Nurs FPX 4005 Assessment 3 Interdisciplinary Plan Proposal

Nurs FPX 4005 Assessment 3 Interdisciplinary Plan Proposal focuses on improving care coordination during patient transitions through collaboration and leadership strategies.

The program addresses the key issue of care coordination distributed between healthcare departments, particularly in transferring patients among departments and referrals to specialists in other hospitals. The program will be implemented by nursing, pharmacy, and medical personnel working at Riverside Care Hospital. Riverside Care Hospital has a focused effort of instilling cooperation and communication in a way that enables easy transitions between the treatments. The key aim is to enhance patient safety in addition to minimizing the risk of mistakes. Facilitate a good, smooth, and organized process of health care delivery, which can lead to improved patient outcomes as well as overall quality of wellness.

The goal of this plan is to establish an integrative improvement strategy from a double-loop feedback process directed towards enhancing coordination and cooperation among medical practitioners, specifically where the transfers between hospitals or referrals to specialists who are external to the hospital are involved (Kwon and colleagues, 2024). Discussion with a colleague at Riverside Care Hospital, a mid-sized health facility specializing in long-term and acute care, identified the biggest issues occurring on shifts in healthcare. The approach is meant to solve issues that need to be solved now, as well as revisit assumptions causing such issues and rewrite institutional habits causing scattered healthcare.

Incorporating feedback on both strategic and tactical levels. The strategy will establish a sustainable model that will enhance health care transitions, with better and coordinated care experiences for the patients. It will result in better outcomes for employees of The Riverside Care Hospital by preventing any inefficiencies, minimizing the possibilities of harm in care fragmentation, and constructing a responsible culture and ongoing improvements. A double-loop feedback system will enable the integration of feedback across the organization and enable it to also respond to evolving needs, create and resolve the causes of coordination problems, and ultimately execute solutions in the longer term (Kwon and colleagues, 2024).In the long term, it enhances the consistency of the quality of delivery of healthcare and enhances the patient outcomes, as well as enhancing the morale of the team, particularly in key areas of healthcare handovers and care identification.

For the purpose of ensuring the strategy has an impact, the strategy should be researched to understand its influence and the potential issues and its overall impact to enhance the deteriorated coordination of care in some patients who are being transferred from one hospital to another or referred to outside physicians in the Riverside Care Hospital (Allen et al., 2021 ). The following are the questions and results that will be utilized to guide the formulation and implementation of the plan so that the objectives can be feasible to accomplish and efficient to enhance the quality of the care.

Primarily, the staff can struggle to adapt to the new technology because of the focus on more system-wide and thoughtful changes. In the long term, it can make communication and thinking critically stronger and result in better interaction among the company's teams and outside specialists.

Training guides, effort, and time to train staff in transitions in healthcare, and facilitators for the feedback loops are required. Though the initially high financial investment of these resources would appear costly, they will yield permanent improvement in coordination, removing inefficiencies, while widening the security and safety of the patients.

Visible gains can be for six months based on the extent to which the external experts and staff accommodate the new system, and also the coordination process. Early signs of success can be in the form of more streamlined handovers and quicker resolution of the coordination issues and problems evident in the first two weeks.

The inhibitions may range from resistance to any change, barring training to staff, as well as alternate priorities among departments. This can be bridged with the firm commitment of the top management team, and frequent communication of the benefits of the strategy and phased implementation, focused on specific transitions to health care.

The data will assist in recognizing the best practices as well as the areas that need to be refined for care transition. The program will be able to improve its performance in order to meet both the health needs of the patient and the healthcare provider. Iteration will ensure that the program will be flexible and will keep refining the process of care coordination with time.

Lewin's Change Theory offers a logically structured and clearly outlined template for the functioning of this plan, intended to enhance broken health coordination, especially in referral among departments or referral to external experts. The theory has three primary stages: freezing and reconsidering the manner in which you operate, and then freezing once again. When they freeze up, the team goes through the present procedures, appreciating the need to adjust and also observing the dangers of teamwork instability and lack of coordination among healthcare workers and workers from other sources (Ahmed and his team, 2022).

The phase is a transformation time; different groups from various domains apply different approaches, like the Double Loop feedback technique, to solve coordination problems at the grassroots level. When refreezing occurs and various protocols have replaced them, they are supported by training, reinforcement, and continuous monitoring.

In an effort to establish confidence and cooperation in the interprofessional team at Riverside Care Hospital, the Transformational Leadership style will be employed. Transformational leaders motivate and encourage their staff by associating the goals of the initiative with a mutual goal that is shared to improve coordination during patients' transition, improving the patients' outcomes as well as the hospital's efficiency (Pearson, 2020). By highlighting the importance of every individual's contribution and ensuring free communication, leadership fosters trust and motivates team participation in coordinating the process. A frequent calendar of feedback meetings will enable team members to air their concerns, and leaders' capability to resolve the problem through empathy display will improve team morale.

