Category: BSN

Capella 4020 Assessment 3 Improvement Plan in Service Presentation Name Capella university NURS-FPX 4020 Improving Quality of Care and Patient Safety Prof. Name Date Improvement Plan In-Service Presentation Greetings! My name is Priscilla, and I’m here to give you the safe medication administration improvement plan, which will address Medication Administration Errors (MAEs) that result in Adverse Drug Events (ADEs), as mentioned in assessment two. Outline This presentation will cover the following topics: Health care problem Purpose and goals of the in-service session Need and process to improve safety outcomes Role and importance of audience Resources and activities for engagement Medication Administration Errors  MAEs are defined as errors that occur during drug administration. The administration procedure is the final step in pharmaceutical management before final documentation. Most of these errors are made by nurses, the most significant medical personnel delivering medications to patients (Asefa et al., 2021). These errors can arise because of the administration of the incorrect medicine, dosage, or procedure at the incorrect time or to the incorrect patient (Ayorinde & Alabi, 2019). Medication administration must be done safely to safeguard patient safety and avoid ADEs. ADEs can cause mild to severe side effects, leading to in serious complications or mortality. In medical facilities, ADEs are responsible for adverse patient safety effects (Bangwal et al., 2020). The safe drug administration improvement plan is a holistic effort aimed at addressing the issues raised by MAEs. Purpose and Goals of In-Service Session Purpose This in-service session on safe drug administration, focusing on reducing MAEs that cause ADEs, improves nurses’ understanding, abilities, and compliance with standard procedures (Wondmieneh et al., 2020). The session’s objective is to equip nurses with updated knowledge on ADEs to prevent the adverse effects of medication interactions caused by MAEs. The implementation of Electronic Health Record (EHR) and Barcoding Medication Administration (BCMA) systems assists in the reduction of MAEs and enables nurses to manage ADEs better (Grailey et al., 2023). Nurses can render informed judgments during medication administration if they better understand the adverse effects of MAEs, particularly ADEs. The training session encourages nurses to practice analytical abilities or strategies when administering drugs. Nurses can help to prevent adverse occurrences by recognizing and minimizing risks through their expertise (Marufu et al., 2022). Goals The following objectives are pertinent and attainable during the in-service session: Provide nurses with easily accessible tools, such as pharmaceutical reference guides, medication interaction databases, and organizational regulations and guidelines, to support informed decision-making and MAE management (Shahmoradi et al., 2021). Nurses will be aware of high-alert or complex drugs, their particular managing demands, administering practices, and measures to reduce the possibility of MAEs (Zyoud et al., 2019). By the end of the session, nurses will understand error prevention strategies and tools, including BCMA, verification, and digital prescriptions through EHR systems, to improve proficiency and validation procedures during administering drugs (Lunt & Mathieson, 2020). The session will encourage nurses to report and gain insight into drug errors. The seminar will emphasize the significance of report systems for incidents, for example, the use of a Medication Error Reporting System (MERS). It also emphasize on the implementation of preventative measures to avoid such mistakes in the future. (Afaya et al., 2021). Need and Process to Improve Safety Outcomes Need  To prevent ADEs, there is a need to enhance safety outcomes related to MAEs (Kuklik et al., 2019). According to research, approximately 7000 deaths occur in the United States because of MAEs, with almost 400,000 occurrences of avoidable patient harm. MAEs caused ADEs in 25% of those admitted to hospitals. According to Fathy et al. (2020), the global financial effect of MAE costs approximately 42 billion dollars annually. This evidence highlights the critical need for comprehensive strategies to reform the medical sector to provide safety and more effective care. It is critical to deal with MAEs holistically and establish procedures that successfully reduce the incidence of avoidable MAEs, which result in ADEs and compromise patient safety (Kuklik et al., 2019). Process The safety improvement process intends to develop suitable medication administration practices to minimize ADEs in medical centers. This approach comprises evidence-based efforts to encourage patient safety. The first stage in the process is providing educational opportunities and training to medical staff to acquire the appropriate knowledge and competencies. Drug security expertise and comprehension also encourage involvement in continuing learning activities (Farzi et al., 2020). The second step is the execution of the Medication Reconciliation (MR) strategy. The MR involves assessing new drug prescription to those already in use, checking correctness, and eliminating disparities.  