create a 2-4 page plan proposal for an interprofessional team to collaborate and work toward driving improvements in the organizational issue you identified in the second assessment.
Having reviewed the information gleaned from your professional interview and identified the issue, you will determine and present an objective for an interdisciplinary intervention to address the issue.
For this assessment, use the context of the organization where you conducted your interview to develop a viable plan for an interdisciplinary team to address the issue you identified. Define a specific patient or organizational outcome or objective based on the information gathered in your interview.
The goal of this assessment is to clearly lay out the improvement objective for your planned interdisciplinary intervention of the issue you identified. Additionally, be sure to further build on the leadership, change, and collaboration research you completed in the previous assessment. Look for specific, real-world ways in which those strategies and best practices could be applied to encourage buy-in for the plan or facilitate the implementation of the plan for the best possible outcome.
Using the Interdisciplinary Plan Proposal Template [DOCX] will help you stay organized and concise. As you complete each section of the template, make sure you apply APA format to in-text citations for the evidence and best practices that inform your plan, as well as the reference list at the end.
Additionally, be sure that your plan addresses the following, which corresponds to the grading criteria in the scoring guide. Please study the scoring guide carefully so you understand what is needed for a distinguished score.
Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes.
Explain a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan.
Explain the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective. Include best practices of interdisciplinary collaboration from the literature.
Explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if the improvements described in the plan are not made.
Interview and Interdisciplinary Issue Identification
YOUR NAME
NURS-FPX4010
MONTH DAY, YEAR
1
Interview Summary
The primary purpose of this interview was to explore the interdisciplinary problems in
healthcare, especially regarding quality assurance operations. In this exercise, I interviewed the
Quality Assurance Manager of Hennepin Health, Ms. Annette B. Her organizational roles
include proposing and designing quality standards and policies crucial to delivering consistent
and high-quality care and monitoring performance as well the quality metrics. Additionally, in
her position, she is responsible for conducting quality audits and reviews, ensuring regulatory
compliance, and reporting and benchmarking against industry standards. Under these functions,
Annette prioritizes health improvement, ensures uninterrupted access to appropriate care,
enhances satisfaction and compliance with a quality standard, and alleviates healthcare
disparities.
According to the interviewee, the risk of readmission within 30 days after discharge is
one of the pressing issues, undermining the value of care rendered, patient care, and overall
system efficiency in care delivery. She associates this problem with inadequate chronic condition
management, insufficient discharge planning, and ineffective post-discharge support resources,
calling for more broad, patient-centered interventions to address the issues. Annette points out
that their organization has been at the frontline of addressing this issue by offering patient and
family education or learning materials on their conditions, plans for treatment, and self-care
approaches, allowing participation in their care. Furthermore, with the limited staff and
resources, the organization has faced challenges in actualizing the transitional care plan.
However, Annette notes that the organization is committed to engaging multidisciplinary teams
at all points of care to ensure effective discharge planning and post-discharge support. She points
out that interprofessional rounds in the wards and reporting have been among the excellent teams
2
she has worked with to improve communication and information sharing, enhance care
coordination, and develop holistic care plans.
During this interactive session, I applied diverse interviewing approaches to maximize
the relevance of the details obtained. For example, I asked open-ended questions on the
underlying issues in the organization, allowing the interviewee to provide comprehensive
responses. Furthermore, I embraced active listening skills by speaking less to allow the
interviewee to do more talking, which allowed me to obtain comprehensive details on the topic at
hand.
Issue Identification
An issue that could be resolved using evidence-based interdisciplinary approaches was
identified during the interview with Annette. Studies acknowledge that adopting evidence from
multidisciplinary teams is fundamental to improving processes and care outcomes by ensuring
various disciplines are invariably engaged in resolving complex issues and sharing knowledge
within the health fields as the foundation for effective care (Bendowska & Baum, 2023).
Therefore, evidence-based interdisciplinary approaches are integral to bridging the knowledge
gap and ensuring effective collaboration. A notable issue still dominant in the organization,
which could be addressed using interdisciplinary approaches, is hospital readmissions within 30
days after discharge. The high rates of hospital readmissions within 30 days for patients with
chronic conditions were a potential element of addressing using evidence-based interdisciplinary
approaches. The interviewee and I identified that many patients with respiratory illnesses,
diabetes, and cardiovascular conditions experienced challenges with disease management after
discharge, leading to frequent readmission. Annette and I discussed the relevance of
interdisciplinary approaches to addressing the issue. Patients with chronic conditions experience
3
challenges with inadequate disease management, such as insufficient monitoring and education
on self-care approaches and fragmented coordination on transitional care. Thus, an
interdisciplinary approach would be appropriate because patients with chronic conditions require
all-inclusive and coordinated care, which addresses behavioral, therapeutic, and social needs,
allowing an opportunity for collaboration to address diverse needs (Sarkies et al., 2020).
