NURS FPX 4010 Assessment 4 – Stakeholder Presentation

NURS FPX 4010 Assessment 4

Capella University

NURS-FPX 4010: Leading People, Processes, and Organizations in Interprofessional Practice

Professor Linda Marcuccilli

April 2023

Slide 1: 

Capella 4010 Assessment 4

Stakeholder Presentation

Hi Everyone, I am “Zepur” and today I am going to present my key stakeholder’s project before you. 

Slide 2: 

My audience will be having an insight of an interdisciplinary collaboration problem focused on the workload of an obstetric nurse (OBs) in the maternity ward. Moreover, the Evaluation approach will also be a part of this presentation which will be in the form of data assessment to enhance the action plan for an organization. This particular situation entails a group that will work for solving the problem faced by a healthcare organization. All stakeholders for the maternity and prenatal department are inculcated in this demonstration i.e. OBs nurses, doctors, midwives, and gynecologists. 

Slide 3: 

Organizational or Patient Issues

For effective healthcare efficiency and patient care, enhancing the workforce resources and appropriate allocation of finances is required. Management of nursing workload, managing emergency cases, and improving workers’ performance can enhance the production of OBs nurses (Galiano et al., 2023).  An increase in patient numbers, a shortage of other medical staff for emergency handling, and unavailability of delivery rooms and equipment are some workload factors for an OBs nurse (Xie et al., 2021). In the USA, the major reason behind hospitalization is childbirth. Thus, there is a need for inter-professional collaboration among the different healthcare departments to strengthen patient-centric services.  Due to the excessive workload on an obstetric nurse, there is a greater probability of medical errors, lack of attention for the intensive care, and neonatal shortcomings. 

Consequences

There are a number of emergency and medical challenges which an obstetric nurse faces. If these healthcare, medicinal, financial, and management issues are not resolved this can affect the organization’s reputation and patient’s health badly. For high-risk pregnancies e.g. hypertension, placenta praevia, birth complications, and diabetes, there is a need for immediate medical response. It can have a high risk for the mother’s and baby’s life. In such a case, if the emergency is not dealt with vigilantly by all healthcare providers, the implications might be extremely bad. A cost-effective, simple, and proper strategy is needed to save the life of mothers and newborns (Safari et al., 2018).  

Slide 4: 

Relevance with Interdisciplinary Collaboration

By adopting inter-professional collaboration the neonatal patient emergency can be dealt with efficiently. The improvement in collaboration can improve departmental coordination. It can decrease overall work stress and psychological pressure and thus can assist in increasing the productivity and organizational goal accomplishment. Reduction in the patient’s emergency care and reduced time of treatment can improve mortality and worker productivity (Soemantri et al., 2019).  The obstetric nurse is not only dealing with the patient (which is a direct responsibility), she or he also has to communicate with the staff, provide medicinal support, and other caring practices (Campos et al., 2018).  To effectively accomplish these all practices there is a need for all multi-disciplinary workers to collaborate and work in harmony. 

Slide 5: 

Summary of Evidence-Based Interdisciplinary Plan

This proposal is focused on providing elite healthcare and patient services with the help of inter-professional collaboration. This is how the time will be managed, the workload is decreased and patient satisfaction is increased. Plan-Do-Study-Act (PDSA) is an approach for achieving this plan. For accomplishing this goal, a range of healthcare experts will coordinate different direct and indirect neonatal activities. Strong communication is key for interdisciplinary collaboration and healthcare support.  The Agency for Healthcare Research and Quality has defined that ensuring correct action at an appropriate time will improve the overall quality of a healthcare organization (Prybutok, 2018). In ensuring this PDSA, project stakeholders should be evaluating each step carefully. For a collection of all credible evidence scholarly resources like NCBI, PubMed, and Google Scholar should be used wisely.  

Slide 6: 

Contribution of Interdisciplinary Team

For the implementation of a new framework at a healthcare organization, new workers should be recruited. A range of nurses from pre-med to post-med are needed who will be performing their specialized responsibilities. Particular nurses will be assigned their patients based on their expertise. The maternal care head who is usually a gynecologist will serve as the project head. The plan will also be overseen by different supervisors from various departments. For strengthening team collaboration, transformational leadership will be an effective strategy (Jankelová & Joniaková, 2021). For encouraging the staff members to work productivity, a reward will be allocated.  For example, a $150 reward will be given for overtime of 2 hours. 