MR has been shown to help lower MAEs and prevent potential ADEs during hospitalization. Nurses can help minimize adverse effects of medication and promote patient safety by doing MR carefully (Ceschi et al., 2020) In the third step of the process to improve safety, technological tools are employed to eliminate MERs and increase performance. Incorporating BCMA and EHR systems assists in lowering the probability of serious medical complications. Nurses can reliably validate medication codes and dispense medications to patients appropriately by using BCMA (Barakat & Franklin, 2020). Furthermore, drug administration processes are built using the Computerized Physician Order Entry (CPOE) system. Nurses can use CPOE to describe pharmacological interactions to improve medication accuracy and avoid adverse events (Mogharbel et al., 2021). The final step of the improvement process involves enhancing the culture for MAE reporting, learning, and continuous improvement and enabling nurses and other healthcare providers to report MAE incidents if they happen (Obaid et al., 2023). These strategies focused on improving interactions, such as structured communication tools and interdisciplinary training, to lessen drug delivery mistakes and improve patient safety. Nurses can reduce drug-related hazards and promote safer drug administration methods by taking part in open communication and cooperating with other medical personnel (Dirik et al., 2019). Role and Importance of Audience To develop a successful improvement plan based on safe drug delivery, properly communicating the audience’s role is critical. The audience’s awareness of their duties can be improved by open communication, helps in the effectiveness of the plan (Dirik et al., 2019). Policymakers and the board of director’s members must be involved in developing supportive guidelines, distributing adequate funds, and offering strategic leadership. Their dedication and participation in the improvement plan are critical to its accomplishment, as they

Capella 4020 Assessment 1 Enhancing Quality and Safety Name Capella university NURS-FPX 4020 Improving Quality of Care and Patient Safety Prof. Name Date Enhancing Quality and Safety Medication errors are the most significant factor of preventable patient harm in the global medical care setting. Medication Administration Errors (MAEs) are one of the more frequently occurring medical mistakes, which have severe implications for patients, medical personnel, and medical organizations (Wondmieneh et al., 2020). The World Health Organization (WHO) reported that the worldwide economic impact of drug errors is anticipated to be nearly 42 billion dollars yearly (Asefa et al., 2021). MAEs cause the mortality of around 7000 patients and cause approximately 400,000 occurrences of unnecessary patient damage in the United States each year (Wondmieneh et al., 2020). This study will examine a case illustrating the drug administration’s safety and quality challenges.  Scenario  Mr. John, a 52-year-old man with a diagnosis of cardiac myopathy, was hospitalized for prolonged care and treatments. A mistake in medicine administration happened during Mr. John’s hospitalization. Instead of his prescribed drugs, he was provided with the wrong medication by a nurse who misinterpreted the medication’s prescription. Tragically, the mistake was ignored until Mr. John’s condition progressively declined.  The drug he acquired by mistake had a detrimental interaction with his other medicines. He had an elevated cardiovascular rate and breathing problems, which exacerbated his condition. The physician and the medical professionals evaluated Mr. John’s condition, and the MAE was found as a possible cause. Mr. John was then given immediate medical attention to help manage his health.  This tragic event reminded the medical professionals in the healthcare setting of the importance of the safety of the medication.  Factors Leading to Patient Safety Risk MAEs can cause severe health hazards to patients. Many factors contribute to patient safety hazards during pharmaceutical delivery. Poor teamwork and inadequate communication and interaction among doctors and nurses are some of the contributing factors to MAEs. Lack of collaboration among medical personnel can result in medication errors (Tiwary et al., 2019). Mr. John’s medication was administered incorrectly due to a misunderstanding and lack of communication among nurses and specialists. Misunderstanding and a lack of multidisciplinary cooperation result in insufficient information exchange among physicians, nurse practitioners, and pharmacy professionals, which can harm patients and increase medical expenditures. To prevent such events, efficient interaction is vital (Tiwary et al., 2019). Other recognized reasons for MAEs include errors in written correspondence, such as prescription drugs and record-keeping, drug delivery and inventory problems, such as pharmacy errors in dispensing, and facility management of stock. According to various studies, excessive job stress of nurses contributes to MAEs (Ayorinde & Alabi, 2019).  