Change Theories That Could Lead to an Interdisciplinary Solution
Prosci’s ADKAR Model is one of the most relevant change theories that could guide the
effective adoption of an interdisciplinary solution to address hospital readmissions. Balluck et al.
(2020) point out that Prosci’s ADKAR Model could be a core approach to guiding a transition to
team-focused healthcare. This change model emphasizes the need to create awareness, build the
desire for change by developing a compelling situational account, and alleviate resistance.
Additionally, inspiring knowledge is another element of this model attainable by empowering
teams and providing relevant support to promote the desired change. It accentuates the relevance
of enhancing the teams’ capacity to adopt the desired skills and behaviors. Lastly, this model
emphasizes the need for reinforcement to ensure the sustainability of the change in the long term
(Kachian et al., 2018). This theory can help build an interdisciplinary solution by focusing on
individuals involved in the resolution, including healthcare professionals, patients, families, etc.
This model is specific to the issue at hand since the teams can collaborate to educate and engage
all stakeholders of the problem, develop educational programs, advance skills in transitional
care, and devise mechanisms for continued support. These two sources cited in this section are
current, peer-reviewed, and authoritative to address the issue by inspiring a team-focused
healthcare system.
Leadership Strategies That Could Lead to an Interdisciplinary Solution
4
Transformational leadership is the strategy of interest that could guide the desired
interdisciplinary solution. Transformational leadership entails inspiring and motivating teams to
collaborate towards a common goal, attainable by building a supportive and innovative
environment and promoting robust interpersonal relationships (Liu & Li, 2018). This strategy
can help build an interdisciplinary solution by inspiring a shared vision, encouraging creativity,
and providing relevant support. Transformational leadership is specific to the readmission issue
since the complexity of this problem requires team-focused and creative approaches such that
transformational leaders can mobilize interprofessional teams to participate in a common goal.
The resource used in this section is relevant since it is current, peer-reviewed, and published in
an authoritative journal to guide effective interdisciplinary solutions.
Collaboration Approaches for Interdisciplinary Teams
Transformational leadership would form one of the relevant tools for advancing
collaboration in interdisciplinary teams. It is essential to acknowledge that the quality assurance
manager plans to coordinate the efforts by nurses, physicians, pharmacists, and other
practitioners, as well as the home caregivers, to the patients to build synergy in their activities for
positive health outcomes. Embracing approaches such as establishing clear roles and
responsibilities, holding team training and educative programs, and standardizing protocols for
consistent and coordinated care is integral to improving collaboration by ensuring
interdependence and joint focus on a common goal (McLaney et al., 2022). These approaches are
relevant to the hospital readmission issue as they provide an avenue to implementing seamless
patient care characterized by effective communication, information sharing, and integrative
elements, crucial to promote a supportive and team-focused transition, effective discharge
planning, and post-discharge care. The resource by McLaney et al. (2022) is peer-reviewed and
5
current to provide credible, reliable, and up-to-date information crucial to guiding
interdisciplinary solutions.
Conclusion
Certainly, an interdisciplinary issue needed to be addressed in the organization. It was
unveiled that hospital readmissions among patients with chronic conditions were rampant and
required multidisciplinary or collaborative efforts. Therefore, by embracing the transformational
leadership and collaborative approaches while integrating the details of Prosci’s ADKAR Model,
the interdisciplinary teams can build relevant solutions to the issues by ensuring effective
transition, discharge, and post-discharge support to alleviate the risk of readmission.
