Capella 6030 Assessment 4

Intervention Plan Design

Name:

Capella University

School of Nursing and Health Sciences, Capella University

NURS-FPX 6030: MSN Practicum and Capstone

Prof. Name:

Date

Part 1: Management and Leadership

Proposed Strategies

There are two primary strategies that will be employed for the implementation plan: transformational and democratic strategies. Transformational leadership involves creating a compelling vision for the organization and inspiring employees to work together toward its achievement. Teams led by transformational leaders evolve both personally and professionally to fulfill the organization’s mission and vision (Bachynsky, 2019).

On the other hand, democratic strategies involve engaging all members of the organization in the decision-making process, fostering a sense of inclusion and investment in the outcomes. By applying democratic principles, interprofessional collaboration can be ensured, allowing targeted nurses to freely discuss burnout concerns with their managers and propose interventions for implementation.

Management Strategies for Interprofessional Collaboration

To promote interprofessional collaboration, several management strategies will be implemented, including incorporating the healthcare facility’s goals and mission into the plan, providing training to targeted nurses, and endorsing democratic values. Sharing the organization’s mission and goals with targeted nurses will help them understand the significance of their daily activities, fostering efficiency and coherence. Training targeted nurses will enable them to identify areas of growth and fill in knowledge gaps, enhancing their skill set and benefiting the healthcare organization. Emphasizing democratic values will encourage targeted nurses to engage in decision-making, building a sense of ownership and commitment within the organization (Heath et al., 2020).

Professional Nursing Practices for Implementation

Compassion, trustworthiness, humility, and accountability are professional nursing practices that will facilitate the successful implementation of the intervention plan. Practicing compassion will allow for a caring and familial approach to treating targeted nurses. Trustworthiness is essential in developing integrity and strong relationships with the targeted nurses. Humility will promote a continuous learning mindset among nurses, encouraging a patient-centered focus regardless of their experience level. Accountability will empower targeted nurses to take responsibility for their actions and mistakes, fostering a culture of improvement (Roth & Altmann, 2022).

Conflicting Data and Perspectives

Post-COVID surveys have revealed that burnout is a serious issue that requires significant attention for resolution (Rangachari & L. Woods, 2020). However, despite the increasing cases of burnout, hospital administrations have given little attention to this problem (Dyrbye et al., 2019).

Implications of Change Associated with Proposed Strategies

Strategies for Improving the Quality of Care

The implementation of transformational and democratic leadership strategies aims to establish a nurse-to-patient ratio standard to reduce burnout among targeted nurses. Motivational training programs and interdisciplinary support will be employed to enhance the quality of care. By improving nurses’ motivation and enthusiasm, patient experiences will be positively impacted, leading to timely appointments, easy access to information, and effective communication with healthcare providers. Democratic leading strategies will ensure equitable treatment of all patients, reducing readmission rates and nurse burnout while cutting down patient costs. Financial resources and insurance accessibility will support patients and minimize financial burdens, enabling better care access (Lamb et al., 2018).

Professional Nursing Practices and Quality of Care

The nursing practices of compassion, trustworthiness, humility, and accountability will also contribute to improved quality of care. Compassion fosters collaboration between patients and healthcare providers, leading to increased happiness, better medical outcomes, and reduced burnout among nurses. Building trust with patients enhances the patient-provider relationship, encouraging patients to be confident and open in reporting symptoms for accurate diagnosis and care. Encouraging patients to take accountability for their health can significantly reduce costs by promoting preventive measures and personal responsibility in diet and exercise (Sasagawa & Amieux, 2019).

Knowledge Gaps, and Areas of Uncertainty

The experience of care and care quality is impacted by many factors and can be improved through multidisciplinary approaches. But uncertainty is mostly caused by research studies that reflect limitations in empirical evidence and a lack of integration of insights from different disciplines.

Part 2: Delivery and Technology

Appropriate Delivery Methods

The intervention strategy aims to reduce the nurse-to-patient ratio in long-term care institutions to 1:3 and in urgent care departments to 1:2. The goal is to provide optimum benefits to patients who require significant care. Achieving this intervention involves maintaining interpersonal collaboration among nurses and administrative staff. The plan will be discussed with stakeholders and the hospital administration, who will oversee its implementation. Multiple nurse managers will be employed to oversee nurse performance and provide training if needed (Fernando et al., 2019).

Incorporating Technological Advancements

Efficiency in implementing the plan can be enhanced by incorporating technological advancements. Establishing command centers with real-time dashboard displays will facilitate better patient flow, staffing, and care coordination. Nurses will receive tasks through a centralized system, and communication and guidelines will be delivered electronically. AI technology, such as intelligent assistants, can optimize scheduling and recommend solutions based on data analysis, improving overall delivery methods (Ko et al., 2018; Saraswat et al., 2022).

Part 3: Stakeholders, Policy, and Regulation Impact

Stakeholders, including managers, financial officers, community members, patients, and hospital personnel, play a crucial role in the success of the intervention plan. Positive collaboration among stakeholders can enhance the plan’s effectiveness, while patient numbers and nurse-to-patient ratios can impact the intervention both positively and negatively. Healthcare regulations, such as the Affordable Care Act and Nurse Staffing Standards, support the intervention by addressing burnout and recommending standardized nurse-to-patient ratios (Bajwah et al., 2020).

