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 based on the Plan-Do-Study-Act (PDSA) model, a systematic framework for continuous improvement. It involves planning a change, implementing it on a small scale (do), studying the results, and then adjusting the plan based on the findings for final execution (Act) (Chen et al., 2021). A real-world relevant example of using this model to reduce ED waiting times and improve emergency care performance is stated in the literature by Alqattan et al. (2021). In this study, the authors describe several strategies, such as interdisciplinary triaging, resource optimization, and implementation of standardized communication protocols using the PDSA model, effectively resulting in desired outcomes. 

To define the implementation plan in St. Mary’s Hospital, let us segregate the steps of the PDSA cycle. 

Slide 9: Plan Stage

This stage prepares a foundation for the implementation of a team triaging system. It is an active stage where the interdisciplinary team will define the objectives and desired outcomes of reducing ED waiting times. Moreover, the team will assign clear roles and responsibilities outlining the contributions of each team member. This stage also involved the development of an assessment plan to analyze the current state of ED processes, identifying areas of improvement. 

Slide 9: Do Stage

With the plan in hand, the interdisciplinary team will optimize workflows and implement technological solutions on a small scale, mainly for high-acuity patients. Furthermore, this stage involved the establishment of effective communication channels so that the team is regularly updated. This phase involves the controlled execution of the planned interventions.

Slide 9: Study Stage

This is the data collection and data analysis phase. Methods described earlier, such as dashboard analysis, interviews, and focus groups, will be used to gain insights into waiting times, care quality, and patient and staff perception of the triaging system (Johansson et al., 2023). The interdisciplinary team will collaborate to assess the outcomes, recognizing strengths and areas requiring further enhancement.

Slide 9: Act Stage

Based on the findings from the study phase, the team will act to improve the plan through precise and accurate adjustments, resource optimization, and technological upgrades as needed. This repetitive process allows for ongoing improvement, ensuring that the interdisciplinary plan remains responsive to the evolving needs of the ED. 

Slide 10: Resource Management

Human Resources Management

Managing human resources involves effectively utilizing staff, defining clear roles and responsibilities, and enhancing existing staff resources. To manage adequate staffing, it is necessary to ensure staff commitment and enthusiasm towards additional responsibilities associated with implementing the team triaging system. The projected 10% salary increase is a motivation tool for that purpose. This financial investment in human resources aims to cultivate a positive work environment, fostering collaboration and dedication among healthcare professionals.

Furthermore, we aim to establish clear communication channels, regular training sessions, and staff feedback mechanisms to optimize human resources, enhance their competencies, and value their perceptions and feedback. These strategies will help the organization maintain adequate staffing, reduce burnout, and decrease turnover rate, ultimately managing human resources and improving the quality of healthcare services. 

Financial Resources Management

On the other hand, managing financial resources involves careful allocation and monitoring of the $370,000 budget. The budget is divided among different components, with $150,000 allotted for updated technology and new equipment to enhance collaboration. Another $70,000 is allocated for access and technological enhancements, including patient records and data security measures. A substantial portion is dedicated to a 10% salary increase, motivating existing staff to take on additional responsibilities. Regular financial audits and assessments are necessary to ensure resources are not wasted. These audits will ensure transparency and continuous evaluation of expenditures against desired outcomes, ensuring that the organization’s financial reserves contribute effectively to the success of the team triaging system in the ED. 

Slide 11: Evaluation

The interdisciplinary team must establish an evaluation framework for ongoing assessment based on Key Performance Indicators (KPIs). These KPIs must include time-based and team-based indicators such as ED waiting times, resource optimization, and workforce efficiency (Austin et al., 2020). The evaluation criteria should also include patient-related outcomes such as health complications, patient satisfaction, and mortality rates. Qualitative and quantitative data collection methods, including performance dashboards, surveys, focus groups, and interviews, should be employed to gain insights into the patient and staff feedback on the effectiveness of the triaging systems (Johansson et al., 2023). These methods, along with regular updates, will allow for the adaptability of strategies, ensuring ongoing improvement. 

Slide 12: Conclusion

Let us summarize the presentation by revising the agenda. Initially, we discussed prolonged ED waiting times as a significant challenge in the healthcare sector, particularly in St. Mary’s Hospital. This issue is relevant for leadership as it negatively impacts the hospital’s reputation, leading to legal repercussions. It has a broader impact on poor patients’ health outcomes and staff dissatisfaction. Next, we elaborated on how an interdisciplinary team approach is crucial to address the issue and achieve the desired outcomes of decreased ED waiting times and enhanced care quality.

For this purpose, I have proposed an evidence-based interdisciplinary plan for implementing a team triaging system in ED, which will be executed using the PDSA model. Lastly, we discussed the importance of managing human and financial resources through continuous monitoring and evaluation of resources and desired outcomes using the evaluation framework of KPIs. This presentation holds importance for you all as leaders to buy-in the plan and improve patient care services in the emergency department of St. Mary’s Hospital. 

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 

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 

Chen, Y., VanderLaan, P. A., & Heher, Y. K. (2021). 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 

Capella 4010 Assessment 4 Stakeholder Presentation

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 

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 

Mosqueda, L. A. (2022). Expanding the role of interdisciplinary teams in the emergency department: Using a consultative model to serve older adults who are abused. Journal of the American Geriatrics Society, 70(11), 3061–3063. https://doi.org/10.1111/jgs.18018 

Paling, S., Lambert, J., Clouting, J., González-Esquerré, J., & Auterson, T. (2020). Waiting times in emergency departments: Exploring the factors associated with longer patient waits for emergency care in England using routinely collected daily data. Emergency Medicine Journal : EMJ, 37(12), 781–786. https://doi.org/10.1136/emermed-2019-208849

Siamisang, K., Tlhakanelo, J. T., & Mhaladi, B. B. (2020). Emergency department waiting times and determinants of prolonged length of stay in a Botswana referral hospital. Open Journal of Emergency Medicine, 8(3), 59-70. https://doi.org/10.4236/ojem.2020.83007

Capella 4010 Assessment 4 Stakeholder Presentation

Vainieri, M., Panero, C., & Coletta, L. (2020). Waiting times in emergency departments: A resource allocation or an efficiency issue? BMC Health Services Research, 20(1), 549. https://doi.org/10.1186/s12913-020-05417-w 

Yousefi, Z., Feizollahzadeh, H., Shahsavarinia, K., & Khodadadi, E. (2023). The impact of team triage method on emergency department performance indexes: A quasi-interventional study. International Journal of Applied and Basic Medical Research, 13(3), 168–174. https://doi.org/10.4103/ijabmr.ijabmr_614_22