Capella University Interdisciplinary Proposal Plan ESSAY

Capella University Interdisciplinary Proposal Plan ESSAY

Interdisciplinary Proposal Plan

As highlighted during the interview with a colleague in the intensive care unit (ICU), compliance to better and evidence-based practice interventions in reducing hospital acquired infections requires interdisciplinary collaboration among the professionals and patients. Noncompliance to standard practices like hand hygiene for patients and providers and utilization of personal protective equipment for health care providers increases the susceptibility to hospital acquired infections in the ICU department despite its critical role in care provision (Root, 2016). This plan focuses on developing interdisciplinary collaboration among professionals in the facility to use hand sanitizers and personal protective equipment to reduce hospital acquired infections, especially strains of Staphylococcus infections, among inpatients in the ICU department and other units.

Objectives

Interdisciplinary collaboration is essential in evaluating improvements focused on reducing Staphylococcus infections as one of the rising hospital acquired infections in the facility. The prediction is to address personal barriers for professionals and patients that may affect the ICU setting. The main objective is to implement two interventions at the same time for both providers and patients to assess if they will reduce the rates of infections in the ICU department. Further, the proposed plan will also assess how increased interdisciplinary collaboration among different departments can improve working relationships among the providers.

Questions and Prediction

  1. What decision-making issues can interdisciplinary professionals identify in successfully reducing hospital acquired infections in acute care environment?

It is essential to recognize any perceived personal barriers like feelings which may impact the implementation of recommended actions towards use of PPEs and hand sanitizers for hand hygiene. This action will help in addressing perceptions and assist to foster new behaviors. Secondly, it will help in involving the management in allowing the use of evidence-based practice interventions on patient safety in the unit.

2.What resources will assist health care providers and patients to effective implement these interventions to reduce infections?

A host of resources will be deployed by the interdisciplinary team in implementing these proposed plan with the aim of attaining its objectives. The first resource will be the use of charts and educational materials like “Clean Hands Count” developed by the World Health Organization (WHO) as it displays step by step pictorial information on the need for hand hygiene (WHO, 2018). Secondly, use of sanitizers for patients and providers will require purchase of the resource by the management. Thirdly, providers will enhance their use of PPEs when handling critical patients to reduce potential infections due to close contacts and low immunity.

Change Theories and Leadership Strategies

As illustrated in the interview, change management theories explain the change process and provide the best ways of evaluating the process, cultivation a sense of accountability and improving confidence. In this case, the interdisciplinary team will employ the Plan-Do-Study-Act (PDSA) model to reduce hospital acquired infections. The model consists of four stages that are used for process improvement and create the desired changes (Donnelly & Kirk, 2015). The model requires the team to get feedback from both internal and external stakeholders. In this case, the internal stakeholders will include the interdisciplinary professionals and the management as well as all the non-medical staff in the administration and other areas.

The model will allow the team to assess changes in a reduction of hospital acquired infections in the ICU on a small level and build on the success and gather more information to improve areas that will not be doing well (McNicholas et al., 2019). At each stage, the stakeholders will determine the success rate of the interventions and respond effective if issues arise. The model will not disrupt activities and is less costly and safer for patients.

Change implementation requires effective and active participation of leadership in the organization. In this project, a transformational leadership approach would be critical and beneficial as it will allow all stakeholders to participate, give their ideas and discuss pertinent issues that will increase the success of the interventions (Broome & Marshall, 2020). Through establishment of an open forum for discussion the implementation team and the management will listen to all ideas and thoughts from staff member, relay the change vision, and empower all people to act on the vision after a buy-in from them. Increased involvement of the people will lead to better outcomes and effective participation by all units, departments and stakeholders.

Team Collaboration Strategies

To attain the goal and objectives of this plan, different individuals will have different defined roles. The collaboration will work if stakeholders develop requisite budgetary allocations for the resources and other related activities. The hospital administrator will be the overall supervisor for all processes and resource allocation. The administrator will inform and involve the management as he will represent it in the interdisciplinary team. The manager will approve the budget for the project from the concerned departments. The nurse manager will create a functional budget in collaboration with the ICU manager and department (Liu, 2016). The budget should include services, supplies required and cost of educational materials. The manager in collaboration with all departmental heads will create the objectives of the program in alignment with the institution’s vision and mission.

