Category: NURS-FPX4010

Capella 4010 Assessment 4 Stakeholder Presentation Name Capella university NURS-FPX 4010 Leading in Intrprof Practice Prof. Name Date Slide 1: Stakeholder Presentation Good afternoon, leaders. I, _______, welcome you all for today’s presentation, highlighting a significant concern of prolonged Emergency Department (ED) waiting times in St. Mary’s Hospital.  Slide 2: Agenda and Objectives The agenda of the presentation is to discuss the organizational issue and emphasize how important it is for leadership to address the issue. Moreover, the presentation underscores the relevance of the interdisciplinary team approach in mitigating the concern using the interdisciplinary plan proposed for St. Mary’s Hospital. Finally, I will elaborate on the plan’s implementation using the Plan-Do-Study-Act (PDSA) model and discuss the criteria to evaluate the plan’s success.  Slide 3: Organizational Issue Recently, in an interview, Dr. Jennifer Rodriguez, Chief Medical Officer at our organization, highlighted the extended ED waiting times as a critical organizational challenge and requires a comprehensive approach to be mitigated. According to the literature, prolonged waiting times in ED are a significant healthcare concern worldwide. This issue substantially impacts patients, healthcare providers, organizations, and communities (Vainieri et al., 2020). Long waits may delay timely access to emergency care, leading to increased pain, discomfort, and anxiety for patients seeking medical attention. These worsened health outcomes and reduced patient satisfaction may erode patients’ trust in the healthcare providers and the system. Furthermore, Siamisang et al. (2020) explain that overcrowding in the ED due to long wait times burdens healthcare providers, eventually causing stress, fatigue, and burnout. These consequences compromise patient safety and healthcare practices. Ultimately, such organizational inefficiencies can hinder the delivery of high-quality and timely care, negatively affecting the reputation and financial viability of the healthcare facility. Thus, addressing this issue using an interdisciplinary team approach is crucial for patients’ health, staff well-being, and the organization’s effectiveness and for fostering a healthier community by ensuring timely access to emergency medical care. Slide 4: Importance of Leadership to Address the Issue From a wider perspective, addressing this issue is vital for healthcare leaders as unaddressed ED wait times may lead to several consequences for the healthcare system. Prolonged ED waiting times impact the healthcare system by aggravating the patient crowd and limiting the capacity of healthcare professionals to respond efficiently to emergencies. This incompetence can result in heightened costs, reduced quality of care, and staff burnout (Paling et al., 2020). Leadership is crucial in improving patient care, enhancing healthcare performance, and fostering a strong and responsive healthcare team by prioritizing interventions to address the issue. This leadership action aligns with the broader goals of the healthcare system to the well-being of the communities they serve.  Slide 5: Relevance of an Interdisciplinary Team Approach Using an interdisciplinary team approach is relevant and often the best strategy for improving patient outcomes. Mosqueda (2022) emphasizes the importance of an interdisciplinary approach, especially in emergency settings, as this approach helps in caring for the patients, building a therapeutic connection, and improving care coordination, essential for decreasing ED waiting times and enhancing care quality. Since the issue is complex and multifaceted, involving professionals from various disciplines is vital to ensure a comprehensive and well-coordinated effort to implement effective solutions (Mosqueda, 2022). The interdisciplinary team for our proposal consists of physicians, nurses, ED specialists, administrators, and IT professionals, who can contribute to developing an all-inclusive plan to address extended ED waiting times.  The interdisciplinary team approach combines diverse expertise to address pertinent issues in the healthcare sector, such as prolonged ED waiting times. The team members collaborate to identify areas of improvement, optimize workflows, and implement directed solutions. This holistic strategy ensures a comprehensive understanding of the issues. It enables the team to develop innovative interventions (Bendowska & Baum, 2023) to improve patient outcomes and enhance the efficiency of emergency care. Implementing the interdisciplinary plan proposal of interprofessional team triaging aims to reduce ED waiting times, improve patient outcomes, enhance patient satisfaction, and foster a responsive emergency care healthcare system within St. Mary’s Hospital.  