- NURS FPX 4010 Assessment 4 Stakeholder Presentation.
Stakeholder Presentation
Attention everyone. Darena, this PowerPoint is about the proposal to promote interdisciplinary collaboration at VHC. As has been discussed, efforts to achieve purposeful flexibility and collaboration within the clinical good teams will have to concentrate on Type 2 Diabetes clinical Management (Sugandh et al., 2023).
In this presentation, I will approach the focal point, mentioning what we face in coordinating diabetes, the importance of a multidisciplinary approach for achieving our improvement targets, and giving a plan for our explore-based plan. Moreover, we will cover the implementation framework, resource management, and rules for surveying the outcome of our drive. Explore our assessment NURS FPX 4010 Assessment 2 Interdisciplinary Issue for more information.
Organizational or Patient Issues
Slide 2:
Type 2 Diabetes (T2D) is a prevalent and multifactorial excited condition. It poses an excellent challenge to patients and clinical benefits providers at the Vila Health Achievement Center – VHC. Living Spaces for Overwhelming Countering and Idea reports that nearly 30 million Americans, which is equivalent to 10.5 percent of its population, have diabetesDiabetesUnited States alone. Of this disease, roughly 90-95 percent is T2D (Living Spaces for Overpowering Speculation and Repulsiveness, 2024). The truth is that some patients with T2D cannot successfully reach ideal control of their blood glucose level,l as pointed out in NURS FPX 4010 Assessment 4 Stakeholder Presentation.
This is well reflected in the rising rates of complications such as cardiovascular spoilage, neuropathy, retinopathy, and kidney failure, which not only decrease outstanding satisfaction among the patients but also increase morbidity and mortality. The long-term consequences of unmanaged T2D are weakening previous individuals’ thriving. To VHC, the financial repercussions are enormous as uncontrolled diabetes contributes to increased clinical benefits costs due to routine trauma center admissions, center charges, and longer-length attempts at necessitating total therapy.
In addition, the clinical ideology resources unit neglects prevention planning and other important institutions, which ultimately shape the thought process for the entire organization (AbdulRaheem, 2023).
Slide 3:
The management of Sort 2 Diabetes (T2D) must include a team of diverse nonspecialists, including consultant medical practitioners, endocrinologists, dietitians, and physiologically healthy organizations. This team is fundamental in constructing a social model that considers the disabling and enabling barriers to managing the illness of the patient’s social background. In addition, there is a need to enhance communication among team members so that all components of a patient’s care are well integrated, and there is a reduced risk of error and conflicting treatment strategies (Sheehan et al., 2021).
Interdisciplinary Approach in Diabetes Care
It calls for a multidisciplinary approach to informing patients on management strategies unmistakably and overtly. It all comes down to consulting the patient to find ways to discuss their thoughts. The duty remains faithful to ensuring rising adherence to treatment plans, which translates into good management of T2D.
Collaborative methodology adoption failure represents unwieldy consequences: a loss in patient successes and sure upsurges in hospitalization rates. Those with diabetesDiabetes hospitalized 1.5 times more than those without the disease Conditions for Convincing Doubt and Harmony, 2024. To Vila Achievement Center – VHC, strong leadership that pardons may reconstruct a schematic of responsive thinking, attaining a poor utilization of resources and a blemished image for quality. A proactive interdisciplinary approach will be needed to redesign care for diabetes and achieve optimal patient outcomes.
Interdisciplinary Team Approach and its Relevance
Slide 4:
To tackle Type 2 Diabetes (T2D) at Vila Flourishing Center (VHC), we have implemented an evidence-based interdisciplinary approach. This plan includes reorganizing T2D management alongside numerous crucial clinical advantages and employing and educating relevant specialist doctors, endocrinologists, diabetes nurse educators, dietitians, and even general public health-trained practitioners. The steps that have been devised are straightforward: to promote the idea of care coordination, patient planning, and follow-up through collaboration (Khatri et al., 2023).
Each team member will be required to state their specific limits to formulate a comprehensive approach made particular to the needs of the T2D patients. Pivotal doctors will harmonize thinking through everything management; endocrinologists will administer specific medications (Khatri et al., 2023). Diabetes educators will concentrate on core self-management planning. In contrast, dietitians will re-endeavour food plans, and extraordinarily close prospering specialists will focus on psychological facets of staying with an expected condition.
NURS FPX 4010 Assessment 4 Stakeholder Presentation
As indicated, the routine creation of an electronic achievement record framework – EHR- will also be vital to this plan. This model will ensure continuous running communication and sharing of information within the team, just like in a Patient-centered Clinical home; PCMH- model. According to stipulations, the PCMH model helps promote holistic and coordinated care with primary domains emphasizing provider relations and individualized care plans (Head Worker et al., 2020).
The Care Coordination Model will be applied to the organization of care mix in self-management support, transportation plans, decision support, and clinical information systems (Ansari et al., 2021). In this way, CCM takes an active approach to T2D management and draws patient engagement toward their rationale for working on massive-length outcomes.
Slide 5:
Being patient-centered in the program is a critical component of the strategy. We will assist with educational materials and activities based on evidence-based guidelines from credible agencies such as the American Diabetes Association (ADA) (ElSayed et al., 2022). Initiate like the Diabetes Self-Management Heading and Support (DSMES) program, we will customize to suit the individual patient utilizing workshops and party alterations thengageage in the management of DiabetesDiabeteslan must be followed-up and monitored, with charts put in place on a scheduled basis to assess the movement of patients, make adjustment of the plans as needed, and bring on board any new concerns. Remote monitoring devices and outsourced far-away applications, like MySugr, aid in the tracking of critical signs, adherence to the plan, and lifestyle changes reliably (Johnson and Factory Operator, 2022).
