Skip to content 
- NURS FPX 4010 Assessment 4 Stakeholder Presentation.
Stakeholder Presentation
Greetings, everyone. I am Darena, and today, I will discuss our strategy to improve interdisciplinary cooperation within VHC, the Villa Integrative Center. A supervisor turns around Type 2 Diabetes management in conjunction with effective and efficient communication with clinical thought teams by Sugandh et al., 2023.
In this presentation, as outlined in NURS FPX 4010 Assessment 4 Stakeholder Presentation, I will approach the central request in controlling Diabetes, make heads or tails of the importance of a multidisciplinary approach for accomplishing our improvement targets, and give a framework for our check-based plan. Similarly, we will cover the implementation framework, asset management, and standards for exploring the advancement of our drive.
Organizational or Patient Issues
Slide 2:
Type 2 Diabetes (T2D) is an inescapable and complex condition that presents titanic difficulties to the two patients and clinical benefits suppliers at Vila Accomplishment Center (VHC). According to the Centers for Persuading Countering and Awfulness (CDC), 30 million Americans, or 10.5% of everybody, have Diabetes. T2D accounts for 90-95% of all cases (Spots for Overwhelming Abhorrence and Assumption, 2024).
Challenges in Managing Diabetes
Before extensive, different patients with T2D struggled to achieve ideal control of their blood glucose levels. This is evident through increasing rates of irritations like cardiovascular difficulty, neuropathy, retinopathy, and kidney thwarted expectation, which influence patients’ satisfaction and lead to expanded morbidity and mortality. The postponed results are the failure to manage the T2D accomplice’s past individual success.
NURS FPX 4010 Assessment 4 Stakeholder Presentation
What matters to VHC is the bottom line: uncontrolled Diabetes: uncontrolled Diabetes increases clinical benefits costs associated with unremitting trauma center visits, emergency office verifications, and basic length intricacies requiring intensive treatment. Furthermore, the stack of clinical thought resources redirects thought from preventive ideas and other head organizations, finally finally influencing thought across the organization (AbdulRaheem, 2023).
Slide 3:
Regulating Type 2 Diabetes (T2D) requires a collaborative interdisciplinary approach that includes different clinical benefits arranged by specialists, including essential idea doctors, endocrinologists, dietitians, and valuable, thriving, organized, prepared experts. This teamwork is central to making thorough idea blueprints that address patients’ clinical necessities as well as the enormous social factors influencing their capacity to deal with the condition.
Further, communication among the team members is essential to harmonize all aspects of a patient’s thoughts to reduce errors and contradictions in treatment (Sheehan et al., 2021). Interdisciplinary care works on patient education, providing intense and supportive information on self-management skills and engaging with the patient to act out what goes on in their minds. This will raise adherence to treatment plans over the long term and initiate better control of T2D.
Importance of Collaborative Diabetes Care
Failure to adopt a team-based care model can bring outrageous results, including worse patient achievement and increased hospitalizations. Compared to those without Diabetes, people with Diabetes are admitted to the hospital roughly 1.5 times (Living Spaces Areas of Strength for and Assumption, 2024). For Vila Prospering Center, the VHC, solid management could help portray an open ideas representation, which could be done through wasteful asset use and a discolored standing for quality. Therefore, a proactive interdisciplinary approach is essential for the revival of diabetes care and to improve patient outcomes.
Interdisciplinary Team Approach and its Relevance
Slide 4:
At Vila Attainment Center, we have implemented my interdisciplinary management for Type 2 Diabetes based on evidence. It has been developed based on revamping T2D management by subsuming the reformation of several clinical advantages organized by practitioners such as primary care specialists, endocrinologists, diabetes care and education specialists, dietitians, and general health promotion-trained professionals. The overarching aim is to improve idea integration, patient education, outreach, and follow-up care through a more holistic and integrative practice (Khatri et al., 2023).