Slide 6: Evidenced-based Interdisciplinary Plan  Our evidence-based interdisciplinary plan proposal introduces an interprofessional team triaging system in the emergency department. The primary objective of the plan is to streamline patient flow, optimize emergency processes, and reduce waiting times in the ED. Corkery et al. (2021) present in their study the effectiveness of interprofessional triaging in expediting the process of identifying and treating emergency cases to minimize patient waiting times and improve care quality. Another study by Yousefi et al. (2023) concludes that a triaging method that leverages interprofessional teams significantly impacts ED performance, particularly in reducing waiting times and improving patient satisfaction.  Each team member plays a crucial role in successfully implementing the plan. Physicians are pivotal in providing insights into patients’ health conditions and the urgency of care. Their expertise will assist in prioritizing high-acuity cases, ensuring that critical patients receive immediate attention. Nurses, on the other hand, contribute to the practical aspects of patient management, ensuring that the triaging criteria align with the actual needs of patients. Additionally, ED specialists help with rapid decision-making by using their experience to manage complicated and emergency cases. While administrators supervise the plan’s strategic planning and resource allocation, IT professionals are vital to execute technological solutions such as improved communication mediums and data security to enhance the effectiveness of the team triaging process.  Slide 7: Likelihood of Plan’s Success St. Mary’s Hospital’s interdisciplinary team triaging plan is expected to succeed, given its evidence-based approach and comprehensive implementation. Success depends on seamless collaboration among the interdisciplinary team members. Moreover, the effectiveness of optimized workflows, technological integration, and continuous improvement hinges on the commitment and active participation of the interdisciplinary team. It is essential to perform regular data analysis and establish feedback mechanisms to adapt to evolving needs to make this plan successful. Lastly, support from organizational leadership, adequate training and development, and ongoing communication are crucial for substantial improvements in ED waiting times and patient outcomes. Slide 8: Implementation of the Plan Implementing an interprofessional team triaging system is

Capella 4010 Assessment 3 Interdisciplinary Plan Proposal Name Capella university NURS-FPX 4010 Leading in Intrprof Practice Prof. Name Date Interdisciplinary Plan Proposal The worsening concern of prolonged waiting times in St. Mary’s Hospital’s Emergency Department (ED) demands an urgent, interdisciplinary intervention. This proposal focuses on implementing strategic measures within the ED. The desired outcome is to enhance patient experiences, optimize resource utilization, and guarantee prompt and effective delivery of healthcare services in the emergency setting. Objective The proposed plan involves the introduction of interdisciplinary triaging using diverse professionals such as nurses, physicians, and ED specialists. By leveraging a multifaceted approach to triaging, the objective is to expedite identifying and treating critical cases, reducing waiting times (Corkery et al., 2021). If achieved, this objective will lead to timely responses to patients’ conditions, eventually improving patient outcomes and enhancing organizational efficiency.  Questions and Predictions Question # 1: What challenges may arise during the implementation of the interdisciplinary proposal, and how can these challenges be effectively addressed?  Answer: Potential challenges may include communication issues such as role clarity and information sharing. Implementing clear communication protocols and regular team meetings can help alleviate these challenges. Resource limitations are another challenge that can be mitigated by optimized budgeting and avoiding resource wastage through continuous monitoring.  Question # 2: What is the estimated time frame and resource allocation required to implement the plan successfully?  Answer: The timeframe for implementing the plan is within 8-10 months. The required resources are dedicated training programs and educational resources, technological mediums for seamless communication, and adequate financial resources to support infrastructural changes, technological procurement, and training programs. Lastly, we will need the necessary equipment and resources to support efficient triaging, including designated team discussions and consultation areas. Question # 3: How can the organization sustain the momentum of the interdisciplinary team triaging model?  