Capella 4010 Assessment 4

Capella 4010 Assessment 4 Stakeholder Presentation

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Stakeholder Presentation

Good afternoon, everyone. Today, I will present a comprehensive plan to address communication breakdowns among healthcare teams in a Riverbend Medical Center (RMC) surgical unit. The objectives of today’s presentation are as follows:

I will elaborate on the organizational issue identified in an interview with a nurse at RMC.
Secondly, I will explain the significance of addressing these issues for patient safety, care quality, and organizational efficiency.
I will justify why an interdisciplinary team approach effectively addresses communication breakdowns, underscoring the need for multidisciplinary collaboration to improve patient outcomes and enhance team performance.
I will summarize the interdisciplinary plan proposal, highlighting the roles of various team members.
I will describe the implementation strategy, detailing the efficient human and financial resources management.
Finally, I will present an evaluation plan, discussing the outcome measures and how to evaluate them to assess the plan’s success.

Organizational Issue

This presentation highlights the organizational issue of communication inefficiencies among healthcare teams, particularly in a surgical unit at RMC, identified in an interview with Diana Ryan, a registered nurse at our facility. According to the interviewee, communication breakdowns often lead to miscommunication of critical patient information, resulting in medical errors, interventional delays, and compromised patient safety. Douglas et al. (2021) mention that failing to address communication inefficiencies in surgical settings can lead to adverse events, including wrong-site surgeries and medication errors, which severely impact patient outcomes. Furthermore, ineffective communication among healthcare teams can lead to poor consequences such as health complications, ultimately increasing healthcare costs and reducing patient satisfaction. Moreover, it contributes to increased stress and burnout among staff, exacerbating job dissatisfaction and turnover rates among staff (Street et al., 2020). These consequences compromise patient safety, resulting in financial losses and staff shortages. Thus resulting in poor implications for the healthcare organizations.

Significance of Addressing the Issue

As primary stakeholders within RMC, you should care about solving this issue to ensure patient safety and deliver high-quality care. Healthcare facilities should continue guaranteeing patient safety and high-quality care by addressing organizational issues. Addressing communication breakdowns will lead to more accurate information exchange, minimal medical errors, and improved patient outcomes. Moreover, enhancing communication will foster a more collaborative and supportive work environment, reducing staff burnout and turnover (Street et al., 2020). This, in turn, can lead to cost savings for the organization by minimizing the financial repercussions of adverse events and the costs associated with recruiting and training new staff. Subsequently, Improving communication within the surgical unit will contribute to a safer, more efficient, patient-centered healthcare environment at RMC.

Relevance of an Interdisciplinary Team Approach

An interdisciplinary team approach, consisting of surgeons, nurses, IT specialists, and a Quality Improvement (QI) team, is the most relevant and compelling to addressing the communication breakdowns at RMC due to the complex and multifaceted nature of the issue. An interdisciplinary team approach fosters collaboration and ensures that all aspects of the problem are addressed. It enables the team to create solutions that are both innovative and grounded in practical realities. By involving stakeholders from different areas of the hospital, the team can develop protocols and technologies that are well-rounded and widely accepted. According to Liu et al. (2021), a collaborative effort is essential for achieving improved outcomes, such as reduced medical errors, enhanced patient safety, and higher staff satisfaction.

Furthermore, interdisciplinary teams promote a culture of continuous learning and improvement. They facilitate sharing best practices and enable team members to learn from each other’s experiences (Bendowska & Baum, 2023). This approach addresses the immediate communication issues and builds a foundation for ongoing improvement and adaptation. Leveraging an interdisciplinary team’s diverse skills and knowledge will help RMC create a safer, more efficient, patient-centered healthcare environment.

Interdisciplinary Plan Summary

The interdisciplinary plan proposal for RMC is a two-pronged solution to address communication breakdowns. This includes implementing standardized communication protocols and integrating advanced communication technologies. Standardized protocols will enhance information clarity and consistency by establishing clear, uniform procedures for information exchange. These protocols ensure that all team members follow the same guidelines, reducing the risk of miscommunication and errors (Militello et al., 2023). For example, using standardized handoff protocols like SBAR (Situation, Background, Assessment, Recommendation) ensures that critical patient information is communicated accurately and efficiently during care transitions from preoperative to intraoperative and postoperative care areas.

Similarly, advanced communication technologies, such as Electronic Health Records (EHRs), secure messaging apps, and video conferencing, facilitate instant access to patient information and will streamline information exchange and reduce errors, ultimately improving patient safety and care quality (Sheehan et al., 2021). Achieving this objective will enhance team cohesion and patient care efficiency, improving patient outcomes and increasing staff satisfaction.