However, the majority of MAEs impacting patients in hospitals happen at the bedside and arise when a drug dose is provided inappropriately (Ayorinde & Alabi, 2019). MAEs are more likely in patients who have complicated drug regimes. Many research investigations have found a link between pharmaceutical regimen complexity and an increased likelihood of mishaps (Jessurun et al., 2023). Mr. John’s history of cardiac myopathy most likely demanded an elaborate drug prescription. Using standardized verifying techniques can help reduce the chance of misunderstanding and mistakes. Medical professionals can minimize the chance of MAEs in people like Mr. John by highlighting the significance of verification of prescriptions (Jessurun et al., 2023). Solutions Based on Evidence-Based Best Practices  Increased incidents of MAE results in a financial burden on patient and the healthcare system. Evidence-Based Practice (EBP) educates medical professionals on the most effective drugs or medications for particular diseases (Patel et al., 2019). EBP allows clinicians to select medicines with fewer adverse drug reactions. EBP enables physicians to administer Mr. John’s drug regimen effectively. EBP can significantly reduce MAEs, such as duplicate and incorrect dosages, and save medical expenses (Ahsani et al., 2022). Here are several EBPs that can assist in reducing MAEs: Medication Error Reporting System Introducing the Medication Error Reporting System (MERS) aids in identifying potential sources or risk factors of drug mistakes. Medication error reporting provides valuable information highlighting areas that require improvement to enhance patient safety (Mutair et al., 2021). Additionally, MERS is essential for assisting in easily avoiding errors and their typical serious consequences. Through MERS, healthcare professionals can evaluate contributing and risk variables in MAEs and the frequency of prescription mistakes. This system is critical to avoiding medication adverse events (Mutair et al., 2021). Barcoding Medication Administration (BCMA) BCMA functions as a beneficial Clinical Decision Support System (CDSS) to reduce medication errors. The BCMA technique can improve medicine delivery precision and effectiveness (Shitu et al., 2019). The scanning of barcodes verifies the drug information, guaranteeing the relevant patient, the right medicine, dosage, and mechanism is used. The BCMA system assists nurses in appropriately diagnosing patients and preventing MAEs. This approach enables hospitals and clinics to meet patient safety objectives (Mulac et al., 2021). Computerized Physicians’ Order Entry System (CPOE) The CPOE system helps nurses deliver medications currently functioning in the system. Using CPOE systems has been estimated to prevent around half of all medication errors (Jungreithmayr et al., 2021). A drug prescription should meet requirements such as legibility and accuracy to avoid MAEs. CPOE systems can significantly minimize unclear prescriptions and data exclusion, typical contributors to medication errors (Jungreithmayr et al., 2021). Medication Reconciliation (MR) MR is crucial to eliminate exclusion and replication errors, improper dosages or schedules, and harmful or adverse drug interactions. Adverse events can be reduced to improve patient safety by efficient MR, reducing the unwanted hospital stay of patients and mitigating healthcare costs (Chiewchantanakit et al., 2020). The MR strategy for Mr. John can help guarantee that his prescription information is updated during his hospitalization. This procedure involves contrasting his medicines with the drug prescription (Elbeddini et al., 2021). The Role of Nurses in Coordinate Care for Patient Safety Medication errors adversely affect patient safety. MAEs can result in extended hospital stays, incurring significant costs for medical facilities and individuals.  Nurses can avoid these additional expenditures by playing their role in coordinating care (Mileski et al., 2020). Nurses can follow evidence-based drug safety procedures such as the five rights of drug management, including the right patient, prescription drugs, dosage, met hod of administration, and timing. Nurses regularly give the right medicine

Capella 4020 Assessment 2 Root Cause Analysis and Safety Improvement Plan Name Capella university NURS-FPX 4020 Improving Quality of Care and Patient Safety Prof. Name Date Root-Cause Analysis and Improvement Plan Root-cause analysis (RCA) is an approach that evolved in the medical field and is used to explore the direct and indirect contributing variables for a preventable adverse event and develop a prevention strategy (Kwok et al., 2020). The most common application of RCA in healthcare is in the analysis of Medication Administration Errors (MAEs), which contribute to Adverse Drug Events (ADE). ADE has adverse patient implications, ranging from insignificant negative outcomes to potentially fatal situations (Singh et al., 2023). MAEs resulted in a patient safety issue at the Vila Health Hospital. This study will investigate the root cause of the MAE incident, taking into account the factors that contributed to the problem. Furthermore, an evidence-based safety improvement plan will be developed based on the organization’s available resources to avoid such problems.  