Answer: By establishing a culture of continuous improvement, fostering leadership support, and conducting regular performance reviews and protocol updates, the organization can plan the sustainability of the interdisciplinary triaging model. Methods for Success Measurement Several evidence-based methods to measure the success of our proposal plan include time-based and team-based performance indicators, which include waiting times, resource utilization, and staff efficiency (Austin et al., 2020). Moreover, patient-related outcome metrics such as mortality and complication rates will provide insight into the areas of improvement. Data collection methods include quantitative methods such as statistical analysis of organizational dashboards. On the other hand, qualitative methods such as patient care surveys, interviews, and focus group discussions must be utilized to gain insights into patients’ and healthcare professionals’ experiences and perceptions of the new triaging system (Johansson et al., 2023).  Change Theories and Leadership Strategies The Plan-Do-Study-Act (PDSA) cycle is a methodical approach for continuous improvement. It involves planning a change, implementing it on a small scale, studying the results, and acting on the results to make necessary adjustments or continue the efforts. Alqattan et al. (2021) effectively utilize this change theory to improve care quality in ED and reduce waiting times using various strategies such as interdisciplinary triaging, allocating and recruiting human resources, and establishing standardized communication protocols. This real-world example from the literature depicts the effectiveness of the PDSA model and prepares a foundation for St. Mary’s Hospital to implement the interdisciplinary plan proposal. During the planning phase, the interdisciplinary team at St. Mary’s Hospital will collaboratively develop a detailed project plan – defining roles, communication protocols, and achievable goals for improving patient outcomes and reducing waiting times. They will then execute the plan on a smaller scale, focusing initially on high-acuity patients, allowing for hands-on experience, recognizing challenges, and using real-time strategies to adapt. In the study phase, the team will collect data on patient waiting times, patient satisfaction, and staff feedback to assess the effectiveness of the triaging model. Based on the study findings, the team will make informed adjustments, fostering continuous improvement and optimizing the system for better outcomes. Leadership Strategy Transformational leadership inspires and motivates team members to achieve extraordinary outcomes, fostering a shared vision and commitment to organizational goals. According to the literature, this leadership strategy leads to effective collaboration. It enhances the staff’s commitment to the quality improvement goals, demonstrating the relevance and real-world connection with the context of implementing interdisciplinary team triaging at St. Mary’s Hospital (Iqbal et al., 2019). In the context of our interdisciplinary plan, the hospital’s leadership can articulate a convincing vision of improved patient outcomes, reduced waiting times, and enhanced overall emergency care. Moreover, the leaders can support the interdisciplinary team by recognizing their contributions and providing educational resources to implement the triaging system seamlessly. Lastly, transformational leaders may foster open and transparent communication among the interdisciplinary team through regular meetings and feedback sessions. This ensures the team is well informed and engaged in the project’s progress (López‐Medina et al., 2022). Team Collaboration Strategy The interdisciplinary team comprises physicians who will lead clinical assessments and treatment decisions. Nurses will simultaneously play a pivotal role in care coordination and communication. ED Specialists bring expertise to complex emergencies, aiding in rapid decision-making. Administrative staff will manage logistics and materials, ensuring a smooth workflow. Lastly, IT professionals will maintain and optimize technology for efficient data sharing. Interprofessional Education (IPE) is an effective collaboration approach that involves healthcare professionals from various disciplines learning together, fostering understanding of each other’s roles and enhancing collaborative skills (Zorek et al., 2021). This approach encourages collaboration, teamwork, and shared objectives among the interdisciplinary team through evidence-based best practices. In the context of St. Mary’s Hospital’s interdisciplinary proposal of team triaging, these practices include training sessions and workshops, leveraging collective expertise, and improving the efficiency of patient assessments and treatment prioritization. This approach aligns with the team’s need for seamless collaboration by promoting shared objectives and responsibilities, ultimately driving a successful interdisciplinary plan.  Required Organizational Resources Implementing the interdisciplinary team triaging plan at St. Mary’s Hospital involves additional responsibilities for existing healthcare professionals, with a projected 10% salary increase to enhance staff motivation. Existing resources like training rooms

