- NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal.
Interdisciplinary Plan Proposal
This recommendation addresses compatibility issues and EHR implementation in United Health Services (UHS). UHS is a medical organization that provides excellent, compassionate treatment to the populations that it represents. To address accessibility and EHR issues related to implementation, this suggestion seeks to establish or strengthen cross-disciplinary groups at UHS, which would ultimately improve healthcare for patients and outcomes.
Objective
The effort aims to establish or develop interdisciplinary teams at UHS to address issues with adopting electronic health records and compatibility via the use of quality enhancement methodologies and methodologies for project management (Cook et al., 2021).
If accomplished, this aim will improve patient outcomes by facilitating better-informed medical choices and improved treatment of patients by ensuring seamless and efficient patient data exchange across healthcare personnel (Capriulo et al., 2024). Improvements in the effectiveness of workflows, reduced errors, and decreased costs related to repeating processes and assessments will help enhance organizational outcomes.
Questions and Predictions
- Which particular multidisciplinary teams are going to be enhanced or formed?
Forecast: The strategy will create or improve groups of medical professionals, IT experts, and support personnel.
2. How will project administration techniques and methodologies for quality enhancement be applied? Prediction: integration of electronic health records and difficulties with interoperability will eventually be found and fixed using quality enhancement mechanisms like the PDSA process. The multidisciplinary team will be managed using methods for project supervision, such as Agile or Rapid, to guarantee prompt completion of assignments.
3. What obstacles may multidisciplinary teams face when formed or strengthened? Prediction: challenges to communication across various divisions and fields of study, opposition to change, and the absence of support from significant stakeholders might all be possible barriers.
4. What constitutes the strategy’s anticipated results?
Prediction: The intended outcomes include fewer mistakes, increased productivity of the workflow, better care for patients and goods via more informed medical choices, and decreased expenses related to unnecessary testing and treatments.
5. How would the efficacy of the strategy be assessed?
Prediction: Statistics on clinical results, patient feedback, and EHR utilisation rates will be used to evaluate the strategy’s effectiveness. We’ll also ask influential individuals and parts of the multidisciplinary team for comments to constantly enhance the efficacy and execution of the approach.
Change Theories and Leadership Strategies
Another change theory that could potentially be employed to promote support across a diverse team is Kotter’s 8-Step Change Framework. The framework states that developing an organized plan of action, creating a community of supporters, and creating a sense of urgency are necessary for change initiatives to be effective. Team members may be motivated and given incentives to be engaged in the procedure of change to complete these duties via the use of leadership methods like change management (Harrison et al., 2021).
A specific plan regarding how an electronic health record (EHR) will improve the care of patients and workflow effectiveness should be provided by leaders in transformational change, taking into account UHS’s compatibility and EHR implementation issues. Consequently, individuals on the team could become more motivated to collaborate and aid in carrying out procedures. Creating an agreement of encouragement with important participants, such as managers of departments and IT specialists, may also help to ensure the deployment goes well (Khatoon, 2020). This would make good interpersonal relations and cooperation throughout different departments and specialties possible.
One kind of administration that can facilitate more productive collaboration between diverse teams is servant leadership. This form of leadership puts the demands of the team participants first, aiming to help people reach their fullest potential (Barr & Dowding, 2022).
Using a servant leadership approach, managers at UHS may create an environment where employees feel comfortable sharing ideas and working together to accomplish common goals. This could be achieved by providing opportunities for team members to collaborate via periodic conferences and teamwork for the project and by emphasizing and acknowledging hard work and cooperation.
Various disciplines will be needed to implement the suggested EHR installation and connectivity strategy at UHS. The following individuals will make up the team:
1. Project manager: In charge of organizing the workers, directing the task, and ensuring it is completed on schedule and within budget. The individual in charge of the project will collaborate with key players to establish the undertaking’s goals, parameters, and schedule. They will also ensure that everybody in their group contributes to the same objective by coordinating their actions (Rudin et al., 2020).
2. IT specialist: Charged for establishing and managing the electronic health records (EHR) system and offering the group technical assistance. They will see to it because the EHR system is tailored to UHS’s regulations and complies with legal regulations.
3. A clinical information technology professional who ensures the EHR system’s functionality is ready for use in clinical settings. They will collaborate with physicians to create collections of orders and processes, ensuring the apparatus is simple and intuitive (Sheikh et al., 2021).
4. Physicians: In charge of offering suggestions on optimizing the EHR platform for use in medicine. To create processes and collection sets unique to their domain of practice, they will collaborate with the clinical information technology expert. Professionals must use electronic health records in their regular clinical practice (Rudin et al., 2020).
5. A nursing informatics professional: Make sure the EHR platform is suitable for nursing usage. They will collaborate with nurses to create collections of orders and processes tailored to their respective practice areas. Experts in information technology for nursing will guarantee integration of the EHR system into additional nursing applications.
The team will work together to develop the EHR system and ensure system compatibility. The group’s duties will be arranged by the task manager, who will also ensure every member is working towards the same goal (Barr & Dowding, 2022). The group will work together to guarantee that the EHR system is interoperable with additional systems, such as radiological and laboratory tools.
