NURS FPX 6214 Assessment 3 Implementation Plan

Name

Capella university

NURS-FPX 6214 Health Care Informatics and Technology

Prof. Name

Date

Assessment of Existing Telehealth Infrastructure

Certain aspects of the current telehealth facility are available for telemedicine in St. Anthony Medical Center (SAMC), but the following factors influence the adequacy of this facility. Bandwidth constraints can occur. For instance, video real-time streaming might be slow because of a small space for bandwidth for transmitting real live data, particularly for rural patients or during high-traffic periods.

System integration issues of the monitoring devices may limit compatibility with established electronic health records, creating inconvenience in patients’ treatment plans. Furthermore, the current hardware and softwares may not be compatible with new monitoring technologies, meaning hardware and software changes may be necessary to ensure that monitoring is secure and reliable. Lack of readiness could further be characterized by training disparities between patients and staff regarding such technology (Lee et al., 2021).

To rectify these problems, the network should be upgraded to accommodate higher bandwidth and the use of compatible platforms. Other hardware may be obsolete and require swapping with compatible and scalable ones; application updates should be concerned with security and simplicity. Knowledge gaps include the ability of the system to handle increased patient traffic, satisfaction levels of the end users, and the robustness of today’s cybersecurity measures. These gaps will significantly improve the infrastructure required to implement and utilize telehealth technology successfully.

Assigning Tasks and Responsibilities

Remote monitoring of patients at St. Anthony Medical Center necessitates the implementation of advanced telehealth technology that needs a clear distinction in the performed activities to work effectively. The IT department will measure the current IT landscape, which may involve upgrading the hardware and software used to support and coordinate the systems. Their input is critical for providing technical solutions in developing a safe and optimal platform. If internal resources are short, these activities can be outsourced to a specialized telehealth IT provider. The clinical team leaders shall decide what monitoring devices should be implemented and how these should fit into the current clinical practices (Smuck et al., 2021).

Training coordinators will be responsible for implementing all the training processes regarding the new technology- both patients and personnel. Education reduces resistance and increases confidence in the usage of the system about education. However, if any more resources are required, there are third-party training providers that can support the internal training. Last, implementation outcomes will involve observation of systems, performance, and patient satisfaction as the data analysts search for ways to improve the system. Or, assignments may be given to external consultants regularly to get independent expertise. When prescribing these roles and if feasible alternatives are considered, the center will likely achieve favorable and sustainable telemedicine adoption.

Implementation Schedule

The implementation schedule for deploying the new remote patient monitoring (RPM) technology at St. Anthony Medical Center will follow a phased approach to ensure smooth adoption while maintaining patient care continuity. Phase 1 (Month 1-2) involves infrastructure assessment and upgrades, including bandwidth expansion, hardware replacements, and software installations. Phase 2 (Months 3-4) focuses on pilot testing in a controlled environment with select patients and clinicians, gathering feedback on usability and performance. Phase 3 (Months 5-6) entails comprehensive staff and patient training, ensuring proficiency with the system. Finally, Phase 4 (Months 7-8) is the full-scale rollout, retiring the old technology only after confirming the new system’s reliability. This staggered approach reduces risks associated with abrupt transitions, allowing time to address technical or user challenges.

The phased schedule balances innovation and safety, providing opportunities to refine the system before widespread use. Alternatively, a parallel deployment strategy could be used, where the old technology remains operational alongside the new system during the transition. This alternative minimizes service interruptions but may cause resource strain due to managing dual systems. The rationale for the chosen schedule prioritizes user confidence, minimizes patient disruption, and provides flexibility to adapt based on real-time feedback, ensuring a successful transition to the new RPM technology.

Requirements of Staff Training

Staff training for the new remote patient monitoring (RPM) system at St. Anthony Medical Center will involve three primary groups: Clinical staff, IT staff, and administrative staff. Therefore, clinical staff such as nurses, physicians, and allied health personnel will use the RPM technology to observe patient vital signs and check for patterns when necessary to intervene. IT support staff will ensure the system works properly, provide technical support where required, and handle the cyber security issues. Clinical and ancillary support personnel, including care coordinators, case managers, clinicians, and nurses, will apply the technology for data input, documentation, and patient/physician interaction. Training for each group will be done to fulfill the specific role by interacting with the system (Farias et al., 2020).