Capella 4010 Assessment 2 Interview and Interdisciplinary Issue Identification Name Capella university NURS-FPX 4010 Leading in Intrprof Practice Prof. Name Date Interview and Interdisciplinary Issue Identification Interdisciplinary collaboration in healthcare involves professionals from diverse fields working together to address complex patient needs (Dinh et al., 2020). This assessment delves into a healthcare issue, highlighted in a focused interview at St. Mary’s Hospital. This issue can be addressed using an interdisciplinary approach. Thus, the assessment further elaborates on the change theories, leadership strategies, and collaboration approaches leading to interprofessional solutions. Interview Summary In a recent interview, Dr. Jennifer Rodriguez, a Chief Medical Officer at St. Mary’s Hospital, shed light on several critical issues plaguing the organization. St. Mary is a renowned healthcare facility for its excellence in patient care and innovative healthcare practices. With her extensive experience, Dr. Rodriguez oversees the medical operations, collaborates with healthcare teams, safeguards quality patient care, and addresses emerging medical issues at the organization. The primary issue highlighted in the interview was increased waiting times in the emergency department. She commented on previous attempts by the leadership to address this issue, such as recruiting staff and allocating resources. However, these strategies were ineffective due to a lack of sustainable planning and the failure to involve frontline medical staff in decision-making. Dr. Rodriguez further delved into the organizational culture, which lacked collaboration and interdisciplinary teamwork due to the hierarchical structure, which hindered effective communication channels, impeding the efforts to address the challenge. Additionally, she shared her experiences with interprofessional teams in her previous workplace, where a collaborative approach and teamwork led to significant improvements in patient outcomes. However, she finds this a pertinent gap in St. Mary’s.  I employed effective strategies to gather sufficient information regarding the healthcare issue at St. Mary’s Hospital. Firstly, I used an open-ended questioning approach to encourage my interviewee, Dr. Rodriguez, to provide detailed responses. This approach allows interviewers to collect comprehensive thoughts without probing answers to the questions, offering a more nuanced understanding of the topic (Neuert et al., 2021). Additionally, I created a comfortable and confidential environment for Dr. Rodriguez to foster trust and encourage her to share honest insights, especially about leadership actions and the collaborative culture within the hospital. Issue Identification Prolonged stay (waiting times) in emergency departments is a significant issue in healthcare sectors worldwide. It is associated with an increased rate of mortality and poor patient outcomes. According to the literature, patients who waited more than four hours in an emergency department were nine percentage points higher in a hospital with 100% occupancy than in a facility with 85% bed occupancy. These long ED waiting times are interlinked with an augmented rate of hospital stays due to limited resources within the healthcare facility (Paling et al., 2020). To address this pertinent issue, an interdisciplinary approach is essential. Nurses, physicians, specialists, and administrative and support staff working collaboratively can optimize patient flow. For instance, interprofessional teams at triage stations can expedite decision-making and prioritize high-acuity cases, eventually reducing waiting times (Corkery et al., 2021). By fostering collaboration and shared responsibility, an interdisciplinary approach enhances the quality of care and streamlines operations (Dinh et al., 2020), ultimately alleviating ED waiting times and improving the overall patient experience.  Change Theories That Could Lead to an Interdisciplinary Solution The most commonly used change theory in healthcare settings is the Plan-Do-Study-Act (PDSA) cycle, which involves planning a change, implementing it on a small scale, studying the results, and then modifying the improvement areas to act on a larger scale (Chen et al., 2021). This change theory can develop an interdisciplinary solution for prolonged ED waiting times by providing a systematic and iterative approach. It is relevant to our issue as it encourages data-driven modifications, addressing comprehensive and multifaceted contributors to prolonged ED waiting times. According to Alqattan et al. (2021), the interdisciplinary team can plan and implement change strategies to manage patient flow, such as introducing interprofessional triaging, augmenting human resources, and establishing standardized communication protocols  The resource’s credibility can be assessed through the CRAAP criteria – currency, relevance, authority, accuracy, and purpose. These studies are pertinent to the issue addressed in this analysis. Credible journals authorize them and provide accurate and precise claims to support the PDSA model. This model is frequently endorsed by reputable organizations such as the Institute for Healthcare Improvement (IHI) and is extensively implemented in various healthcare settings.  