NURS FPX 4010 Assessment 4 Stakeholder Presentation Implementation and Resource Management of the Interdisciplinary Plan Objective and Likelihood of Success

The primary objective of the interdisciplinary plan at Johns Hopkins Hospital is to substantially reduce patient transfer times, thereby improving both efficiency and quality of patient care delivery. The likelihood of this plan’s success is strengthened by its foundation in evidence-based practices and the diversity of professional expertise. The Plan-Do-Study-Act (PDSA) model, a recognized framework in healthcare improvement, will guide the implementation. This model’s iterative nature allows for continuous refinement and adaptation, enhancing the potential for achieving the set objectives. (Somani et al., 2021).

PSDA Model Application in Implementation

In implementing our interdisciplinary plan at Johns Hopkins Hospital using the PDSA model, the ‘Plan’ phase involves identifying the issue of extended patient transfer times and developing a collaborative strategy with nursing, IT, and administrative staff. This strategy includes creating new transfer protocols and integrating technological solutions, such as an advanced Electronic Health Record (EHR) system. In the ‘Do’ phase, these plans are implemented, new protocols are implemented, and the EHR system is rolled out, accompanied by comprehensive staff training. The ‘Study’ phase involves a critical evaluation of these changes by measuring key metrics like transfer times, staff workload, morale, and patient satisfaction to assess the impact of the implemented changes. Based on these evaluations, the ‘Act’ phase entails making necessary adjustments to the protocols and systems to optimize the transfer process. This ensures that the plan aligns with our enhanced efficiency and patient care quality goals. This cycle of planning, implementing, evaluating, and adjusting forms the core of our continuous improvement efforts in the hospital’s patient transfer system.

Resource Management

Effective resource management is crucial. Financially, $500,000 is allocated for the EHR system, $100,000 for staff training, and $50,000 annually for IT support. Human resources will be managed through regular team meetings and training sessions, ensuring all members are adept at the new system and protocols. These measures align with recommendations for effective resource utilization in healthcare settings (Crowley et al., 2023).

Justification of Expenditure

The expenditure is justified by the expected long-term improvements in patient care and operational efficiency. The PDSA model ensures that resources are not wasted, as the ‘Study’ phase allows for assessing resource use effectiveness, and the ‘Act’ phase enables adjustments to align with the established budget and goals. Research has shown that such well-implemented systems and comprehensive training programs significantly enhance operational efficiency in healthcare (Crowley et al., 2023).

Evidence-Based Criteria for Evaluation

Successful Outcome of the Project

A successful project outcome at Johns Hopkins Hospital would be evidenced by a measurable reduction in patient transfer times, enhanced interdepartmental coordination, and improved patient and staff satisfaction. Specifically, achieving the targeted reduction in transfer times by 15-20% indicates success. Additionally, a successful outcome would manifest in smoother operational workflows, leading to less stressful work environments for staff and heightened overall efficiency in patient care delivery.

Criteria for Measuring Success

• Reduction in Transfer Times: The primary criterion for success is the quantifiable reduction in patient transfer times. According to Tlapa et al. (2020), tracking specific performance metrics, such as transfer times, is vital in evaluating healthcare improvement initiatives. The data collected before and after implementing the new protocol will be compared to assess the degree of improvement.
• Staff Workload and Morale: Regular surveys and interviews will be conducted to gauge the impact on staff workload and morale, as Aiken et al. (2021) suggested. These surveys will assess changes in staff perceptions of workload, job satisfaction, and overall morale before and after implementing the new transfer protocol.
• Patient Satisfaction Scores: Patient satisfaction is a crucial indicator of the quality of care. The plan involves monitoring patient satisfaction scores before and after the protocol implementation to measure the impact on patient experience. An increase in these scores, particularly in areas related to wait times and smoothness of departmental transitions, would signify success. Aiken et al. (2021) highlight the import