Part 4: Timeline for Implementation

The intervention plan will be implemented over one year. Data collection and analysis will be conducted during this time, comparing burnout among targeted nurses in pre- and post-COVID eras. The timeline is reasonable and allows for the completion of all necessary tasks. Potential factors that may impact the plan’s timeline include lack of administrative support, physical barriers, and nurse motivation (e.g., blockades, climatic occurrences) (Fernando et al., 2019).

Conclusion

The implementation of the nurse-to-patient ratio intervention requires effective collaboration among stakeholders and the integration of technological advancements. Policies and regulations, such as the Affordable Care Act and Nurse Staffing Standards, provide essential support for the plan’s success. By following the established timeline and addressing potential challenges, the intervention aims to reduce nurse burnout and improve patient care in long-term care units and urgent care departments.

References

Bachynsky, N. (2019). Implications for policy: The triple aim, quadruple aim, and interprofessional collaboration. Nursing Forum, 55(1). https://doi.org/10.1111/nuf.12382

Bajwah, S., Wilcock, A., Towers, R., Costantini, M., Bausewein, C., Simon, S. T., Bendstrup, E., Prentice, W., Johnson, M. J., Currow, D. C., Kreuter, M., Wells, A. U., Birring, S. S., Edmonds, P., & Higginson, I. J. (2020). Managing the supportive care needs of those affected by COVID-19. The European Respiratory Journal, 55(4). https://doi.org/10.1183/13993003.00815-2020

Bergstedt, K., & Wei, H. (2020). Leadership strategies to promote frontline nursing staff engagement. Nursing Management (Springhouse), 51(2), 48–53. https://doi.org/10.1097/01.numa.0000651204.39553.79 

Dyrbye, L. N., Shanafelt, T. D., Johnson, P. O., Johnson, L. A., Satele, D., & West, C. P. (2019). A cross-sectional study exploring the relationship between burnout, absenteeism, and job performance among American nurses. BMC Nursing, 18(57), 57. https://doi.org/10.1186/s12912-019-0382-7 

Fernando, S. M., Bagshaw, S. M., Rochwerg, B., McIsaac, D. I., Thavorn, K., Forster, A. J., Tran, A., Reardon, P. M., Rosenberg, E., Tanuseputro, P., & Kyeremanteng, K. (2019). Comparison of outcomes and costs between adult diabetic ketoacidosis patients admitted to the ICU and step-down unit. Journal of Critical Care, 50, 257–261. https://doi.org/10.1016/j.jcrc.2018.12.014 

Heath, C., Sommerfield, A., & von Ungern‐Sternberg, B. S. (2020). Resilience strategies to manage psychological distress amongst healthcare workers during the COVID‐19 pandemic: A narrative review. Anaesthesia, 75(10). https://doi.org/10.1111/anae.15180

Ko, M., Wagner, L., & Spetz, J. (2018). Nursing home implementation of health information technology: Review of the literature finds inadequate investment in preparation, infrastructure, and training. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 55, 004695801877890. https://doi.org/10.1177/0046958018778902 

Kneafsey, R., Brown, S., Sein, K., Chamley, C., & Parsons, J. (2019). A qualitative study of key stakeholders’ perspectives on compassion in healthcare and the development of a framework for compassionate interpersonal relations. Journal of Clinical Nursing, 25(1-2), 70–79. https://doi.org/10.1111/jocn.12964  

Lamb, A., Martin-Misener, R., Bryant-Lukosius, D., & Latimer, M. (2018). Describing the leadership capabilities of advanced practice nurses using a qualitative descriptive study. Nursing Open, 5(3), 400–413. https://doi.org/10.1002/nop2.150 

McMullen, C. K., Schneider, J., Altschuler, A., Grant, M., Hornbrook, M. C., Liljestrand, P., & Krouse, R. S. (2018). Caregivers as healthcare managers: Health management activities, needs, and caregiving relationships for colorectal cancer survivors with ostomies. Supportive Care in Cancer, 22(9), 2401–2408. https://doi.org/10.1007/s00520-014-2194-3

Roth, M., & Altmann, T. (2022). The interplay of acceptance and effectiveness in intervention studies: The example of the empCARE training to reduce burnout and distress symptoms in health care providers. Psychology & Health, 1–15. https://doi.org/10.1080/08870446.2022.2129053 

Saraswat, D., Bhattacharya, P., Verma, A., Prasad, V. K., Tanwar, S., Sharma, G., Bokoro, P. N., & Sharma, R. (2022). Explainable AI for healthcare 5.0: Opportunities and challenges. IEEE Access, 1–1. https://doi.org/10.1109/access.2022.3197671 

Sasagawa, M., & Amieux, P. S. (2019). Dispositional humility of clinicians in an interprofessional primary care environment: A mixed methods study. Journal of Multidisciplinary Healthcare, Volume 12, 925–934. https://doi.org/10.2147/jmdh.s226631 

Zhao, J., Mao, Z., Fedewa, S. A., Nogueira, L., Yabroff, K. R., Jemal, A., & Han, X. (2020). The Affordable Care Act and access to care across the cancer control continuum: A review at 10 years. CA: A Cancer Journal for Clinicians, 70(3). https://doi.org/10.3322/caac.21604