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 and pager systems for staff training and communication, respectively, incur no additional costs, but updated technology and new equipment are essential for efficient collaboration, costing approximately $150,000.

Access upgrades, such as patient records, and technological upgrades, such as data security measures, require an estimated $70,000. The budget request for staff salaries, equipment, and access enhancements is $370,000. This financial allocation is crucial for successful plan implementation, ensuring motivated and well-equipped teams to streamline emergency care, reduce waiting times, and enhance patient outcomes at St. Mary’s Hospital.

Potential Costs if the Issue Persists

Conversely, if the plan remains unimplemented or the issue of prolonged waiting times in ED persists, our organization may incur worsening costs. These costs can be associated with legal ramifications due to poor patient outcomes and increasing morbidity and mortality. The organization may encounter operational inefficiencies that could burden human and financial resources beyond the allocated budget. Ultimately, these outweighed costs may disrupt the organization’s workflow and financial viability in the long run. 

References

Alqattan, S., Albraheem, A., Aldahi, A., Zagloul, A., Intes, R., Ghanim, M., Jahan, H., & John, A. (2021). Quality improvement study in emergency department waiting room times in a private hospital in Kuwait. Saudi Journal of Emergency Medicine, 117–124. https://doi.org/10.24911/SJEMed/72-1606058491 

Austin, E. E., Blakely, B., Tufanaru, C., Selwood, A., Braithwaite, J., & Clay-Williams, R. (2020). Strategies to measure and improve emergency department performance: A scoping review. Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine, 28(1), 55. https://doi.org/10.1186/s13049-020-00749-2 

Corkery, N., Avsar, P., Moore, Z., O’Connor, T., Nugent, L., & Patton, D. (2021). What is the impact of team triage as an intervention on waiting times in an adult emergency department? – A systematic review. International Emergency Nursing, 58, 101043. https://doi.org/10.1016/j.ienj.2021.101043 

Iqbal, K., Fatima, T., & Naveed, M. (2019). The impact of transformational leadership on nurses’ organizational commitment: A multiple mediation model. European Journal of Investigation in Health, Psychology and Education, 10(1), 262–275. https://doi.org/10.3390/ejihpe10010021

Capella 4010 Assessment 3 Interdisciplinary Plan Proposal

Johansson, A., Ekwall, A., Forberg, J. L., & Ekelund, U. (2023). Development of outcomes for evaluating emergency care triage: A Delphi approach. Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine, 31, 10. https://doi.org/10.1186/s13049-023-01073-1 

López‐Medina, I. M., Sáchez‐García, I., García‐Fernández, F. P., & Pancorbo‐Hidalgo, P. L. (2022). Nurses and ward managers’ perceptions of leadership in the evidence‐based practice: A qualitative study. Journal of Nursing Management, 30(1), 135–143. https://doi.org/10.1111/jonm.13469 

Zorek, J. A., Lacy, J., Gaspard, C., Najjar, G., Eickhoff, J., & Ragucci, K. R. (2021). Leveraging the interprofessional education collaborative competency framework to transform health professions education. American Journal of Pharmaceutical Education, 85(7), 8602. https://doi.org/10.5688/ajpe8602