6
References
Balluck, J., Asturi, E., & Brockman, V. (2020). Use of the ADKAR® and CLARC ® Change
Models to Navigate staffing model changes during the COVID-19 pandemic. Nurse
Leader, 18(6), 539–546. https://doi.org/10.1016/j.mnl.2020.08.006
Bendowska, A., & Baum, E. (2023). The Significance of Cooperation in Interdisciplinary Health
Care Teams as Perceived by Polish Medical Students. International Journal of
Environmental Research and Public Health, 20(2), 954.
https://doi.org/10.3390/ijerph20020954
Kachian, A., Elyasi, S., & Haghani, H. (2018). ADKAR Model and Nurses’ Readiness for
Change. Journal of Client-Centered Nursing Care, 4(4), 203–212.
https://doi.org/10.32598/jccnc.4.4.203
Sarkies, M., Long, J. C., Pomare, C., Wu, W., Clay-Williams, R., Nguyen, H. M., Francis-Auton,
E., Westbrook, J., Levesque, J.-F., Watson, D. E., & Braithwaite, J. (2020). Avoiding
unnecessary hospitalization for patients with chronic conditions: A systematic review of
implementation determinants for hospital avoidance programmes. Implementation
Science, 15(1). https://doi.org/10.1186/s13012-020-01049-0
7
Interview and Interdisciplinary Issue Identification
YOUR NAME
NURS-FPX4010
MONTH DAY, YEAR
1
Interview Summary
The primary purpose of this interview was to explore the interdisciplinary problems in
healthcare, especially regarding quality assurance operations. In this exercise, I interviewed the
Quality Assurance Manager of Hennepin Health, Ms. Annette B. Her organizational roles
include proposing and designing quality standards and policies crucial to delivering consistent
and high-quality care and monitoring performance as well the quality metrics. Additionally, in
her position, she is responsible for conducting quality audits and reviews, ensuring regulatory
compliance, and reporting and benchmarking against industry standards. Under these functions,
Annette prioritizes health improvement, ensures uninterrupted access to appropriate care,
enhances satisfaction and compliance with a quality standard, and alleviates healthcare
disparities.
According to the interviewee, the risk of readmission within 30 days after discharge is
one of the pressing issues, undermining the value of care rendered, patient care, and overall
system efficiency in care delivery. She associates this problem with inadequate chronic condition
management, insufficient discharge planning, and ineffective post-discharge support resources,
calling for more broad, patient-centered interventions to address the issues. Annette points out
that their organization has been at the frontline of addressing this issue by offering patient and
family education or learning materials on their conditions, plans for treatment, and self-care
approaches, allowing participation in their care. Furthermore, with the limited staff and
resources, the organization has faced challenges in actualizing the transitional care plan.
However, Annette notes that the organization is committed to engaging multidisciplinary teams
at all points of care to ensure effective discharge planning and post-discharge support. She points
out that interprofessional rounds in the wards and reporting have been among the excellent teams
2
she has worked with to improve communication and information sharing, enhance care
coordination, and develop holistic care plans.
During this interactive session, I applied diverse interviewing approaches to maximize
the relevance of the details obtained. For example, I asked open-ended questions on the
underlying issues in the organization, allowing the interviewee to provide comprehensive
responses. Furthermore, I embraced active listening skills by speaking less to allow the
interviewee to do more talking, which allowed me to obtain comprehensive details on the topic at
hand.
Issue Identification
An issue that could be resolved using evidence-based interdisciplinary approaches was
identified during the interview with Annette. Studies acknowledge that adopting evidence from
multidisciplinary teams is fundamental to improving processes and care outcomes by ensuring
various disciplines are invariably engaged in resolving complex issues and sharing knowledge
within the health fields as the foundation for effective care (Bendowska & Baum, 2023).
Therefore, evidence-based interdisciplinary approaches are integral to bridging the knowledge
gap and ensuring effective collaboration. A notable issue still dominant in the organization,
which could be addressed using interdisciplinary approaches, is hospital readmissions within 30
days after discharge. The high rates of hospital readmissions within 30 days for patients with
chronic conditions were a potential element of addressing using evidence-based interdisciplinary
approaches. The interviewee and I identified that many patients with respiratory illnesses,
diabetes, and cardiovascular conditions experienced challenges with disease management after
discharge, leading to frequent readmission. Annette and I discussed the relevance of
interdisciplinary approaches to addressing the issue. Patients with chronic conditions experience
3
challenges with inadequate disease management, such as insufficient monitoring and education
on self-care approaches and fragmented coordination on transitional care. Thus, an
interdisciplinary approach would be appropriate because patients with chronic conditions require
all-inclusive and coordinated care, which addresses behavioral, therapeutic, and social needs,
allowing an opportunity for collaboration to address diverse needs (Sarkies et al., 2020).