Every team member will give their particular limits to devise a broad idea method tailored to the specific necessities of T2D patients, as discussed in NURS FPX 4010 Assessment 4 Stakeholder Presentation. Vital idea doctors control everyday management, while endocrinologists give unequivocal medications (Khatri et al., 2023). Diabetes educators will zero in on key self-management tutoring; dietitians will strategize re-endeavored food plans, and tremendous flourishing experts will address the mental bits of living with an expected condition. A principal piece of this plan is implementing a standard electronic accomplishment record (EHR) framework.
“In the step model, focusing on disease management instead of on health status, overlapping with care coordination, the role of patient-activated self-management support is stressed,” said individuals of the group who will be participating in the simultaneous perception of two significant duties. The PCMH model stresses the need for comprehensive support to patients and their healthcare providers to create a shared vision of healthcare improvement.
Patients and their role in chronic illness care will also be fundamental. Finally, the Chronic Care Model will facilitate care coordination in this mix, strongly focusing on self-management support, improvement strategies, decision support, and clinical information systems (Ansari et al., 2021). The UCM places greater emphasis on a proactive T2D management model and relies heavily on inpatients’ active engagement in enhancing T2D control outcomes.
Slide 5:
It will also contain patient-centered preparation. We shall develop clarifying materials and activities based on assertion-based recommendations from fair authorities such as the American Diabetes Association (ADA) (ElSayed et al., 2022). Interventions such as the Diabetes Self-Management Preparation and Support (DSMES) program shall be adapted so that we can effectively address specific patient needs through workshops and parties tailored for them to learn how to care for their Diabetes.
Follow-up and monitoring are critical to the success of the plan; hence, strategies are set at specific intervals to review patient progress, alter treatment plans as needed, and address new concerns. Moreover, remote monitoring devices and Counting PDA apps like MySugr help patients with diabetes management by facilitating regular tracking of key symptoms, treatment adherence, and lifestyle modifications (Johnson & Factory Operator, 2022).
The main parameters of the plan will be reduced emphasis, diminished confining readmission rates, boosted patient satisfaction figures, and netter diabetes type 2 control. All members of a clinical benefits team and patients` opinions will be collected regularly to make the interrelation of concepts more robust. This cross-boundary plan is distributed based on different viewpoints, remembering the CDC recommendations on integrating care and the evidence of the impact of multi-specialty teams on patient outcomes (Networks for Persuading Aversion and Doubt, 2024).
Interdisciplinary Plan Implementation and Financial Resources Management
Slide 6:
Completing the interdisciplinary plan for managing Type 2 Diabetes (T2D) at Vila Achieve Centre (VHC) will follow a structured strategy involving mobilizing human and financial resources. The most elusive step in this process is bringing together a dedicated interdisciplinary team comprising key concept physicians, endocrinologists, diabetes educators, dietitians, mental wellness experts, and nursing staff. This team will hold a regular meeting for the discussion of various cases of patients, information exchange, and develop a comprehensive thought plan addressing individual needs (Sørensen et al., 2020).
Standard gatherings can be planned for endless weeks or fortnightly to guarantee consistent correspondence and collaboration. Planning and fit advancement will be significant for team individuals to ensure they can participate in the most recent T2D management shows and statement-based rehearsals. For example, workshops driven by diabetes experts can give bits of information about new treatment choices, while social gatherings in correspondence methods can restore team correspondence (AbdulRaheem, 2023). This plan can be funded through existing spending plans or by looking for awards from organizations, such as the American Diabetes Alliance, which once in a while supports diabetes tutoring drives.
Slide 7:
Financial management will include prudent planning to offset additional staff, preparing activities, and implementing a standard electronic health record (EHR) system. VHC may look to collaborative relationships with nearby schools to bring students in for clinical services programs that assure a financially astute approach toward reinforcing staffing while providing the invaluable experience needed for future clinically prepared professionals. For instance, an organization with a local nursing school may allow nursing students to get involved in T2D management under the same supervision to bring in support and new perspectives on patient thought (Sørensen et al., 2020).