Since the plan is evidence-based and developed using peer-reviewed sources, it will likely succeed in the RMC. Studies have shown that standardized communication protocols significantly reduce errors and improve patient outcomes (Militello et al., 2023). Additionally, advanced communication technologies have been proven to enhance information flow and collaboration among healthcare teams (Sheehan et al., 2021). Moreover, the plan has high predictability for success due to RMC’s culture of innovation and commitment to patient safety. This culture creates a supportive environment for implementing change initiatives. Additionally, the interdisciplinary team’s involvement and stakeholders’ commitment within the organization support the change proposal, promoting collaboration within and across departments. Finally, RMC’s robust infrastructure and access to resources further enhance the likelihood of success by facilitating the implementation and maintenance of new technologies.

Interdisciplinary Team’s Roles

The interdisciplinary team comprises surgeons, nurses, IT specialists, and QI personnel. Each member brings unique expertise and perspectives crucial for developing and implementing a comprehensive solution. Surgeons oversee the implementation of standardized protocols and technologies within the department, ensuring consistency in staff practices. On the other hand, nurses will deliver frontline insights into healthcare practices. Moreover, they will train other staff to ensure the plan’s adherence across care areas. IT specialists, bringing expertise in technologies, will handle technological setup, maintenance, and staff training on how to use those machineries. Finally, the QI team will collect real-time data on healthcare practices and communication breakdowns, facilitate feedback, and adjust standardized protocols and technological use as necessary. This structured approach ensures each member contributes significantly to the project’s successful implementation and monitoring.

Implementation and Resource Management

We aim to implement our plan using the Plan-Do-Study-Act (PDSA) cycle, a systematic approach to continuous improvement. A study by Kay et al. (2022) mentions the efficiency of the PDSA cycle in implementing and addressing communication barriers in nursing homes by implementing standardized communication protocols. This study grounds a real-world example for RMC to implement the interdisciplinary plan using this model. The following actions will be performed in each step:

Plan: In the Plan phase, the team will develop and establish standardized communication protocols such as the SBAR tool. They will also procure or leverage the existing technologies to upgrade them for communication. This phase includes setting specific goals and outlining key strategies (Katowa-Mukwato, 2020), for example, conducting staff training sessions on the new protocols and technologies.
Do: In the Do phase, the team will execute the plan by implementing the protocols and technologies in the surgical unit. Surgeons will oversee the implementation process, nurses will be crucial in training staff on the new protocols and providing ongoing support during the transition, and IT specialists will be responsible for setting up and maintaining communication technologies.

Capella 4010 Assessment 4

Study: During the Study phase, the team will collect data on the effectiveness of the implemented changes. This will include gathering feedback from staff and patients, monitoring communication metrics, and assessing any observed improvements in patient outcomes. The data collected will be analyzed to identify areas of success and areas for improvement.
Act: The team will use the insights gained from the Study phase to make necessary adjustments to the plan (Katowa-Mukwato, 2020). This involves refining protocols based on feedback, providing additional training to staff, and modifying the technology infrastructure. The revised plan will then be implemented, and the PDSA cycle will continue iteratively to drive ongoing improvement in communication practices at RMC.

Human and Financial Resources Management

While our interdisciplinary plan is multifaceted, it requires a pool of resources for the successful execution of the plan. However, we guarantee using human and financial resources effectively through various methods. Our strategy will be implemented through careful scheduling and coordination of staff time. This involves allocating dedicated hours (10 hours per week) for each team member’s involvement in the project, optimizing their contributions while minimizing disruptions to their regular duties. Additionally, we will ensure regular communication and collaboration among team members to utilize resources efficiently and prevent duplication of efforts (Mahdavi et al., 2023).

Simultaneously, to ensure effective use of financial resources, we have allocated a budget of $120,000, including additional staff salaries based on an extra 10 hours per week per individual. This budget also includes acquiring advanced communication technologies and upgrading existing equipment, ensuring our team has the necessary tools to succeed. Additionally, we have set funds for training materials and sessions to enhance staff competencies in using these technologies effectively. To prevent financial wastage, we will conduct regular audits to monitor expenditures and ensure transparency and accountability in resource allocation, contributing to the success of our communication improvement initiative at RMC (Homauni et al., 2023). This upfront human and financial investment will lay the foundation for improved communication and patient safety at RMC, ultimately leading to greater operational efficiency.

Evaluation

A successful outcome of our communication improvement project at RMC would be significantly reduced communication breakdowns and errors, resulting in enhanced patient safety, improved care quality, and increased staff satisfaction. To measure the success of our project, we will utilize evidence-based criteria derived from the literature.

Initially, we will assess changes in effective communication and medical error rates using pre- and post-implementation evaluations. This quantitative approach, supported by Kay et al. (2022), will offer tangible evidence of enhanced communication practices.
Additionally, we will gather qualitative feedback from staff through surveys and interviews to understand their perceptions of the implemented changes (Huebner & Zacher, 2021).
Monitoring Key Performance Indicators (KPIs) like patient outcomes, complication rates, and staff satisfaction scores will gauge the overall impact of our project on healthcare quality and employee well-being (Al Rashidi et al., 2020).
Regular audits of communication processes and technology usage will provide continual insights into areas for improvement and ensure sustained effectiveness over time.