Leadership Strategies That Could Lead to an Interdisciplinary Solution Transformational Leadership is an effective strategy that involves inspiring and motivating team members to achieve shared goals. Since the prolonged ED waiting times require an interdisciplinary solution, this leadership style is best suited to foster a collaborative and innovative culture (Iqbal et al., 2019). Transformational Leaders can help establish an interdisciplinary solution by supporting team members to work around a shared vision, in our case, to improve ED efficiency and enhance patient care. These leaders motivate healthcare professionals to collaborate and show commitment towards the change strategies planned and implemented against prolonged ED waiting times. Thus, this leadership style is highly relevant to addressing our identified St. Mary’s Hospital issue.  The resource used to describe transformational leadership is a credible source as it is published within 3-5 years, it presents the claims accurately, and the purpose of the study aligns with the purpose of our analysis. This leadership theory is well-established, supported by extensive research, and widely presented in the healthcare literature. Notable leadership frameworks, such as Bass’s Transformational Leadership Theory, support the credibility of this strategy as an effective approach for achieving positive change in healthcare organizations. Collaboration Approaches for Interdisciplinary Teams Interprofessional Education (IPE) is a collaborative approach that emphasizes coordination of healthcare professionals into cohesive teams. It promotes shared learning experiences, fostering effective communication and collaboration among various disciplines (Zorek et al., 2021). This approach addresses prolonged ER waiting times by fostering interprofessional collaboration where healthcare professionals understand each other’s expertise and work cohesively to streamline patient flow and optimize emergency care processes. The resource

Capella 4010 Assessment 1 Collaboration and Leadership Reflection Video Name Capella university NURS-FPX 4010 Leading in Intrprof Practice Prof. Name Date Collaboration and Leadership Reflection Video Hi to everyone. My name is Kristy. In this reflection video, I will discuss the vital role of interprofessional collaboration in Health Promotion and Disease Prevention (HPDP) at the community health center. By an in-depth review of the case study presented, I will demonstrate the complexities of teamwork among healthcare workers. By exploring the issues encountered, this assessment seeks to emphasize the need for successful collaboration in maintaining effective HPDP services for community members. Healthcare team members can better develop interdisciplinary teamwork by considering critical perspectives from diverse medical experts and addressing the problems and ideas for the future (Doornebosch et al., 2022).   Interdisciplinary Collaboration Experience As a practicing nurse, I took part in an interprofessional endeavor to improve HPDP at the community health center. The collaboration had both advantages and drawbacks. Reflective nursing practice proved crucial for analyzing and enhancing a team’s performance. HPDP’s interprofessional team consists of public health professionals, doctors, nurses, community healthcare providers, and social workers who collaborate to create and administer health promotion initiatives. The team offers patients continuous care, which includes health information, testing, and recommendations for local services (Capella University, n.d.). Successful Aspects of Interdisciplinary Collaboration In the investigation of interdisciplinary collaboration for HPDP, several cases were discovered that were very effective. Through the combined efforts of a multidisciplinary team, difficulties were successfully addressed. The team’s collective effort also performed an excellent job of respecting and leveraging our members’ abilities and experience. This was evidenced by the different abilities of team members, which aided in providing comprehensive care to the community. For instance, Community health workers provided health literacy and gathered information on the needs of the community (Rahman et al., 2021). Nurse Lily Tomski participates in health promotion programs. Furthermore, physicians, such as Dr. Aisha Patel, provided primary care by diagnosing, prescribing medications, and educating patients (Capella University, n.d.). Social workers handle patients’ psychological problems, enabling each team member to contribute to various aspects of the community, contributing to improved health promotion (Ross et al., 2021). Unsuccessful Aspects of Interdisciplinary Collaboration In the investigation of HPDP at community health centers, we identified