Root-cause analysis of medication administration errors One of the biggest causes of preventable patient damage in healthcare systems is inappropriate drug practices. The majority of these errors occur during the process of administration of drugs. Nurses are mainly accountable for MAEs (Wondmieneh et al., 2020). Lack of collaboration and records, a lack of medication interaction understanding, and inadequate instruction for patients result in MAEs that cause ADE (Guncag et al., 2021). By completing a comprehensive RCA, organizations can determine the sources of mistakes and design focused measures to avoid adverse events. A 52-year-old, Mr. Joseph, experienced adverse events due to MAEs. He was the patient of cardiac myopathy. During his hospital stay, the nurse misunderstood his handwritten medication prescription and gave him the wrong medicine, resulting in severe ADE, including increased cardiac rate and shortness of breath. It happens due to the injurious reaction of the wrong medicine with other drugs. The medication administration mistake committed by the nurse was an underlying concern. Poor standard of care and uncertain practices can result in significant death and disability in patients (Vaismoradi et al., 2020). To prevent repeated occurrences of severe drug reactions due to MAEs, it is critical to develop compatible guidelines for medication dispensing and highlight the importance of administering drug education (Vaismoradi et al., 2020). As a result, it is critical to recognize the elements contributing to the issue and develop an immediate safety improvement plan to address them. Elements Contributed to Safety Issues Assessing the primary cause of the patient protection concern, mainly Ms. Joseph’s MAE incident indicates various contributing variables relating to drug administration in the healthcare system. Inappropriate Medication Reconciliation (MR) and evaluation methods, such as the absence of complete drug records and accurate prescription histories, result in MAEs and harm the well-being of patients (Millichamp & Johnston, 2020). During nursing training, nurses acquire the five rights of administering medicines, which include the proper patient, prescription medicines, dosage, mode of delivery, and time. However, there are instances where nurses fail to adhere to this standard guideline, resulting in MAEs (Martyn et al., 2019). According to research, 38.6% of pharmaceutical mistakes were attributed to incorrect time management, while 27.5% were attributed to incorrect evaluation and prescription to the incorrect patient (Tsegaye et al., 2020). Capella 4020 Assessment 2 Root Cause Analysis and Safety Improvement Plan The absence of defined standards for pharmaceutical prescribing, as well as clear recommendations and decision support systems, leads to dependence on human knowledge, which increases the risk of MAEs and adverse events (Alshahrani et al., 2021). Continuing professional education (CPD) is critical for nurses to promote and upgrade their expertise and abilities based on recent developments (Hakvoort et al., 2022). It is reported that improper or lack of training of nurses leads to the MAEs. According to research, 78.7% of MAEs are caused by inadequate education (Tsegaye et al., 2020). This evidence demonstrates that nurses with a limited understanding of medications can make mistakes during medication administration without identifying side effects that can compromise patient safety (Hakvoort et al., 2022). Application of Evidence-Based Strategies Evidence-based and standard interventions can tackle the incidents due to MAEs and the fundamental reasons indicated for these issues. The MR process is critical in encouraging an appropriate approach to drug administration. Hazardous occurrences can be decreased to promote patient safety through effective MR, minimizing unnecessary hospitalizations and lowering medical costs (Milanez-Azevedo et al., 2022). Integrating Electronic Health Records (EHR) systems with MR allows for the accessibility of correct and updated medication records. It assists in lowering healthcare administrative expenses by eliminating duplicate drug prescriptions or problems with duplication and related issues (Adane et al., 2019). Introducing the Medication Error Reporting System (MERS) assists with recognizing possible contributors or indicators for medication mistakes. MERS provides beneficial data by revealing issues that need improvement to increase patient safety (Karande et al., 2021). Moreover, this system is critical for readily minimizing mistakes and their associated ADR. MERS allows doctors and nurses to assess causative variables in the incidence of prescription mistakes. This framework prevents medication-related adverse reactions (Afaya et al., 2021). Capella 4020 Assessment 2 Root Cause Analysis and Safety Improvement Plan Barcoding scanning or Barcoding Medication Administration (BCMA) system can aid in reducing ADE by improving medication administration. The BCMA approach promotes the accuracy and efficacy of drug distribution and administration. Scanning barcodes confirms the details of the medication, ensuring that the appropriate drug, dose, and procedure is employed. The BCMA program helps caregivers accurately assess patients to avoid MAEs. This method allows healthcare facilities to accomplish goals related to patient safety (Owens et al., 2020). Collaboration and coordination with pharmacists and health personnel can also assist patients with complex health issues in analyzing pharmaceutical prescriptions. Raising drug interaction awareness and instruction is essential in reducing MAEs (Jaam et al., 2021). To reduce MAEs and their impact on patient safety, comprehensive training sessions for medical professionals concentrating on drug interactions and medication administration are required (Vifladt et al., 2023). How Strategies Address Adverse Events Related to Medication Administration Error Evidence-based techniques will deal with the ADE associated with MAEs. Medical personnel can obtain detailed drug details by integrating EHR and BCMA (Owens et al., 2020). MERS assists in the identification of potential causes

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