Change Theories That Could Lead to an Interdisciplinary Solution
Prosci’s ADKAR Model is one of the most relevant change theories that could guide the
effective adoption of an interdisciplinary solution to address hospital readmissions. Balluck et al.
(2020) point out that Prosci’s ADKAR Model could be a core approach to guiding a transition to
team-focused healthcare. This change model emphasizes the need to create awareness, build the
desire for change by developing a compelling situational account, and alleviate resistance.
Additionally, inspiring knowledge is another element of this model attainable by empowering
teams and providing relevant support to promote the desired change. It accentuates the relevance
of enhancing the teams’ capacity to adopt the desired skills and behaviors. Lastly, this model
emphasizes the need for reinforcement to ensure the sustainability of the change in the long term
(Kachian et al., 2018). This theory can help build an interdisciplinary solution by focusing on
individuals involved in the resolution, including healthcare professionals, patients, families, etc.
This model is specific to the issue at hand since the teams can collaborate to educate and engage
all stakeholders of the problem, develop educational programs, advance skills in transitional
care, and devise mechanisms for continued support. These two sources cited in this section are
current, peer-reviewed, and authoritative to address the issue by inspiring a team-focused
healthcare system.
Leadership Strategies That Could Lead to an Interdisciplinary Solution
4
Transformational leadership is the strategy of interest that could guide the desired
interdisciplinary solution. Transformational leadership entails inspiring and motivating teams to
collaborate towards a common goal, attainable by building a supportive and innovative
environment and promoting robust interpersonal relationships (Liu & Li, 2018). This strategy
can help build an interdisciplinary solution by inspiring a shared vision, encouraging creativity,
and providing relevant support. Transformational leadership is specific to the readmission issue
since the complexity of this problem requires team-focused and creative approaches such that
transformational leaders can mobilize interprofessional teams to participate in a common goal.
The resource used in this section is relevant since it is current, peer-reviewed, and published in
an authoritative journal to guide effective interdisciplinary solutions.
Collaboration Approaches for Interdisciplinary Teams
Transformational leadership would form one of the relevant tools for advancing
collaboration in interdisciplinary teams. It is essential to acknowledge that the quality assurance
manager plans to coordinate the efforts by nurses, physicians, pharmacists, and other
practitioners, as well as the home caregivers, to the patients to build synergy in their activities for
positive health outcomes. Embracing approaches such as establishing clear roles and
responsibilities, holding team training and educative programs, and standardizing protocols for
consistent and coordinated care is integral to improving collaboration by ensuring
interdependence and joint focus on a common goal (McLaney et al., 2022). These approaches are
relevant to the hospital readmission issue as they provide an avenue to implementing seamless
patient care characterized by effective communication, information sharing, and integrative
elements, crucial to promote a supportive and team-focused transition, effective discharge
planning, and post-discharge care. The resource by McLaney et al. (2022) is peer-reviewed and
5
current to provide credible, reliable, and up-to-date information crucial to guiding
interdisciplinary solutions.
Conclusion
Certainly, an interdisciplinary issue needed to be addressed in the organization. It was
unveiled that hospital readmissions among patients with chronic conditions were rampant and
required multidisciplinary or collaborative efforts. Therefore, by embracing the transformational
leadership and collaborative approaches while integrating the details of Prosci’s ADKAR Model,
the interdisciplinary teams can build relevant solutions to the issues by ensuring effective
transition, discharge, and post-discharge support to alleviate the risk of readmission.
6
References
Balluck, J., Asturi, E., & Brockman, V. (2020). Use of the ADKAR® and CLARC ® Change
Models to Navigate staffing model changes during the COVID-19 pandemic. Nurse
Leader, 18(6), 539–546. https://doi.org/10.1016/j.mnl.2020.08.006
Bendowska, A., & Baum, E. (2023). The Significance of Cooperation in Interdisciplinary Health
Care Teams as Perceived by Polish Medical Students. International Journal of
Environmental Research and Public Health, 20(2), 954.
https://doi.org/10.3390/ijerph20020954
Kachian, A., Elyasi, S., & Haghani, H. (2018). ADKAR Model and Nurses’ Readiness for
Change. Journal of Client-Centered Nursing Care, 4(4), 203–212.
https://doi.org/10.32598/jccnc.4.4.203
Sarkies, M., Long, J. C., Pomare, C., Wu, W., Clay-Williams, R., Nguyen, H. M., Francis-Auton,
E., Westbrook, J., Levesque, J.-F., Watson, D. E., & Braithwaite, J. (2020). Avoiding
unnecessary hospitalization for patients with chronic conditions: A systematic review of
implementation determinants for hospital avoidance programmes. Implementation
Science, 15(1). https://doi.org/10.1186/s13012-020-01049-0
7
6/13/23, 2:07 PM
Stakeholder Presentation Scoring Guide
Stakeholder Presentation Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Explain an
organizational or
patient issue for
which a
collaborative
interdisciplinary
team approach
would help achieve
a specific
improvement goal.