many critical difficulties that hampered the efficiency of multidisciplinary cooperation. The primary challenge is to incorporate health promotion initiatives into medical care. Lack of uniform and standard protocols across departments due to a shortage of information and awareness. It confuses and renders prevention methods ineffective. Another barrier to success was poor interaction and collaboration among the interprofessional group and other community resources, which resulted in adverse health outcomes. The patient appeared to be imprisoned between opposing perspectives due to cultural diversity and logistical challenges with their treatment plan, resulting in inadequate treatment. Introducing culturally appropriate health promotion resources can enhance the comprehension and health of varied communities (Wen et al., 2022).  Furthermore, the physician-patient ratio is a barrier to HPDP and comprehensive treatment. It led to inefficient patient guidance and care. Furthermore, despite efforts to develop open communication approaches, there were circumstances in which real-time information transmission stopped short, causing delays in addressing emerging health risks. Social determinants of health are also crucial barriers to effective HPDP. It can cause health disparities. Lastly, For efficient HPDP, community health data must be collected and analyzed on a timely basis. Delays in data collecting and the translation of research into practice result in negative outcomes (Fagherazzi et al., 2020). The Role of Reflective Nursing Practice in Improving Future Collaboration Reflective nursing practice is a useful approach for potential collaboration because it encourages nurses to critically analyze and become cautious and self-aware of their prior encounters (Rasheed et al., 2021).  Reflection allows nurses to find opportunities for development, including boosting patient communication and defining duties within a multidisciplinary group. Nurses can promote honest discourse, anticipate issues, and implement standard clinical procedures (Pangh et al., 2019). This reflective strategy encourages nurses to be engaged in collaborative discussions, resulting in improved coordination during HPDP initiatives. Reflective practice also assists nurses in fostering empathy and compassion, enabling them to collaborate more effectively to achieve a common goal. Nurses can assist in promoting the culture of constant enhancement, which is vital to interprofessional collaborative work and the healthcare of the community (Marshall et al., 2022). Inefficiencies in Human Resource Management due to Poor Collaboration Evidence in the literature has revealed that inefficient interaction and collaboration within medical facilities waste both human and financial resources for those dealing with HPDP. For instance, Alderwick et al. (2021), demonstrate that when medical professionals do not collaborate successfully for HPDP, it can result in increased costs, ineffective care, and recurrent failures because of lack of compliance to standard protocol. Tiwary et al. (2021), promote this perspective, stating that poor communication and coordination among teams lead to patient delay in therapy and insufficient use of resources. Inappropriate collaboration leads to financial burden due to poor patient care. It ultimately demands more financial resources and funding. It has been reported that about 27% of clinical negligence results from communication difficulties. Capella 4010 Assessment 1 Collaboration and Leadership Reflection Video Wang et al. (2022), study provides insight into the repercussions of insufficient communication and collaboration in a healthcare organization. According to the authors, poor cooperation causes burnout among medical professionals and a high rate of turnover, resulting in poor-quality patient care. Moreover, poor cooperation leads to inadequate use of human resources due to misconceptions and duplication of roles. Ineffective collaboration influences monetary resources. As stated by Degu et al. (2019), factors contributing to inadequate interdisciplinary collaborations include inadequate professional assistance, insufficient interpersonal interaction, and poor interprofessional collaborations. Inadequate interprofessional cooperation influences patient safety and medical care, causing emotional distress among medical professionals. Ee et al. (2020), found that inadequate collaboration leads to inconsistent delivery of services, resulting in unsatisfactory patient outcomes and increased medical utilization. Lacking cooperation and coordination prohibits patients from managing their healthcare and obtaining critical services. All of these issues affect the effectiveness and productivity of the multidisciplinary team and have significant financial consequences for the health organization. Best-Practice Leadership Strategies for Interdisciplinary Teams According to multiple studies cited in the literature, effective leadership is critical