Interdisciplinary Plan Proposal

In health care, interdisciplinary collaboration is necessary for improving patient outcomes and organizational improvement. Based on this interview assessment, the problem identified was the delay of patients’ discharge because nurses are not coordinated with other professionals, including physicians, physical therapists, and case managers. The organization has tried to introduce electronic communication tools and conferences among multi-disciplines to the degree that should significantly improve discharge, yet it has not. Inefficiency, readmission rates, and patient dissatisfaction occurred due to a lack of communication framework and interprofessional engagement: Interdisciplinary Plan Proposal.

To address the problem, structured interdisciplinary bedside rounds (SIBRs) and the SBAR (Situation, background, assessment, recommendation) communication strategies are implemented across multidisciplinary care plans. Facilitating smooth working processes, timely patient discharge, and thus improving patient outcomes and organizational performance are evidence-based practices that will help enhance communication.

Objective

This interdisciplinary plan will use chief strategies such as SIBR and SBAR communication practices to enhance collaboration and ultimately drive efficiency in the discharge process. The overall goal is to reduce delays in discharge, decrease rates of 30-day readmission, and improve patient satisfaction by making it easy for healthcare providers to communicate. Thus, the interdisciplinary team can talk on time, respond to patient issues, and plan the discharge according to the patient’s care requirements. Successful discharging of the plan will ensure that the patients are being discharged more effectively, readmission is lower, there is better interdisciplinary teamwork and an overall better outcome for the patient.

Questions and Predictions

The next series of key questions must be answered to determine the effectiveness and viability of this interdisciplinary plan. The first question is how SIBRs affect the discharge process. SIBRs will help to improve real-time decision-making, allow multidisciplinary discussions at the bedside, and reduce unnecessary delays. Another question is in what way, if any, does SBAR play a part in the potential improvement of provider communication.

Firstly, the well-structured formula of SBAR should standardize handoff communication, making patients’ critical and crucial information concise and transparent to the parties exchanging it and those receiving it. Another such question is related to how this type of intervention can affect a patient’s eventual outcomes.

Assuredly, less preventable readmission is expected, where interdisciplinary collaboration at a higher inter-professional skill level is apparent because of proper post-discharge support for patients. Other potential barriers include resistance to change, lack of training, and time pressures. These are capable of minimization or being overcome through the engagement of leadership, structured training, and early success demonstration.

Methods to Determine Success

Quantitative Measures of Patient Outcomes

Various studies indicate quantitative patient outcomes, such as decreased readmission rates, improved patient satisfaction, and fewer delays at discharge. According to Schwartz et al. (2021), SIBRs notably reduce the readmission rate by improving bedside communication, whereas Fernández et al. (2022) proved that SBAR reduces medical errors.

Process Evaluation Tools

The RE-AIM framework describes the reach, effectiveness, adoption, implementation, and maintenance of evidence-based communication practices such as SBAR and SIBRs.

Surveys and Feedback

Routinely administering surveys to team members provides information about psychological safety and/or speaking up. According to Kim et al. (2020), a positive perception of teamwork reflects good communication.

Clinical Audit and Benchmarking

Regular audits of the discharge processes and handoff protocols identify communication gaps. According to Schwartz et al. (2021), benchmarking against institutions with successful implementation provides comparative insights.

Change Theories and Leadership Strategies

Notably, this interdisciplinary plan will be guided by Kotter’s Eight-Step Change Model, along with transformational leadership. The change model will assist in bringing structure to facilitate organizational change by creating a sense of urgency, forming a guiding coalition, and establishing new processes that would be part of the organizational culture. For example, at DEF Hospital, Kotter’s model was instrumental in reducing patient discharge times by 25% by emphasizing early team involvement in the change process.

Graves et al. (2023) indicate that this model considers that the role of the organization model is to focus on communicating a clear vision, giving power to the teams to execute changes, creating short-term wins, and reinforcing modifications that work. With this structured model, interdisciplinary team members are more inclined to participate in the change process and absorb SIBRs and SBAR into their daily workflows.