By evaluating these criteria, we will be able to demonstrate the degree of success our project achieved in enhancing communication practices at RMC and its positive impact on patient outcomes, staff satisfaction, and overall organizational performance.

Conclusion

In conclusion, our interdisciplinary communication improvement plan at Riverbend Medical Center represents a proactive approach to addressing critical organizational challenges. By integrating standardized protocols and advanced technologies in the surgical unit, we aim to enhance communication effectiveness, reduce errors, and ultimately improve patient safety and care quality. Our overarching aim is to study the results from the surgical unit and make necessary changes to apply this plan throughout the organization. We will achieve this goal through systematic implementation, ongoing monitoring, and feedback mechanisms to achieve meaningful outcomes and drive positive organizational change. We are committed to fostering a culture of collaboration and continuous improvement, ensuring that our efforts result in lasting benefits for patients and staff at Riverbend Medical Center. Thank you for your attention and support in this vital endeavor.

References

Al Rashidi, B., Al Wahaibi, A. H., Mahomed, O., Al Afifi, Z., & Al Awaidy, S. (2020). Assessment of key performance indicators of the primary health care in Oman: A cross-sectional observational study. Journal of Primary Care & Community Health, 11, 215013272094695. https://doi.org/10.1177/2150132720946953

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). https://doi.org/10.3390/ijerph20020954

Douglas, R. N., Stephens, L. S., Posner, K. L., Davies, J. M., Mincer, S. L., Burden, A. R., & Domino, K. B. (2021). Communication failures contributing to patient injury in anaesthesia malpractice claims. British Journal of Anaesthesia, 127(3), 470–478. https://doi.org/10.1016/j.bja.2021.05.030

Homauni, A., Markazi-Moghaddam, N., Mosadeghkhah, A., Noori, M., Abbasiyan, K., & Jame, S. Z. B. (2023). Budgeting in healthcare systems and organizations: A systematic review. Iranian Journal of Public Health, 52(9). https://doi.org/10.18502/ijph.v52i9.13571

Capella 4010 Assessment 4

Huebner, L.-A., & Zacher, H. (2021). Following up on employee surveys: A conceptual framework and systematic review. Frontiers in Psychology, 12(12). Frontiersin. https://doi.org/10.3389/fpsyg.2021.801073

Katowa-Mukwato, P. (2020). Implementing evidence-based practice nursing using the PDSA model: Process, lessons and implications. International Journal of Africa Nursing Sciences, 14(100261), 100261. https://doi.org/10.1016/j.ijans.2020.100261

Kay, S., Unroe, K. T., Lieb, K. M., Kaehr, E. W., Blackburn, J., Stump, T. E., Evans, R., Klepfer, S., & Carnahan, J. L. (2022). Improving communication in nursing homes using Plan-Do-Study-Act cycles of an SBAR training program. Journal of Applied Gerontology: The Official Journal of the Southern Gerontological Society, 42(2), 7334648221131469. https://doi.org/10.1177/07334648221131469

Liu, P., Lyndon, A., Holl, J. L., Johnson, J., Bilimoria, K. Y., & Stey, A. M. (2021). Barriers and facilitators to interdisciplinary communication during consultations: A qualitative study. BMJ Open, 11(9), e046111. https://doi.org/10.1136/bmjopen-2020-046111

Capella 4010 Assessment 4

Mahdavi, A., Atlasi, R., Ebrahimi, M., Azimian, E., & Naemi, R. (2023). Human Resource Management (HRM) strategies of medical staff during the COVID-19 pandemic. Heliyon, 9(10), e20355. https://doi.org/10.1016/j.heliyon.2023.e20355

Militello, L. G., Perry, S. J., Roth, E. M., Gürses, A. P., Stewart, M., & Misasi, P. (2023). Creating and communicating effective safety protocols in healthcare. Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 67(1), 639–643. https://doi.org/10.1177/21695067231192251

Sheehan, J., Laver, K., Bhopti, A., Rahja, M., Usherwood, T., Clemson, L., & Lannin, N. A. (2021). Methods and effectiveness of communication between hospital allied health and primary care practitioners: A systematic narrative review. Journal of Multidisciplinary Healthcare, 14(14), 493–511. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7910528/

Street, R. L., Petrocelli, J. V., Amroze, A., Bergelt, C., Murphy, M., Wieting, J. M., & Mazor, K. M. (2020). How communication “failed” or “saved the day”: Counterfactual accounts of medical errors. Journal of Patient Experience, 7(6), 1247–1254. https://doi.org/10.1177/2374373520925270