The finance manager will assess the budgetary allocation and provide resources and account for all the expenditure. The finance manager must ensure that due diligence occurs in procurement of all resources based on the plan. The team will also confer duties and responsibilities to the infectious disease department and its head who shall be charged with the enforcement and maintenance of the institution’s protocols. The department will lead planning in observing patients and staff to ensure that they implement the interventions and give period reviews. The department will create patient and staff survey questionnaires to assess the baseline knowledge and perception of these interventions and their effectiveness on a weekly basis.

Increased observation and effective communication will be critical in overall implementation of this plan. The implication is that individual providers and patients may experience the Hawthorne effect and change their behaviors if they know that they are monitored. However, observation may have its flaws that include being subject to selection and bias by the observer.

Required Organizational Resources

The implementation of the proposed plan will require both financial resources and human resources. Therefore, based on the budget created by the nurse manager in collaboration with other departments, the project will require funding to buy the hand sanitizers, personal protecting equipment (PPEs) and educational charts like the one on hand hygiene from the WHO. More fundamentally, the proposal requires funding for activities like sensitization, meetings where the team will have meals and other materials for planning and implementation. The proposed plan also require enough human capital based on the assigned duties and responsibilities. For instance, observation will require additional workers with a medical and health training backgrounds. These may include nurse assistants and qualified paramedics who shall be paid for the period of the project’s implementation (Reeves et al., 2018). The plan will run for a month as a way of engraining it as part of the organization culture. Therefore, these personnel alongside others will be compensated. The budgetary allocation should be in estimates of about $ 150,000 whereby $50,000 will be used for personnel management while $50,000 will cater for supplies and another $ 50,000 for activities and expenses like holding meetings and developing long-term messaging, communication and any miscellaneous expense.

Getting a firm commitment from organizational leaders is essential to the success of change initiatives focused on reducing infections (Webster, 2016). If there will be higher compliance rates for this initiative, it will imply that the hospital will reduce infections, lower costs associated with infections and continually improve its processes and care delivery, especially better patient outcomes in the ICU department.

References

Association for Professionals in Infection Control and Epidemiology, Inc. (2016). The

Hawthorne effect hinders accurate hand hygiene observation, study says. Retrieved from https://apic.org/For-Media/News-Releases/Article?id=d3702eac-c445-4641-9139- 7d5545752905

Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Hurlburt, M. S. (2015). Leadership and

organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation. Implementation Science, 10(1). doi:10.1186/s13012-014-0192-y

Broome, M. E., & Marshall, E. S. (2020). Transformational Leadership: Complexity, Change,

and Strategic Planning. Transformational Leadership in Nursing: From Expert Clinician to Influential Leader, 35.

Donnelly, P., & Kirk, P. (2015). Use the PDSA model for effective change

management. Education for Primary Care, 26(4), 279-281. doi:10.1080/14739879.2015.11494356

Liu, W. (2016). “Creating opportunities for interdisciplinary collaboration and

patient-centered care: how nurses, doctors, pharmacists and patients use communication

strategies when managing medications in an acute hospital setting”. Journal of clinical

nursing (0962-1067), 25 (19-20), p. 2943.

Leming-Lee, S., & Watters, R. (2017). Quality Improvement Processes and Evidence-Based

            Practice. Evidence-Based Practice in Nursing. doi:10.1891/9780826127594.0014

McNicholas, C., Lennox, L., Woodcock, T., Bell, D., & Reed, J. E. (2019). Evolving quality

improvement support strategies to improve Plan–Do–Study–Act cycle fidelity: a retrospective mixed-methods study. BMJ Quality & Safety, 28(5), 356-365. doi:10.1136/bmjqs-2017-007605

Reeves, S., Pelone, F., Harrison, R., Goldman, J., & Zwarenstein, M. (2017). Inter-professional

collaboration to improve professional practice and healthcare outcomes. Cochrane Database of Systematic Reviews. doi: 10.1002/14651858.cd000072.pub3

Root, G. N. (2016). What are the benefits of managing change in organizations? Retrieved from

 smallbusiness.chron.com/benefits-managing-change-organizations-108.html

Webster, A. (2016). The Health of Collaborations. Collaboration across Health Research and

            Medical Care, 217-226. doi:10.4324/9781315572611-11

World Health Organization. (2018). My five moments for hand hygiene.

Retrieved from http://www.who.int/gpsc/tools/faqs/five_moments/en/

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