates, thereby ensuring continuity of care and institutional knowledge (Bragadóttir et al., 2023). In addition, this would enable efficient interdisciplinary collaboration aimed at minimizing errors, reducing unnecessary procedures, and enhancing resource allocation, thus cutting costs for both health facilities and patients (Bendowska & Baum, 2023). Hospitals known for their efficient and collaborative healthcare delivery are more likely to attract patients, healthcare professionals, and strategic partnerships, enhancing their reputation and competitiveness in the healthcare market (Nilsen et al., 2020).

Relevance of an Interdisciplinary Team Approach

An interdisciplinary approach is required to solve the complex problems faced by surgeons in a surgical unit. Change can be realized when different professionals combine their skills for the good of patients rather than focusing on other matters, such as communication, meaning that overall outcomes will improve. The combined team includes various medical professionals who offer multiple areas of care. This means that they understand the problems holistically and can provide multidimensional answers for issues like operations delays, poor communication during surgical procedures, or inefficiencies due to diverse competency (Aein et al., 2020). 

Improved Communication and Coordination enables smooth communication among all surgical department players and ensures operational efficiency while promoting teamwork. Hence, it opens up ways of information sharing on tactics and moving towards the common objectives of improved workflows, which eventually lead to better patient care (Witt et al., 2020). 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Each member of this interdisciplinary team brings different skills, knowledge, and perspectives to the table. By leveraging these varied capabilities, such teams can apply various theories of change and leadership strategies to overcome barriers against change, devise effective communication methods, and achieve organizational transformation (Langabeer et al., 2019). The main goal of the plan is to enhance patient care delivery through an interdisciplinary approach.

Through decreased surgical delays, better communication mechanisms, and improved collaboration among medics, the interdisciplinary panel helps improve patient outcomes, including shorter waiting periods, happier patients due to increased satisfaction rates, and better results (Davidson et al., 2022). Interdisciplinary collaboration encourages continuous improvement at a surgical unit level. Consequently, regularly analyzing important performance measures like surgical waitlist times, effectiveness of communications, level of satisfaction amongst staff, and patient clinical outcomes will enable the identification of areas that need improvements and where focused interventions can be implemented, thus pushing ahead with progress towards delivering excellence in healthcare (Sirimsi et al., 2022).

Interdisciplinary Plan Summary

Objective

The interdisciplinary plan in question aims to implement holistic measures that would address hindrances to a multidisciplinary approach within the surgery department of a middle-level hospital. The plan, therefore, intends to eliminate delays experienced during surgical operations, foster sound communication systems between different departments, and improve the efficiency of service delivery to patients (Díaz et al., 2023).

When it comes to its probability of accomplishment, the interdisciplinary plan is very high as a result of following an evidence-based approach and using complete strategies. In fact, it employs established change theories such as Kotter’s 8-step model and Prosci’s ADKAR change model, as well as leadership strategies like transitional and transformational leadership so that it can overcome possible challenges, e.g., resistance to changes and communication barriers (Harrison et al., 2021). Furthermore, this has led to interprofessional education (IPE) and collaboration strategies like TeamSTEPPS, which have been made central to teamwork and patient outcomes (Kuriyan et al., 2020). Henceforth, allocating dedicated human and financial resources has shown the organization’s commitment to the success of the plan.

Interdisciplinary Team Actions

Because of this approach, the interdisciplinary team will take a few crucial steps to implement the plan effectively. The implementation process will be overseen by an interdisciplinary coordinator who will ensure communication between departments and monitor progress (Witt et al., 2020). Representatives of the surgical, anesthesia, and postoperative care departments will participate in meetings, provide updates, and create strategies for collaboration. A leader from one of the most admired companies in the world shall be responsible for spearheading interdepartmental cooperation by enforcing the allocation of resources and dismantling internal barriers (LeBlanc & Nosik, 2019).

Interprofessional education modules include team-building sessions that develop shared trust and understanding among team members. The goal of TeamSTEPPS training should be to build better communication styles by healthcare professionals and work in teams to improve patient protection (Kuriyan et al., 2020). Patient outcomes are considered as indicators of success, such as surgical waiting lists and communication efficiency, through surveys about employee satisfaction at work to measure the effectiveness of interdisciplinary approaches (Sirimsi et al., 2022).

