Capella 4010 Assessment 3 Interdisciplinary Plan Proposal NURS-FPX 4010 Leading in Intrprof Practice Interdisciplinary Plan Proposal

Objective

To achieve a 30% reduction in ADEs related to medication errors at Miami Valley Hospital within six months by implementing a closed-loop medication administration system and specialized nurse training in medication safety protocols. This will improve patient safety and reduce costs related to malpractice and readmissions.

Questions and Predictions

1. What is the impact of the implementation plan on nursing workload? Prediction: Initially, the nursing workload is expected to increase by approximately 10% due to the additional steps involved in the closed-loop medication administration system and training. However, efficiency is likely to improve over time, normalizing the workload.
2. How quickly will the closed-loop system and specialized nurse training lead to a reduction in ADEs? Prediction: A 10% reduction in ADEs is expected within the first two months of implementation, gradually reaching our goal of a 30% reduction by the end of the six months.
3. What are the financial implications of implementing the closed-loop system and specialized training? Prediction: Initial costs for implementing the system and training will be around $20,000. However, these costs are anticipated to be offset by reduced expenses related to ADEs, such as malpractice lawsuits and hospital readmissions.
4. What key performance indicators (KPIs) will signify the plan’s success or failure? Prediction: KPIs will include the rate of ADEs, patient satisfaction scores, and the number of malpractice claims related to medication errors.

Monthly audits of medication error rates, patient surveys on perceived quality of care, and analysis of hospital readmissions due to medication complications will be conducted to gauge the plan’s success. These audits will specifically focus on the effectiveness of the closed-loop system and specialized nurse training (Elbeddini et al., 2021; Stark et al., 2020).

Change Theories and Leadership Strategies

To achieve our objective of reducing Adverse Drug Events (ADEs), we are grounding our approach in a robust change theory and effective leadership strategy. Our focus is on creating buy-in from an interdisciplinary team, fostering effective collaboration, and ensuring the smooth implementation of our plan. The change theory we have selected is the Plan-Do-Study-Act (PDSA) model, effectively improving quality and safety in healthcare settings (AHRQ, n.d.). The PDSA model will guide us through four iterative phases: planning, doing, studying, and acting. This framework encourages a disciplined approach to testing and implementing changes, allowing us to start on a small scale and expand our interventions based on evidence and data.

By using the PDSA model, we anticipate incremental improvements that align with our prediction of achieving a 30% reduction in six months. For leadership, we propose the adoption of Transformational Leadership, a strategy emphasizing inspiration and motivation among team members (Ree & Wiig, 2019). Transformational leaders excel in creating a sense of commitment and ownership, which is crucial for gaining interdisciplinary team buy-in. Given that our objective involves implementing new medication administration protocols, this strategy will help team members embrace changes more willingly. It will also address staff morale and job satisfaction by creating a work environment where each member feels valued and empowered.

Capella 4010 Assessment 3

By integrating the PDSA model with Transformational Leadership strategies, we aim to create a synergistic effect that enhances our team’s ability to collaborate, implement the plan effectively, and gain buy-in from all stakeholders within Miami Valley Hospital. Here, the experienced nurses will take the role of transformational leaders to motivate and inspire newer staff on best medication administration practices. Through mentorship, team members will improve their skills and gain more vital job satisfaction and commitment to patient safety. Moreover, the implementation of training and closed-loop systems in a smaller scale will set an example for wide-spreading the proposal, ultimately reducing medical errors, facilitating better interdisciplinary collaboration, and developing buy-in for the project. 

Team Collaboration Strategy

Each team member has distinct roles and responsibilities to effectively implement our plan to reduce Adverse Drug Events (ADEs) in Miami Valley Hospital. From administrators to frontline healthcare staff, everyone has jobs to perform in the effective implementation of our two-pronged plan proposal. Administrators, along with finance personnel, will ensure adequate funding is available for the training and development of a closed-loop system. IT