NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

This approach fosters seamless communication and coordination between departments, reducing errors and delays in the transfer process (Kiernan et al., 2019). Furthermore, a designated project manager with experience in interdisciplinary projects will oversee the collaboration efforts. The project manager will facilitate team meetings, ensuring that discussions remain focused and action items are assigned and followed up. This leadership role will help drive collaboration and align the team with project objectives.

To support these collaborative approaches, best practices of interdisciplinary collaboration from the literature emphasize the importance of clear communication, mutual respect, and shared decision-making. Research by Kiernan et al. (2019) highlights that effective interdisciplinary collaboration in healthcare requires team members to value each other’s contributions and engage in open dialogue. Additionally, Pawar et al. (2020) stress the significance of shared decision-making in interdisciplinary teams, which empowers members to participate actively in problem-solving and decision-making processes.

In the Johns Hopkins Hospital, these collaborative approaches align with the organizational culture of excellence in patient care and interdisciplinary teamwork. By implementing these strategies, the interdisciplinary team aims to improve patient transfer processes, enhance communication, and ultimately achieve the plan’s objective of reducing transfer times and improving patient care outcomes.

Required Organization Resources

In implementing an interdisciplinary patient transfer protocol improvement plan at Johns Hopkins Hospital, it is imperative to outline the required organizational resources, including a comprehensive financial budget. The success of this plan hinges on allocating adequate resources to support various essential components of the initiative. To effectively execute the patient transfer protocol improvement plan, we need to allocate financial resources as follows: an estimated $500,000 for the acquisition and implementation of an advanced electronic health record (EHR) system, $100,000 for staff training programs, and an annual budget of $50,000 for ongoing IT support and maintenance of the EHR system.

These allocations are based on research indicating that hospitals with well-implemented EHR systems experience shorter patient transfer times and more efficient workflows, ultimately leading to improved patient outcomes. Additionally, comprehensive staff training programs have enhanced staff competence, increasing job satisfaction and morale (Crowley et al., 2023).

Failure to allocate the necessary financial resources could severely affect the hospital. With the budget for the EHR system and staff training, the plan’s implementation may be manageable. Prolonged patient transfer times, inefficient workflows, and potential dissatisfaction among staff and patients may result. In the long term, inadequate investment may lead to higher operational costs and hinder the hospital’s competitiveness in the healthcare industry. In a real-world example, a nearby hospital that neglected to invest in an EHR system faced significant issues. Prolonged patient transfer times led to delayed care, potential legal liabilities, and increased costs due to inefficiencies. The hospital’s reputation suffered, resulting in a loss of patient trust and decreased competitiveness in the healthcare market.

References

Crowley, R., Pugach, D., Williams, M., Goldman, J. D., Hilden, D., Schultz, A.F., & Beachy, M. (2023). Principles for the physician-led patient-centeredPhysiciansome and other approaches to team-based care: A position paper from the American College of Physicians. Annals of Internal Medicine. https://doi.org/10.7326/m23-2260 

De Rosis, S., Cerasuolo, D., & Nuti, S. (2020). Using patient-reported measures to drive change in healthcare: The experience of the digital, continuous and systematic PREMs observatory in Italy. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05099-4 

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, Volume 13(13), 85–108. NCBI. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/