In addition to Kotter’s model, transformational leadership will drive engagement to sustain long-term improvements. Transformational leaders provide inspiration and motivation to their teams through the building of a shared vision and the encouragement of innovation. One example is at GHI Health System, where transformational leadership led to a 15% improvement in teamwork satisfaction, aligning with the adoption of interdisciplinary practices.

Ystaas et al. (2023) describe this leadership style as crucial in healthcare since it encourages interdisciplinary practice, including team morale, and well-considered practice changes. Transformational leaders will use mentorship, continuous education, and positive reinforcement to influence team members to accept the proposed changes for their successful adoption and sustainability.

Team Collaboration Strategy

Interdisciplinary collaboration is central to the success of this plan because it means that every team member works toward one common goal. The roles and responsibilities of each multidisciplinary team member will be underlined to facilitate the discharge process. Nurses will provide bedside attendance, and SBAR must be applied during patient handover.

Physicians should be incorporated in SIBRs to monitor discharge readiness by properly updating orders among the medical staff. Case managers should prepare follow-up care after discharge while ensuring sufficient follow-up and community support is given to the patients. Physical therapy assures well-set rehabilitation needs for all its patients, and thus, recommendations are made to ensure proper recovery.

Besides, this plan will include the best practices in interdisciplinary collaboration so that teamwork may be effective. Structured Interdisciplinary Bedside Rounds (SIBRs) will form the basis of cooperation, enabling healthcare professionals to discuss and coordinate care in real time, as noted by Schwartz et al. (2021). As stated by Fernández et al. (2022), the SBAR communication model will allow them to empirically identify a framework that could lead to standardizing data exchange that will help overcome discomfort or inaccurate information through discussions among interdisciplinary teams. In addition, psychological safety amongst teams allows the teams to feel free to express their concerns while solving problems and making better decisions.

For example, a collaborative approach at JKL Medical Center improved discharge coordination and reduced discharge delays by integrating input from diverse healthcare professionals. Kim et al. (2020) indicated that such team engagement would lead to better decisions and problem-solving. Through these evidence-based collaboration strategies, the interdisciplinary team will know how to improve patient outcomes by enhancing discharge planning.

Required Organizational Resources

Several organizational resources need to be devoted to making this plan a success. Some of the most essential trainings include staff training on SIBRs and SBAR. Staff will be trained in training workshops and simulation-based learning regarding these practices. The estimated cost for training materials and instructional sessions is about 20,000 dollars.

In addition to that, there will be a need for technological advancement to support new workflow. The electronic health record systems will have to be advanced to allow the incorporation of the SBAR templates and virtual communication technologies will be activated to permit the team members to coordinate virtually. The cost of these technological advancements is expected to reach $15,000.

Consequently, the other major resource to consider is personnel time commitment. Staff will have to commit roughly 30 minutes daily to structured bedside rounds to ensure effective communication and coordination. More administrative support for scheduling and documentation will be required, estimated at $10,000 annually.

The financial investment required to cover the costs of training, technology, and personnel stands at $45,000. For instance, At MNO Healthcare, the introduction of virtual team meetings and SBAR integration into their EHR system led to a 35% reduction in readmissions, reinforcing the importance of resource allocation in improving patient outcomes.

If the plan is not implemented, the hospital risks facing ongoing discharge inefficiencies, higher readmission rates, and potential financial penalties associated with poor patient outcomes. The extended stay in the hospital will cause a longer delay in discharge, which will keep increasing the operation costs and the beds, hence reducing the number of new admissions. In addition, poor patient satisfaction may jeopardize the hospital’s reputation and quality indication figures. As such, the hospital can diminish these risks by dedicating itself to interdisciplinary collaboration, structured communication, and muting patient care and functional effectiveness.

Conclusion

This interdisciplinary plan explores the incorporation of Structured Interdisciplinary Bedside Rounds and SBAR communication strategies into the discharge process and lowers the readmission rate. This will ensure that the appropriate change framework is provided while also ensuring that the interdisciplinary teams involved in proposing better services are motivated and committed. Furthermore, Kotter’s change management model will be closely integrated with transformational leadership. Notably, structured rounds, standardized communication, and psychological safety encourage collaboration.