Implementation and Resource Management

Successful interdisciplinary collaboration in a surgical unit is built on the strategic allocation of resources, extensive training, performance monitoring, and adaptability. To justify the allocation of resources, align them strategically, provide comprehensive training, and be adaptable to improve patient outcomes and operational efficiency.

Research conducted on implementation and resource management points out that the Plan-Do-Study-Act (PDSA) model serves as a systematic approach to effective resourcing for an organization in the healthcare industry. In the planning stage, strategic resource allocation should be considered alongside open communication and inclusive team training programs for individuals within interprofessional teams. This is when some strategies are implemented while others are deployed; also, this is when training sessions begin.

At this point, evaluation through key performance indicators is done to monitor how they become effective after strategy implementation. Hence, such findings indicate the support for flexibility and adaptability by act phase, thus corrective actions aimed at optimizing resource use. Also, this requires proving what has been achieved and measuring the ROI to justify the expenditure of resources. It is these various iterations of the PDSA model that promote continuous improvement through which advanced interdisciplinary collaboration is eventually built to improve patients’ outcomes in healthcare settings.

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Hospital management should strategically use the human and financial resources indicated in the plan to realize effective utilization of these resources. This includes determining key areas where resources are required, like staffing, training, technology infrastructure, and leadership support. Therefore, these areas can be taken into account when a hospital allocates funds to make optimal investments toward interdisciplinary collaboration (Tataw & Stokes, 2023). The implementation of EHR, for example, has been shown to enhance interdisciplinary collaboration (Fennelly et al., 2010).

During the implementation phase, goals, expectations, and roles must be communicated clearly to use available resources efficiently. For interdisciplinary teams’ staff in collaboration initiatives, undergoing a comprehensive training course is a necessity (Shakhman et al., 2020). This training should involve topics like group work, communication techniques, adjustment procedures, teamwork tools, and technologies like EHR (Fennelly et al., 2020).

Especially when managing healthcare facilities, one should make sure that how resources are being utilized is continuously being checked upon and their utility evaluated. In so doing, it helps in pointing out any inefficiencies or areas that should be improved. The plan highlights some Key Performance Indicators (KPI) that need to be tracked on a periodic basis, such as surgical wait lists, staff communication effectiveness, and job satisfaction among employees; patient outcomes are also covered in this section. Therefore, through these metrics, a hospital can identify misuse of assets or constraints before they become serious issues (Sirimsi et al., 2022).

Budget for Resources 

In order to show the possibility of getting a return on investment (ROI) through an appropriate explanation of resource distribution, the plan should justify its allocation in terms of better patient outcomes, well-pleased staff members, and general operational efficiency. To make stakeholders understand that money spent on interdisciplinary initiatives is justifiable and hence supports it, hospital administration should link resources used to expected benefits as stated in the plan (Thusini et al., 2022).

Another point to consider is that this plan necessitates a financial budget of approximately $130,000 per annum for all the anticipated annual expenses, including staff time costs, resource use, and access charges. In addition, for the purpose of implementing the EHR system and IPE, hospital management must have a budget ranging from $15k to $70k. An example of this kind is a multidisciplinary approach, which can lead to shorter waiting times for surgical operations, good relationships among the entire staff in a hospital setting, better patient gratification levels, and an improved state of health generally. For this reason, these projected advantages are causes for investing in items such as personnel training, technological infrastructure, and supportive leadership (Marshall et al., 2023).

Evaluation and Improvement Strategy

To evaluate the effectiveness of the proposed plan to enhance interdisciplinary collaboration in the surgical unit of the hospital, implementing surveys can be instrumental in capturing both qualitative and quantitative feedback from various stakeholders involved. Before the implementation of the plan, surveys can assess baseline levels of satisfaction among staff members, identify communication barriers, and gauge the extent of delays in surgeries. Questions can be designed to gather insights into staff perceptions regarding teamwork, communication effectiveness, and  job satisfaction. By quantifying these aspects through surveys, the hospital can establish a baseline understanding of the challenges present within the surgical unit (Sakaki, 2023).

After the implementation of the interdisciplinary plan, follow-up surveys can be conducted to measure changes in perceptions and outcomes. For instance, surveys can assess whether there has been a reduction in delays in surgeries by comparing before and after percentages of surgeries experiencing delays. Staff satisfaction surveys can also track improvements in communication, collaboration, and job satisfaction following the implementation of the plan. Moreover, patient satisfaction surveys can be utilized to measure improvements in waiting times for surgeries and overall satisfaction with the quality of care received (Chen et al., 2020).