Training will occur in the implementation phase (months five and six) because the pilot program will indicate challenges likely to arise during implementation. Staff role activities, skills-based demonstrations, and prints will be in user-friendly formats. Assessment techniques will comprise pre-survey, post-survey, scenarios, and feedback questionnaires to determine the degree of retained knowledge and system mastery. The training plan assumes that staff will be sufficiently computer literate and that the system’s operation is transparent and accompanied by resources such as documentation. When the approach has been adopted, tutorials and follow-up training sessions will be periodically conducted to meet new situations/ needs and update skills.

Collaborating with Healthcare Providers and Patients

The collaborative strategy for the RPM system will focus on clear communication, continuous engagement, and addressing end-users’ concerns. Patients and healthcare providers might be attracted to the promise of better care and convenience but may be hesitant because of unfamiliarity with the technology or fears about privacy. To overcome this, educational sessions, FAQs, and demonstrations will be conducted, focusing on the benefits and security of the RPM system. Factors that may prevent acceptance include lack of technical literacy, perceived complexity, and concerns about provider workflow disruptions or over-monitoring for patients.

A transformational leadership style will be necessary, inspiring confidence and fostering a shared vision for improved healthcare outcomes. Leaders should focus on teamwork, clear guidance, and support during the transition. Feedback loops with patients and providers will be implemented regularly to fine-tune the system and respond to issues as they arise. This approach presumes that patients and providers alike are interested in technological innovation for better care and will engage if their concerns are heard and acted upon appropriately. Once trust and teamwork are built, the RPM system can be adopted into patient care practices (Deveaux et al., 2021).

Post Deployment Evaluation and Maintenance

The implementation of remote patient monitoring (RPM) technology will influence workflows both in the short and long term. Initially, staff may face slower workflows as they adapt to new processes, learn the system’s features, and integrate it into daily routines. Over time, workflows are expected to become more efficient as automated data collection reduces manual tasks, allowing clinicians to focus on proactive care interventions. To evaluate these changes, time-motion studies, process mapping, and real-time feedback from users will be conducted, ensuring that challenges are addressed promptly and the system integrates seamlessly into existing practices (Farias et al., 2020).

Identifying what works will involve collecting and analyzing data on system usage, clinical outcomes, and user satisfaction. Surveys, focus groups, and analytics will provide insights into areas requiring improvement. Ongoing maintenance will focus on regular updates, hardware inspections, and cybersecurity to ensure uninterrupted operation. Success will be evaluated based on key criteria: improved clinical outcomes (e.g., reduced readmissions), user satisfaction, workflow efficiency, system reliability, and cost-effectiveness. These measures will confirm whether the RPM initiative will enhance patient care while maintaining operational sustainability (Vindrola-Padros et al., 2021).

Conclusion

The deployment of remote patient monitoring (RPM) technology at St. Anthony Medical Center represents a significant step toward enhancing patient care and operational efficiency. Addressing the initial challenges—infrastructure upgrades, staff training, and workflow integration—will require a strategic, phased approach focused on collaboration and user engagement. By focusing on solid assessment and maintenance strategies, including feedback and system updates, the RPM initiative is likely to help enhance clinical outcomes, simplify workflows, and promote patient satisfaction. With transformational leadership and open communication driving the adoption process, St. Anthony Medical Center can transition into a more advanced, patient-centered healthcare model.

References

Deveaux, D. B., Kaplan, S., Gabbe, L., & Mansfield, L. (2021). Transformational leadership meets innovative strategy: How nurse leaders and clinical nurses redesigned bedside handover to improve nursing practice. Nurse Leader, 20(3), 290–296. https://doi.org/10.1016/j.mnl.2021.10.010

Farias, F. A. C. de, Dagostini, C. M., Bicca, Y. de A., Falavigna, V. F., & Falavigna, A. (2020). Remote patient monitoring: A systematic review. Telemedicine and E-Health, 26(5), 576–583. https://doi.org/10.1089/tmj.2019.0066

Lee, W. L., Lim, Z. J., Tang, L. Y., Yahya, N. A., Varathan, K. D., & Ludin, S. M. (2021). Patients’ technology readiness and eHealth literacy. CIN: Computers, Informatics, Nursing, 40(4). https://doi.org/10.1097/cin.0000000000000854