The long-term benefits of reducing readmission, increased workflow efficiency, and improved interdisciplinary teamwork will make this a noble financial investment into training, personnel resources, and technology. Undeniably, the hospital’s structured and evidence-based approach will position it well for long-term improvement in patient discharge outcomes.

References

Fernández, M. C. M., Martín, S. C., Presa, C. L., Martínez, E. F., Gomes, L., & Sanchez, P. M. (2022). SBAR method for improving well-being in the internal medicine unit: Quasi-experimental research. International Journal of Environmental Research and Public Health, 19(24), 16813. https://doi.org/10.3390/ijerph192416813

Graves, L., Dalgarno, N., Hoorn, R. V., Truelove, A. H., Mulder, J., Kolomitro, K., Kirby, F., & Wylick, R. van. (2023). Creating change: Kotter’s change management model in action. Canadian Medical Education Journal, 14(3). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10351637/

Kim, S., Lee, H., & Connerton, T. P. (2020). How psychological safety affects team performance: Mediating role of efficacy and learning behavior. Frontiers in Psychology, 11(1581). https://doi.org/10.3389/fpsyg.2020.01581

Schwartz, J. I., Gonzalez-Colaso, R., Gan, G., Deng, Y., Kaplan, M. H., Vakos, P.-A., Kenyon, K., Ashman, A., Sofair, A. N., Huot, S. J., & Chaudhry, S. I. (2021). Structured interdisciplinary bedside rounds improve interprofessional communication and workplace efficiency among residents and nurses on an inpatient internal medicine unit. Journal of Interprofessional Care, 38(3), 1–8. https://doi.org/10.1080/13561820.2020.1863932

Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108

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Introduction
The health care industry is always striving to improve patient outcomes and attain organizational goals. Nurses can play a critical role in achieving these goals; one way to encourage nurse participation in larger organizational efforts is to create a shared vision and team goals (Mulvale et al., 2016). Participation in interdisciplinary teams can also offer nurses opportunities to share their expertise and leadership skills, fostering a sense of ownership and collegiality.

You are encouraged to complete the Budgeting for Nurses activity before you develop the plan proposal. The activity consists of seven questions that will allow you the opportunity to check your knowledge of budgeting basics and as well as the value of financial resource management. The information gained from completing this formative will promote success with the Interdisciplinary Plan Proposal. Completing this activity also demonstrates your engagement in the course, requires just a few minutes of your time, and is not graded.

Demonstration of Proficiency

• Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
  • Explain organizational resources, including a financial budget, needed for the plan to be a success and the impacts on those resources if nothing is done, related to the improvements sought by the plan.
• Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.
  • Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific objective related to improving patient or organizational outcomes.
  • 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.
• Competency 4: Explain how change management theories and leadership strategies can enable interdisciplinary teams to achieve specific organizational goals.
  • Explain a change theory and a leadership strategy, supported by relevant evidence, that are most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan.
• Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
  • Organize content so ideas flow logically with smooth transitions; contains few errors in grammar/punctuation, word choice, and spelling.
  • Apply APA formatting to in-text citations and references, exhibiting nearly flawless adherence to APA format.

Reference

• Mulvale, G., Embrett, M., & Shaghayegh, D. R. (2016). ‘Gearing up’ to improve interprofessional collaboration in primary care: A systematic review and conceptual framework. BMC Family Practice, 17.

Professional Context
This assessment will allow you to describe a plan proposal that includes an analysis of best practices of interprofessional collaboration, change theory, leadership strategies, and organizational resources with a financial budget that can be used to solve the problem identified through the interview you conducted in the prior assessment.

Scenario
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.

Note: You will not be expected to implement the plan during this course. However, the plan should be evidence-based and realistic within the context of the issue and your interviewee’s organization.

Instructions
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] 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.
• Communicate the interdisciplinary plan, with writing that is clear, logically organized, and professional, with correct grammar and spelling, using current APA style.