By comparing the data collected before and after the implementation of the plan, the hospital can evaluate the effectiveness of the interdisciplinary approach in addressing the identified issues. Significant improvements in survey metrics, such as reduced surgical delays, increased staff satisfaction, and enhanced patient experiences, indicate the success of the plan in promoting interdisciplinary collaboration within the surgical unit. Additionally, qualitative feedback gathered from surveys can provide valuable insights into specific areas of improvement and help inform future adjustments to the plan.

Conclusion

The interdisciplinary plan aims to address ineffective collaboration in the surgical unit to improve patient outcomes and staff morale while maintaining the hospital’s good name. An evidence-based approach underlies this plan, resulting in comprehensive strategies with the Plan-Do-Study-Act (PDSA) model framed to guide implementation and evaluation. Hence, this plan offers hope for change by promoting a culture of continuous improvement and adaptation towards better healthcare institutions’ patient care and results.

References

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Bendowska, A., & Baum, E. (2023). The significance of cooperation in interdisciplinary health care teams as perceived by Polish medical students. International Journal of Environmental Research and Public Health, 20(2), 954. https://doi.org/10.3390/ijerph20020954 

Bragadóttir, H., Kalisch, B. J., Flygenring, B. G., & Tryggvadóttir, G. B. (2023). The relationship of nursing teamwork and job satisfaction in hospitals. SAGE Open Nursing, 9(9), 1–12. https://doi.org/10.1177/23779608231175027 

Chen, Y., VanderLaan, P. A., & Heher, Y. K. (2020). Using the model for improvement and plan-do-study-act to effect SMART change and advance quality. Cancer Cytopathology, 129(1), 9–14. https://doi.org/10.1002/cncy.22319 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Davidson, A. R., Kelly, J., Ball, L., Morgan, M., & Reidlinger, D. P. (2022). What do patients experience? Interprofessional collaborative practice for chronic conditions in primary care: An integrative review. BMC Primary Care, 23(1). https://doi.org/10.1186/s12875-021-01595-6 

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Fennelly, O., Cunningham, C., Grogan, L., Cronin, H., O’Shea, C., Roche, M., Lawlor, F., & O’Hare, N. (2020). Successfully implementing a national electronic health record: A rapid umbrella review. International Journal of Medical Informatics, 144(144), 104281. https://doi.org/10.1016/j.ijmedinf.2020.104281 

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Dao, H. L. -. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, Volume 13(13), 85–108. NCBI. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/ 

Kuriyan, A., Kinkler, G., Cidav, Z., Kang-Yi, C., Eiraldi, R., Salas, E., & Wolk, C. B. (2020). TeamSTEPPS to improve collaboration in school mental health: Protocol for a mixed-method hybrid effectiveness-implementation study (preprint). JMIR Research Protocols, 10(2). https://doi.org/10.2196/26567 

Langabeer, T. C., Revere, L., Tankimovich, M., Yu, E., Spears, R., & Swails, J. L. (2019). Integrating diverse disciplines to enhance interprofessional competency in healthcare delivery. Healthcare, 7(2), 75. https://doi.org/10.3390/healthcare7020075 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

LeBlanc, L. A., & Nosik, M. R. (2019). Planning and leading effective meetings. Behavior Analysis in Practice, 12(3), 696–708. https://doi.org/10.1007/s40617-019-00330-z 

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Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in healthcare organizations: An interview study with physicians, registered nurses and assistant nurses. BMC Health Services Research, 20(1), 1–8. https://doi.org/10.1186/s12913-020-4999-8 

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NURS FPX 4010 Assessment 4 Stakeholder Presentation

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Sirimsi, M. M., Loof, H. D., Broeck, K. V. den, Vliegher, K. D., Pype, P., Remmen, R., & Bogaert, P. V. (2022). Scoping review to identify strategies and interventions improving interprofessional collaboration and integration in primary care. BMJ Open, 12(10), e062111. https://doi.org/10.1136/bmjopen-2022-062111 

Tataw, D. B., & Stokes, E. W. (2023). Leadership in Interprofessional Healthcare Practice (IPHP). Readiness, roles, and competencies for healthcare managers and human resource professionals. Journal of Interprofessional Education & Practice, 32, 100635. https://doi.org/10.1016/j.xjep.2023.100635 

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