NURS FPX 4010 Assessment 4 Stakeholder Presentation
To provide reasonable support, VHC should also consider exploring regard-based reimbursement models. By showing work in patient results, such as decreased hospitalizations and improved diabetes management, VHC could secure better reimbursement levels from payers. Further, implementing community programs to demonstrate in-risk populations’ T2D presumption and management may attract grants and sponsorship from general wellness-promoting institutions, replenishing the financial pool of resources (Sheehan et al., 2021).
Evaluation
Slide 8:
To accurately describe the interdisciplinary plan for managing Type 2 Diabetes (T2D) at Vila Achievement Center (VHC), we will disseminate affirmation set-up findings focusing on patient final products, clinical benefits use, and patient satisfaction. These benchmarks will help anticipate that targets for improvement will be met and tap into transparent sources of confirmation for their new development. One major model is reducing hemoglobin A1c levels in patients. It becomes hectic to keep the HbA1c levels below 7%, as, due to the general perspective, this reduces the risk of the dangers related to Diabetes (Boye et al., 2022).
By monitoring changes in HbA1c levels over a long time, VHC can focus on the reasonableness of its medications. This approach lines up with the standards from the American Diabetes Alliance, which underscore standard monitoring and management of blood glucose levels.
Measuring Diabetes Care Effectiveness
Another important metric is the rate of hospital readmissions due to diabetes-related complications. Previous research shows that integrated care models have significantly reduced readmission rates, motivating efforts on patient outcomes and decreasing the cost of clinical ideas. By separating readmission rates before and after the interdisciplinary plan, VHC will measure its progress in delivering proactive care and preventing complications. Similarly, patient satisfaction scores will be a significant metric for establishing progress.
It will be possible to monitor patients’ flourishing and satisfaction through such audits as the Patient Achievement Review, PHQ-9, and the Diabetes Weight Scale, DDS (Abbas et al., 2023). High-satisfied patients generally have scores reflecting higher treatment plan adherence and other health promotion results. Carrying out these types of audits regularly will help VHC give some glimpse into what the patients think and portray the need for redesign.
Slide 9:
Furthermore, following the patients’ adherence to planned follow-up methodologies will give information about the credibility of the patient’s course of action and commitment approaches. A high adherence rate recommends that patients feel pulled in and zeroed in on diabetes management. This reason can be evaluated using information from electronic flourishing records to monitor cooperation plans. In conclusion, a cost reasonableness evaluation will be coordinated to frame the financial impact of the executed interventions (Nguyen et al., 2022).
By examining clinical concept costs, including those associated with hospitalizations, solution costs, and outpatient care related to T2D management, VHC can select the economic benefits of its interdisciplinary model. This literature review will rely on the assertion from financial analyses performed on diabetes-related care.
Conclusion
Slide 10:
“Finally, the strategy for managing Type 2 Diabetes at Vila Flourishing Center (as contained in NURS FPX 4010 Assessment 4 Stakeholder Presentation) provides excellent insight into the collaboration of clinical benefits specialists regarding patient perception. With the concern of increasing inconsistency levels and enormous expenses, we go to great lengths to deliver results.
In addition, working in coherence will be a regular feature, as will the teams’ preparation. We will assess success through key measures, including levels of HbA1c and how patients feel about the care they receive. This question should attract patients’ attention and further enhance diabetes management at VHC.” Explore our assessment NURS FPX 4010 Assessment 1 for more information.
References
Abbas, Q., Latif, S., Ayaz Habib, H., Shahzad, S., Sarwar, U., Shahzadi, M., Ramzan, Z., & Washdev, W. (2023). Cognitive behavior therapy for Diabetes distress, depression, health anxiety, quality of life and treatment adherence among patients with type-II diabetes mellitus: A randomized control trial. BMC Psychiatry, 23(1). https://doi.org/10.1186/s12888-023-04546-w
AbdulRaheem, Y. (2023). Unveiling the significance and challenges of integrating prevention levels in healthcare practice. Journal of Primary Care & Community Health, 14(1), 1–6. https://doi.org/10.1177/21501319231186500
Ansari, R. M., Harris, M. F., Hosseinzadeh, H., & Zwar, N. (2021). Applications of a chronic care model for self-management of type 2 diabetes: A qualitative analysis.