The richness of the plan will be measured using a few key indicators, including reduced clinical office readmissions and improved patient satisfaction scores with improved T2D management. We continue to elicit feedback from the two patients and clinical benefits team members to refine further and energize the thinking linkage. This interdisciplinary plan is premised on checks from various sources, reading up on CDC rules for coordinated care, and the impact of multidisciplinary teams working on patient outcomes (Networks Major Solid Areas for and Evasion, 2024).
Interdisciplinary Plan Implementation and Financial Resources Management
Slide 6:
The interdisciplinary plan for administering Type 2 Diabetes (T2D) at Vila Flourishing Center (VHC) must be well-planned using human and financial resources. The next important step is to assemble a serious interdisciplinary team of central thought doctors, endocrinologists, diabetes educators, dietitians, mentally prospering informed authorities, and nursing staff. This group will meet paying little heed to what to disengage patient cases, share bits of information, and engage endlessly out thought plans tailored to individual necessities (Sø Rensen et al., 2020). Everyday social events can be programmed for several weeks or bi-weekly, ensuring strong communication and collaboration.
It, therefore, calls for planning and fitness building among the team members to confirm the applicability of the most current T2D management demonstrations and the best practices, as proved by evidence. For example, professional diabetes workshops provide information on new treatment options, and social events on communication skills revitalize team communication (AbdulRaheem, 2023). This planning can be funded through current financial strategies or by seeking grants from agencies such as the Amerithecan Diabetes Association, which continually may support diabetes initiatives.
Slide 7:
Financial planning will also involve wise budgeting to afford salary ranges for new staff members, preparing activities, and migrating to a standardized electronic health record (EHR) system. VHC should also have contingencies with neighborhood schools, which can bring students into the clinical benefits programs that afford an astute maneuver for increasing staffing while imbuing great experience in the next generation of clinical benefits-savvy leaders. For example, a hospital with a nearby nursing school can assign nursing students to help in T2D management under the guidance of more experienced personnel so that some supporting and new insights on patient decision-making can be brought in (Sø Renensen et al., 2020).
To ensure appropriate support, we must explore reimbursement models. Showing work in improving outcomes of patients with conditions like reduced hospitalizations and better management of diabetesDiabetesrefore provides the pass to higher reimbursement rates from security providers. Completion of neighborhood endeavors demonstrating supposition and management of in-peril T2D may also attract grants and sponsors from general flourishing organizations, further supporting financial resources (Sheehan et al., 2021).
Evaluation
Slide 8:
To authentically survey the development of the interdisciplinary plan in coordinating Kind 2 Diabetes (T2D) at Vila Achievement Center (VHC), we would be able to spread out measures of certificate set-up regarding patient results, use of clinical benefits, and patient satisfaction. The standards will help expect improvement goals to be reached and draw on unambiguous wellsprings of affirmation for coordinating their new development. The major model of this is in the dwindling HbA1c levels among the patients.
One needs to be keen on the levels of HbA1c staying below 7%, as from a general perspective, it reduces the risks of diabetes-related complications (Boye et al., 2022). VHC can thus measure the success of its interventions by monitoring changes in HbA1c levels over a very long period. This approach agrees with the standards of the American Diabetes Association, which includes regular monitoring and control of blood sugar levels.
Measuring Diabetes Care Success
Another crucial indicator will be the rate of hospital readmissions for complications of diabetes. Diabetes has shown that interdisciplinary thinking models can lower readmission rates, impact patient outcomes, and decrease concept costs. By comparing its results to the period before it implemented the interdisciplinary plan, VHC can gauge its success by actively avoiding pitfalls. Patient satisfaction scores will be a vital proportion of progress.< br//>< br//>With the help of tools such as the Patient Flourishing Framework— PHQ-9, and the Diabetes Weight Scale— DDS, baseline accomplishments and satisfaction with thoughts among patients can be measured (Abbas et al., 2023). Higher satisfaction scores are reliably associated with better treatment plan adherence and flourishing outcomes. Scheduling regular audits will reliably go in tandem with VHC to assess patient pieces of information and view areas for improvement.
Slide 9:
Also, following patients regarding scheduled follow-up strategies will give insight into the remarkable decision-making of patient education and commitment models. A high rate of com comp compliance rates patients interested and concerned about taking care of their DiabetesDiabetesodel. Data from electronic records or toe-toe-backport schemes follow this final; assessment, organized to analyze the financial effect of the implemented interventions (Nguyen et al., 2022). Based on the analysis of clinical benefits and costs associated with T2D management, such as hospitalizations, fixed costs, and outpatient care, VHC would determine the monetary advantages that the interdisciplinary model of care yields. Evidence from cost-related analyses in diabetes care will be collated in this review.
Conclusion
Slide 10:
In conclusion, the plan for coordinating Type 2 Diabetes at Vila Flourishing Center highlights teamwork among clinical benefits specialists to work on patient thought. By looking out for hardships like increasing tumult rates and significant costs, we pull out all the stops for results. The implementation will incorporate everyday collaboration and team planning. We will survey achievement through key evaluations like HbA1c levels and patient satisfaction. This approach will draw in patients and update diabetes management at VHC, as outlined in NURS FPX 4010 Assessment 4 Stakeholder Presentation.
References
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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.
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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
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Centers for Disease Control and Prevention. (2024). National diabetes statistics report DiabetesDiabetes//www.cdc.gov/diabetes/php/data-research/index.html
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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 DiabetesDiabetess: A focus on personalized medicine. Cureus, 15(8), 1–13. https://doi.org/10.7759/cureus.43697