Slide 7: 

Implementation of Interdisciplinary Plan

For the establishment of a holistic interdisciplinary plan, gynecologists, obstetric nurses, project managers, midwives, emergency handlers, and medicinal nurses will assist in adopting interdisciplinary collaboration in healthcare organizations. Strong leader support, motivation, safe workplace create awareness and a sense of achievement in the organization (Boamah et al., 2018). For new staff workers, transformational leadership will help to provide the organization’s information, better adaption, training, and learning practices through seminars, monitoring, and evaluation. 

   A clinical nursing assistant is an entry-level worker who works under the supervision of expert nursing staff. He will also help in achieving the planned goals. PDSA is a cycle that stands for “Plan, Do, Study and Act”. In this cycle, the change to be implemented will be planned, then followed, after the results are obtained, these are studied for alterations, and in the end, the final action or implementation is carried out (Christoff, 2018). For a healthcare organization, this four-step PDSA cycle will work to achieve progressive goals. 

Slide 8

PDSA cycle

The PDSA cycle is a four-stage strategy for enhancing patient care through the formation of healthcare groups and effective coordination among them. This also monitors and evaluates the results of the implemented plan. Successful execution needs successive and recurring experimentations (Knudsen et al., 2019). 

Stage 1: Plan 

The first step involves the integration of an expert team with specific specialties. There are different teams and according to them, different workers are chosen who are determined and vigilant to work. After team formation, specific tasks with timeframe are assigned which are monitored by group meetings (Prybutok, 2018). 

Stage 2: Do

The second step is the implementation of the plan. As the plan proceeds, all the information is gathered which will be used at the study stage for evaluation. Data collection sheets, charts, and checklists will help the healthcare team to keep a record of events happening with time. Other than data, problems, unwanted results, and subjective viewpoints are also recorded for the betterment of the teamwork (Prybutok, 2018).  

Stage 3: Study

The information which is stored at stage 2  is evaluated in stage 3 which is “Study” (Prybutok, 2018). According to the objective, the strategy is reshaped by ensuring the following dimensions:

• Is the specific outcome beneficial? If yes then on a small scale or large? 

• After executing the step, what are the gains? 

• In which direction change is occurring? 

• Is there any unwanted result 

Stage 4: Act

If the plan is going according to the expectations and the output is as anticipated, then the proposed change will be implemented across the healthcare organization. After a specific time period, the planning step is overviewed again to ensure ways of revision (Prybutok, 2018). 

Slide 9: 

Resource Management

Financial barriers have a significant negative impact on the provision of quality healthcare services which affects patient care (Loganathan et al., 2019).  While implementing the healthcare change, there are two expenditures that should be considered. These expenses are travel allowance and rent. The plan will offer a bonus of $250 to obstetric nurses who are dealing with high-risk deliveries. The daily inducement adds an extra $2850 on every maternity shift in which there will be five operational emergency wards, 1 med-surge nurse, 1 ICU, and a PCU nurse with 2 assistants each. Usually, an OB nurse gets $40 per hour but a volunteer nurse will be getting $100 per hour. This bonus of $250 is an economical option for the organization. It will help to motivate the healthcare staff for working overtime. When staff will be motivated to work, it will increase their overall work productivity (Musinguzi et al., 2018). This bonus will inspire them to work wholeheartedly as they will have a realization of “justified pay”. In this way, a healthcare organization can recruit more long-term employees than temporary ones. 

Slide 10: 

NURS FPX 4010 Assessment 4

Outcomes of Interdisciplinary Plan

The success of the implemented plan can be evaluated by evaluating the data obtained in step 3. At the final step, the PDSA cycle is reassessed with the help of its findings, results, teams’ behavior, and patient care analysis. The efficiency of adjusted nurses will be evaluated by stats. If the workload of OBs nurses has decreased with increased neonatal care and maternal management, then this data is significant. The success would be evaluated by two metrics i.e. worker satisfaction and generated income (Patricia et al., 2020). 