For example, the IT expert will work with the medical informatics professional to ensure that the EHR system can interact with the laboratory and radiological infrastructure. This will facilitate the easy sharing of patient information. To guarantee that the EHR system is integrated with other healthcare systems, including the administration of medications and medical record infrastructure, the information technology professional and the nursing information technology expert will work together (Shah & Khan, 2020).
Physicians will provide recommendations on how to customize sets of orders for the patient foundation, such as making the software function following their specializations. Through cooperation and communication, everyone on the team will guarantee that the EHR system is implemented effectively and increases the patient experience.
Required Organizational Resources
To implement the recommended plan for EHR rollout and integration, the organization ought to consider several capabilities. Initially, more IT experts will be required to assist with setting up the software and equipment and to train each staff member on the updated system. Buying or updating servers, network wiring, software licences for EHRs, and interoperability technologies are necessary (Winter et al., 2023).
Accessibility to medical information will need additional security protocols, and fees may be associated with transferring information services. The plan proposal would contain a $500,000 total expenditure request considering purchasing, access fees, staff time, and resource utilization.
Inadequate implementation of this approach could result in substantial costs for the organisation due to inefficient or ineffective utilisation of staff resources, time, and patient treatment. Lack of accessibility may cause delays or impairments in patient care due to inaccessibility to complete health histories or statistics. There might be unfavorable results, a return to the hospital, and a decline in the satisfaction of patients (Clemente et al., 2022).
Inadequate EHR implementation may also lead to staff personnel experiencing increased anxiety and burnout, reduced efficiency, and reduced job satisfaction. These factors might lead to greater recruiting and training costs for new personnel and more excellent quality turnover rates among workers.
Organizations such as the Department of Veterans Affairs (VA) and Kaiser Permanente, for example, have successfully implemented EHR solutions for interoperability that have decreased expenses and enhanced patient outcomes (Cogan et al., 2023). Knowing their successes and failures may aid you in implementing your suggested plan inside the framework of your chosen business.
Conclusion
Implementing an EHR system and promoting connectivity throughout the UHS organization may improve patient results, increase earnings, and save expenses. A collaborative, interdisciplinary strategy incorporating theories of change and managerial abilities will significantly benefit the plan’s execution.
Every team member has to have their responsibilities and tasks clearly defined, and the necessary finances must be allocated to ensure the strategy’s accomplishment. If interoperability and EHR implementation are neglected, patients may suffer harm, and the organization may incur financial losses. Setting aside the necessary funds and prioritizing this plan are essential for its success. Read more about our sample NURS FPX 4010 Assessment 2 for complete information about this class.
References
Barr, J., & Dowding, L. (2022). Leadership in Health Care. In Google Books. SAGE Publications.
Capriulo, M., Ilaria Pizzolla, & Briganti, G. (2024). On the use of patient-reported measures in digital medicine to increase healthcare resilience. Elsevier EBooks, 41–66.
https://doi.org/10.1016/b978-0-443-21598-8.00019-1
Clemente, K. A. P., Silva, S. V. da, Vieira, G. I., Bortoli, M. C. de, Toma, T. S., Ramos, V. D., & Brito, C. M. M. de. (2022). Barriers to the Access of People with Disabilities to Health services: a Scoping Review. Revista de Saúde Pública, 56, 64.
https://doi.org/10.11606/s1518-8787.2022056003893
Cogan, A. M., Rinne, S. T., Weiner, M., Simon, S. R., Davila, J. A., & Yano, E. M. (2023). Using Research to Transform Electronic Health Record Modernization: Advancing a VA Partnered Research Agenda to Increase Research Impacts. Journal of General Internal Medicine, 38(S4), 965–973.
https://doi.org/10.1007/s11606-023-08289-y
Cook, L. A., Sachs, J., & Weiskopf, N. G. (2021). The quality of social determinants data in the electronic health record: a systematic review. Journal of the American Medical Informatics Association.
https://doi.org/10.1093/jamia/ocab199
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.
Khatoon, A. (2020). A Blockchain-Based Smart Contract System for Healthcare Management. Electronics, 9(1), 94.
https://doi.org/10.3390/electronics9010094
Rudin, R. S., Fischer, S. H., Damberg, C. L., Shi, Y., Shekelle, P. G., Xenakis, L., Khodyakov, D., & Ridgely, M. S. (2020). Optimizing health IT to improve health system performance: A work in progress. Healthcare, 8(4), 100483.
https://doi.org/10.1016/j.hjdsi.2020.100483
Shah, S. M., & Khan, R. A. (2020). Secondary Use of Electronic Health Record: Opportunitie s and Challenges. IEEE Access, 8, 1–1.
https://doi.org/10.1109/access.2020.3011099
Sheikh, A., Anderson, M., Albala, S., Casadei, B., Franklin, B., Richards, M., Taylor, D., Tibble, H., & Mossialos, E. (2021). Health information technology and digital innovation for national learning health and care systems. The Lancet Digital Health, 3(6), e383–e396.
https://doi.org/10.1016/S2589-7500(21)00005-4
Winter, A., Elske Ammenwerth, Haux, R., Marschollek, M., Steiner, B., & Jahn, F. (2023). Technological Perspective: Architecture, Integration, and Standards. 51–152.