Does not describe an
organizational or patient
issue for which a
collaborative
interdisciplinary team
approach would help
achieve a specific
improvement goal.
Describes an
organizational or
patient issue but the
way in which a
collaborative
interdisciplinary
team approach
would help achieve
a specific
improvement goal is
unclear or missing.
Explains an
organizational or
patient issue for
which a
collaborative
interdisciplinary
team approach
would help achieve
a specific
improvement goal.
Explains an
organizational or patient
issue for which a
collaborative
interdisciplinary team
approach would help
achieve a specific
improvement goal,
noting potential
consequences of not
addressing the issue.
Summarize an
evidence-based
interdisciplinary
plan to address an
organizational or
patient issue.
Does not summarize an
evidence-based
interdisciplinary plan to
address an
organizational or patient
issue.
Discusses an
evidence-based
interdisciplinary
plan, but its
relevance to an
organizational or
patient issue is
unclear.
Summarizes an
evidence-based
interdisciplinary
plan to address an
organizational or
patient issue.
Summarizes an
evidence-based
interdisciplinary plan to
address an
organizational or patient
issue, noting specific
sources of evidence
used to develop the
plan.
Explain how the
interdisciplinary
plan could be
implemented and
how the human and
financial resources
would be managed.
Does not explain how
the interdisciplinary plan
could be implemented
and how the human and
financial resources
would be managed.
Explains how the
interdisciplinary
plan could be
implemented or
how the human and
financial resources
would be managed,
but not both.
Explains how the
interdisciplinary
plan could be
implemented and
how the human and
financial resources
would be managed.
Explains how the
interdisciplinary plan
could be implemented
and how the human and
financial resources
would be managed,
providing real-world
examples relevant to
the context of the health
care organization.
Propose evidencebased criteria to
evaluate the degree
to which the project
was successful in
achieving the
improvement goal.
Does not propose
evidence-based criteria
to evaluate the degree to
which the project was
successful in achieving
the improvement goal.
Proposes irrelevant
criteria or criteria
not based in
evidence to
evaluate the degree
to which the project
was successful in
achieving the
improvement goal.
Proposes
evidence-based
criteria to evaluate
the degree to which
the project was
successful in
achieving the
improvement goal.
Proposes evidencebased criteria to
evaluate the degree to
which the project was
successful in achieving
the improvement goal,
noting specific sources
of evidence used to
develop the criteria.
Slides are easy to
read and error free.
Detailed speaker
notes are provided.
Slides are difficult to
read with multiple editing
errors. No speaker notes
provided.
Slides are easy to
read with few
editing errors.
Speaker notes are
sufficient to support
the slides.
Slides are easy to
read and error free.
Detailed speaker
notes are provided.
Slides are easy to read
and clutter free. Slide
background is “visually”
pleasing with a
contrasting color for the
text and may utilize
graphics. Detailed
speaker notes are
provided.
Organize content
with clear purpose
/goals and with
relevant and
evidence-based
sources (published
Does not organize
content with clear
purpose/goals. Power
point slides do not
support main points,
assertions, arguments,
Organizes content
with clear
purpose/goals and
with relevant and
evidence-based
sources (published
Organizes content
with clear purpose
/goals and with
relevant and
evidence-based
sources (published
Organizes content with
clear purpose/goals.
Power point slides
support main points,
assertions, arguments,
conclusions, or
https://courserooma.capella.edu/bbcswebdav/institution/NURS-FPX/NURS-FPX4010/210700/Scoring_Guides/a04_scoring_guide.html
1/2
6/13/23, 2:07 PM
Stakeholder Presentation Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
within 5 years) with
an APA formatted
reference list with
few errors.
conclusions, or
recommendations.