International Journal of Environmental Research and Public Health, 18(20), 10840. https://doi.org/10.3390/ijerph182010840
Boye, K. S., Thieu, V. T., Lage, M. J., Miller, H., & Paczkowski, R. (2022). The Association between sustained HBA1C control and long-term complications among individuals with type 2 diabetes: A Retrospective Study. Advances in Therapy, 39(5), 2208–2221. https://doi.org/10.1007/s12325-022-02106-4
Butler, J. M., Gibson, B., Lewis, L., Reiber, G., Kramer, H., Rupper, R., Herout, J., Long, B., Massaro, D., & Nebeker, J. (2020). Patient-centered care and the electronic health record: exploring functionality and gaps. JAMIA Open, 3(3), 360–368. https://doi.org/10.1093/jamiaopen/ooaa044
Centers for Disease Control and Prevention. (2024). National diabetes statistics report. Diabetes. https://www.cdc.gov/diabetes/php/data-research/index.html
ElSayed, N. A., Aleppo, G., Aroda, V. R., Bannuru, R. R., Brown, F. M., Bruemmer, D., Collins, B. S., Hilliard, M. E., Isaacs, D., Johnson, E. L., Kahan, S., Khunti, K., Leon, J., Lyons, S. K., Perry, M. L., Prahalad, P., Pratley, R. E., Seley, J. J., Stanton, R. C., & Gabbay, R. A. (2022). Improving care and promoting health in populations: Standards of care in Diabetes—2023. Diabetes Care, 46(1), 10–18. https://doi.org/10.2337/dc23-s001
Johnson, E. L., & Miller, E. (2022). Remote patient monitoring in Diabetes: How to acquire, manage, and use all of the data. Diabetes Spectrum, 35(1), 43–56. https://doi.org/10.2337/dsi21-0015
Khatri, R., Endalamaw, A., Erku, D., Wolka, E., Nigatu, F., Zewdie, A., & Assefa, Y. (2023). Continuity and care coordination of primary health care: A scoping review. BMC Health Services Research, 23(1). https://doi.org/10.1186/s12913-023-09718-8
Nguyen, K.-H., Wright, C., Simpson, D., Woods, L., Comans, T., & Sullivan, C. (2022). Economic evaluation and analyses of hospital-based electronic medical records (EMRs): A scoping review of international literature. Npj Digital Medicine, 5(1), 1– https://doi.org/10.1038/s41746-022-00565-1
Sheehan, J., Laver, K., Bhopti, A., Rahja, M., Usherwood, T., Clemson, L., & Lannin, N. A. (2021). Methods and effectiveness of communication between hospital allied health and primary care practitioners: A systematic narrative review. Journal of Multidisciplinary Healthcare, 14(14), 493–511. https://doi.org/10.2147/JMDH.S295549
Sørensen, M., Groven, K. S., Gjelsvik, B., Almendingen, K., & Garnweidner-Holme, L. (2020). The roles of healthcare professionals in diabetes care: A qualitative study in Norwegian general practice. Scandinavian Journal of Primary Health Care, 38(1), 12–23. https://doi.org/10.1080/02813432.2020.1714145
Sugandh, F. N. U., Chandio, M., Raveena, F. N. U., Kumar, L., Karishma, F. N. U., Khuwaja, S., Memon, U. A., Bai, K., Kashif, M., Varrassi, G., Khatri, M., Kumar, S., Sugandh, F., Chandio, M., Raveena, F. N. U., Kumar, L., Karishma, F. N. U., Khuwaja, S., Memon, U. A., & Bai, K. (2023). Advances in the management of Diabetes Mellitus: A focus on personalized medicine. Cureus, 15(8), 1–13. https://doi.org/10.7759/cureus.43697