Using Lewin's Change Management Theory and Transformational Leadership will be of great value in enhancing collaboration and the performance of employees in executing plans that enhance healthcare coordination at Riverside Care Hospital, especially when patients need to be transferred from one department to another or receive referrals from specialists. The planned shift process will facilitate the team to adjust to changes in workflow, and the plan is to make all staff feel valued and actively engaged in enhancing inter-level health care collaboration (Pearson, 2020). That is, teams of various disciplines are able to work co-operatively and forge a sense of responsibility that is common in working towards the plan's objectives.

Collaboration is employed to develop efficient teams across all specialties to aid in the seamless coordination of services and improved patient experience. The method begins with the development of a clear line of demarcation of the function and duty of every team member. The nurses have the responsibility of smoothly handing over specialists from other departments, and the physicians and pharmacists for timely updates, and that treatment procedures are coordinated whenever a patient has to be transferred (Blockley and others, 2022). The project leader designated for the project oversees all process components and organizes weekly meetings of the interprofessional team to find and solve problems. This model emphasizes shared responsibility and open communication and provides a shared framework for the delivery of high-quality care.

In a bid to maintain the effectiveness of the team, the program incorporates various means of cooperation. Team meetings help in exchanging the patient's state of health, problems, and treatment method changes. Virtual channels that are shared by everyone on the member list, e.g., electronic medical records and team dashboards, provide real-time feedback as well as transparency, along with filling communication gaps. Participatory rounds, where each member of the team participates in the discussion of case problems, will aid in coordinating the activity of the team and make all team members aware of patients' needs. A formal mechanism of escalation ensures the timely resolution of critical issues as well as care continuity (Nunes and others, 2024). The team is facilitated to be problem-focused and active in a team, and assists in constructing cooperation and confidence within the team.

Collaboration is a process that functions on the team's need for better communication, accountability, and coordination, particularly on challenging transfers of care. With well-defined roles and allocated resources, groups reduce the risk of making mistakes and increase efficiency. Frequent meetings and discussions in rounds enable multidisciplinary input and ensure that a variety of perspectives are fed into the decision-making process towards a more holistic and integrated patient care. Additionally, the requirement of openness of communication and sharing of responsibility creates the kind of environment where cooperation and trust are encouraged. It not only increases the effectiveness of teams, but it can also enable the delivery of elite-level, coordinated medical treatment that is particularly tailored to the needs of the patients (Coravos and colleagues, 2020).

The smooth execution of such a system in Riverside Care Hospital will need a few key resources, like human resources, and advances in technology, as well, so that coordination of care is not diluted in the process of patient transfer. It is projected to have 4 hours a week of time for the pharmacists, physicians, and nurses to be in class, as well as for weekly interprofessional sessions. These would amount to $5k a month, in addition to the cost of compensating 10 of the company's lowest-earning employees at roughly $50 a day. The project manager will need to spend at least 10 hours per week (25 percent of his workload), which will be reflected as an extra $2,000 a month. Having an online communications platform like Microsoft Teams is needed to facilitate that communication, which can be done in real-time with outside experts and across departments. If your business already has access to the platform and platform access, then the price will be as little as $500 a year. If an installation of a brand new system is needed, the price would be approximately $3,000 annually. (Nancy and her co. in 2024).

Nurs FPX 4005 Assessment 3 Interdisciplinary Plan Proposal goal is to enhance the treatment of coordination among shift patients by enhancing coordination and communication among health professionals within Riverside Care Hospital. Utilizing an inverse loop design of feedback, combined with Lewin's Change Management Theory, and Transformational Leadership, the plan enhances continuity of treatment, as well as safety, and collaboration. With roles and technology assistance, the strategy will ensure effective coordination during modification periods. Manpower, in addition to training and technological, can provide long-term cost savings, reduced errors, and better patient outcomes. That will make this program a successful and viable option.

Ahmed, A., Kassem, A., & Sleem, W. (2022). https://doi.org/article_295591_2e01c440a7769101b9fd53066f06f65c.pdf

Allen, J., Hutchinson, A. M., Brown, R., & Livingston, P. M. (2020). https://doi.org/10.5334/ijic.4685

Blockley, D., Stirrat, G., Alexander, K., & Phillips, S. (2022). https://doi.org/10.1177/2164957x221117112

Coravos, A., Doerr, M., Goldsack, J., Manta, C., Shervey, M., Woods, B., & Wood, W. A. (2020). https://doi.org/10.1038/s41746-020-0237-3

Kwon, C., Lee, A. S., An, S. and Brandt, M. C. (2024). https://doi.org/10.1108/ejtd-03-2024-0039

Nancy, P., S. Gnanavel, V. Sudha, G. Deepika, & Mahmoud Elsisi. (2024). (2024). https://doi.org/10.1002/9781394303601.ch2

Nunes, M. C., Thommes, E., Holger Frohlich, Flahault, A., Arino, J. https://doi.org/10.1016/j.idm.2024.02.008

Pearson, M. M. (2020). https://doi.org/10.1097/nna.0000000000000858