Sources are not relevant
and/or evidence-based
(published within 5
years). No reference list
provided.
within 5 years) with
a reference list not
in APA format/or
has many errors in
format.
within 5 years) with
an APA formatted
reference list with
few errors.
recommendations with
relevant and evidencebased sources
(published within 5
years) with a flawless
APA formatted
reference list.
https://courserooma.capella.edu/bbcswebdav/institution/NURS-FPX/NURS-FPX4010/210700/Scoring_Guides/a04_scoring_guide.html
2/2
STAKEHOLDER
PRESENTATION
LYDIA SCARBOROUGH
NURS-FPX4010: ASSESSMENT 4-1
CAPELLA UNIVERSITY
FEBRUARY, 2021
Organizational or Patient Issues
Relevance of an Interdisciplinary
Team Approach
Interdisciplinary Plan Summary
Implementation and Resource
Management
INTRODUCTION
Evaluation
ORGANIZATIONAL OR PATIENT ISSUES
Patient Safety
Staffing Shortages
Nurse-to-Patient Ratios
Surge of Admissions
RELEVANCE OF AN INTERDISCIPLINARY TEAM APPROACH
“Improvements in healthcare
inter-professional collaboration
enhances professional practice
and outcomes. Interprofessional education is an
important method to enhance
collaboration and promote
teamwork” (McNamara,
Rafferty, & Fitzpatrick, 2016, p.
550).
Team Approach Builds Relationships
Multiple Knowledge Base
Each Role Offers Targets and Solutions
Real Experience Through Role-Exchange
Inter-professional education
INTERDISCIPLINARY PLAN SUMMARY
Objective: Improve patient
safety and nurse-to-patient
ratios by decreasing staffing
shortages using the Plan-DoStudy-Act cycle
Plan: Introduce Extra Shift
Incentive (ESI)
Do: Implement small ESI groups
in ICU and Covid units
Study: Did ICU/Covid nurses
work additional shifts for ESI?
Act: Implement ESI throughout
hospital system to decrease
staffing shortages
The probability of the interdisciplinary plan working is
high because nurses have already voiced concerns to
management about ways to improve patient safety.
Nurses suggested ESI in an effort to increase their pay
and improve staffing shortages and patient outcomes
Directors and Financial officers will approve budgets
and incentive plan by receiving feedback from staff and
patients
Nurse managers and charge nurses will oversee the
scheduling process associated with ESI
Patients will voice concerns and goals to nurses and
participate in satisfaction surveys
INTERDISCIPLINARY PLAN SUMMARY
“THE USE OF A STRUCTURED APPROACH TO MAKE A CHANGE CAN NOT
ONLY ENSURE BETTER DELIVERY OF HEALTHCARE, BUT ALSO HELP
DEVELOP TEAM WORK AND LEADERSHIP SKILLS” (CROWFOOT &
PRASAD, 2017, P. 425).
IMPLEMENTATION AND RESOURCE MANAGEMENT
EFFECTIVE USE OF
RESOURCES:
Hospital Directors receive
feedback from nurses and
patient surveys
Nurses suggest the ESI, and
agree to work the needed
shifts
Patients to take satisfaction
surveys at time of
discharge.
Use PDSA change theory
method to implement
CONSERVE
RESOURCES:
Director of Nursing (DON)
to set limits of ESI nurses
per shift/unit
Nurse Manager and Charge
nurse will schedule and
place ESI nurses
Organization will avoid
paying additional benefits
and retirement funds as
they would with new hires
RESOURCE
EXPENDITURE:
Financial Officer to approve
budget of ESI
$25 per hour in addition to
nurses’ base wages ($300
per 12 hours)
5 ESI nurses = $3000 per
24 hours
Yearly total of $ 1,095,000
for ESI
IMPLEMENTATION AND RESOURCE MANAGEMENT
“Obtaining resources for quality
patient care is a major
responsibility of nurse managers.
Historically, nursing department
labor budgets comprise the largest
percentage of hospital employees
and expense; therefore, careful
management is essential to
maintain a balance between
patient care and cost-effective
budgeting” (Kolakowski, 2016, p.
14).
EVALUATION
Successful outcome:
Improved patient safety
Improved nurse-to-patient ratios
Decreased staffing shortages
Improved quality of care
An increase in patient satisfaction scores
from surveys would measure the success
of the program.
Patients will use a number system of 1-5
to answer the satisfaction survey,
indicating they are satisfied with the care
they received by high scores.
REFERENCES
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Formatting
Title Page
Citation
Outline