The results are crucial as these have helped in emphasizing the importance of change under time, input, financial resources, and other efforts. In the last step, it is paramount to evaluate the negative outcomes as well. The research papers and other journal sources have been proven useful in implementing this PDSA cycle. Scholarly resources like Google Scholar, PubMed, and other repositories were excellent sources of evidence during this plan implementation. With the help of different resources, effective healthcare plans can be designed and implemented. By ensuring the adoption of evidence-based practices, a nurse can better manage time, patient care, and workload. 

References

Boamah, S. A., Spence Laschinger, H. K., Wong, C., & Clarke, S. (2018). Effect of Transformational Leadership on Job Satisfaction and Patient Safety Outcomes. Nursing Outlook, 66(2), 180–189. https://doi.org/10.1016/j.outlook.2017.10.004

Campos, M. S. de, Oliveira, B. A. de, & Perroca, M. G. (2018). Workload of nurses: observational study of indirect care activities/interventions. Revista Brasileira de Enfermagem, 71(2), 297–305. https://doi.org/10.1590/0034-7167-2016-0561

Christoff, P. (2018). Running PDSA Cycles. Current Problems in Pediatric and Adolescent Health Care, 48(8), 198–201. https://doi.org/10.1016/j.cppeds.2018.08.00 6

Galiano, M. A., Moreno Fergusson, M. E., Guerrero, W. J., Muñóz, M. F., Ortiz Basto, G. A., Cardenas Ramírez, J. S., Guevara Lozano, M., & Larraín Sundt, A. (2023). Technological innovation for workload allocation in nursing care management: an integrative review. F1000Research, 12, 104. https://doi.org/10.12688/f1000research.125421.1

Jankelová, N., & Joniaková, Z. (2021). Communication Skills and Transformational Leadership Style of First-Line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship. Healthcare, 9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346

Knudsen, S. V., Laursen, H. V. B., Johnsen, S. P., Bartels, P. D., Ehlers, L. H., & Mainz, J. (2019). Can quality improvement improve the quality of care? A systematic review of reported effects and methodological rigor in plan-do-study-act projects. BMC Health Services Research, 19(1). https://doi.org/10.1186/s12913-019-4482-6

Loganathan, T., Rui, D., Ng, C.-W., & Pocock, N. S. (2019). Breaking down the barriers: Understanding migrant workers’ access to healthcare in Malaysia. PLOS ONE, 14(7), e0218669. https://doi.org/10.1371/journal.pone.0218669

Musinguzi, C., Namale, L., Rutebemberwa, E., Dahal, A., Nahirya-Ntege, P., & Kekitiinwa, A. (2018). The relationship between leadership style and health worker motivation, job satisfaction and teamwork in Uganda. Journal of Healthcare Leadership, Volume 10, 21–32. https://doi.org/10.2147/jhl.s147885

Patricia, K.-M., Victoria, M.-K., Kabwe, C., Micheal, K., & Judith, C. (2020). Implementing evidence based practice nursing using the PDSA model: Process, Lessons and Implications. International Journal of Africa Nursing Sciences, 100261. https://doi.org/10.1016/j.ijans.2020.100261

Prybutok, G. L. (2018). Ninety to Nothing: a PDSA quality improvement project. International Journal of Health Care Quality Assurance, 31(4), 361–372. https://doi.org/10.1108/ijhcqa-06-2017-0093

Safari, K., Saeed, A. A., Hasan, S. S., & Moghaddam-Banaem, L. (2018). The effect of mother and newborn early skin-to-skin contact on initiation of breastfeeding, newborn temperature and duration of third stage of labor. International Breastfeeding Journal, 13(1). https://doi.org/10.1186/s13006-018-0174-9

Soemantri, D., Kambey, D. R., Yusra, R. Y., Timor, A. B., Khairani, C. D., Setyorini, D., & Findyartini, A. (2019). The supporting and inhibiting factors of interprofessional collaborative practice in a newly established teaching hospital. Journal of Interprofessional Education & Practice, 15, 149–156. https://doi.org/10.1016/j.xjep.2019.03.008

Xie, M., Lao, T. T., Ma, J., Zhu, T., Liu, D., Yu, S., Du, M., Sun, Q., & Ma, R. (2021). Impact of childbirth policy changes on obstetric workload over a 13-year period in a regional referral center in China – implications on service provision planning. BMC Pregnancy and Childbirth, 21, 610. https://doi.org/10.1186/s12884-021-04074-z

NURS FPX 4010 Assessment 4

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