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Capella 4010 Assessment 3

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    Capella 4010 Assessment 3

    Capella 4010 Assessment 3 Interdisciplinary Plan Proposal

    Student Name

    Capella University

    NURS-FPX 4010 Leading in Intrprof Practice

    Prof. Name


    Interdisciplinary Plan Proposal

    The issue we aim to resolve is the high incidence of Adverse Drug Events (ADEs) related to medication errors in the nursing department at Miami Valley Hospital. The desired outcome is a 30% reduction in these events within the next six months, improving patient safety and organizational efficiency.


    To achieve a 30% reduction in ADEs related to medication errors at Miami Valley Hospital within six months by implementing a closed-loop medication administration system and specialized nurse training in medication safety protocols. This will improve patient safety and reduce costs related to malpractice and readmissions.

    Questions and Predictions

    What is the impact of the implementation plan on nursing workload? Prediction: Initially, the nursing workload is expected to increase by approximately 10% due to the additional steps involved in the closed-loop medication administration system and training. However, efficiency is likely to improve over time, normalizing the workload.

    How quickly will the closed-loop system and specialized nurse training lead to a reduction in ADEs? Prediction: A 10% reduction in ADEs is expected within the first two months of implementation, gradually reaching our goal of a 30% reduction by the end of the six months.

    What are the financial implications of implementing the closed-loop system and specialized training? Prediction: Initial costs for implementing the system and training will be around $20,000. However, these costs are anticipated to be offset by reduced expenses related to ADEs, such as malpractice lawsuits and hospital readmissions.

    What key performance indicators (KPIs) will signify the plan’s success or failure? Prediction: KPIs will include the rate of ADEs, patient satisfaction scores, and the number of malpractice claims related to medication errors.

    Monthly audits of medication error rates, patient surveys on perceived quality of care, and analysis of hospital readmissions due to medication complications will be conducted to gauge the plan’s success. These audits will specifically focus on the effectiveness of the closed-loop system and specialized nurse training (Elbeddini et al., 2021; Stark et al., 2020).

    Change Theories and Leadership Strategies

    To achieve our objective of reducing Adverse Drug Events (ADEs), we are grounding our approach in a robust change theory and effective leadership strategy. Our focus is on creating buy-in from an interdisciplinary team, fostering effective collaboration, and ensuring the smooth implementation of our plan. The change theory we have selected is the Plan-Do-Study-Act (PDSA) model, effectively improving quality and safety in healthcare settings (AHRQ, n.d.). The PDSA model will guide us through four iterative phases: planning, doing, studying, and acting. This framework encourages a disciplined approach to testing and implementing changes, allowing us to start on a small scale and expand our interventions based on evidence and data.

    By using the PDSA model, we anticipate incremental improvements that align with our prediction of achieving a 30% reduction in six months. For leadership, we propose the adoption of Transformational Leadership, a strategy emphasizing inspiration and motivation among team members (Ree & Wiig, 2019). Transformational leaders excel in creating a sense of commitment and ownership, which is crucial for gaining interdisciplinary team buy-in. Given that our objective involves implementing new medication administration protocols, this strategy will help team members embrace changes more willingly. It will also address staff morale and job satisfaction by creating a work environment where each member feels valued and empowered.

    Capella 4010 Assessment 3

    By integrating the PDSA model with Transformational Leadership strategies, we aim to create a synergistic effect that enhances our team’s ability to collaborate, implement the plan effectively, and gain buy-in from all stakeholders within Miami Valley Hospital. Here, the experienced nurses will take the role of transformational leaders to motivate and inspire newer staff on best medication administration practices. Through mentorship, team members will improve their skills and gain more vital job satisfaction and commitment to patient safety. Moreover, the implementation of training and closed-loop systems in a smaller scale will set an example for wide-spreading the proposal, ultimately reducing medical errors, facilitating better interdisciplinary collaboration, and developing buy-in for the project.

    Team Collaboration Strategy

    Each team member has distinct roles and responsibilities to effectively implement our plan to reduce Adverse Drug Events (ADEs) in Miami Valley Hospital. From administrators to frontline healthcare staff, everyone has jobs to perform in the effective implementation of our two-pronged plan proposal. Administrators, along with finance personnel, will ensure adequate funding is available for the training and development of a closed-loop system. IT personnel will look after the software and security measures within the system. The quality improvement team will conduct audits, monitor implementation and outcomes, and suggest adjustments to the plan.

    Lastly, healthcare professionals will play an essential role- physicians will be responsible for accurate medication orders and will undergo training to recognize the signs of ADEs. Pharmacists are asked to verify the medication orders physicians enter and educate nurses about potential drug interactions or complications, and nurses will handle medication administration and are responsible for reporting any incidences of ADEs. They will also engage in mentorship programs to understand rigorous medication administration procedures. Members from different disciplines can understand their respective roles better, thereby enhancing communication and efficiency (Kolanczyk et al., 2019).

    Best Practices for Interdisciplinary Collaboration

    Clear and Frequent Communication: Team members will engage in transparent dialogue, enabling them to share insights, updates, or concerns effectively (Rawlinson et al., 2021).

    Regular Meetings to Assess Progress: Weekly meetings led by Quality Improvement Teams will be a forum to discuss progress, identify challenges, and propose solutions (Rawlinson et al., 2021).

    Utilizing Digital Platforms for Easier Coordination: Adopting Electronic Health Records (EHRs) and project management software will further facilitate communication among team members (Rawlinson et al., 2021).

    Given Miami Valley Hospital’s existing needs to address communication challenges, workload, and inadequate training, these best practices are particularly relevant to improve collaboration among the team members. By focusing on clear communication, regular progress meetings, and utilization of digital platforms, we are incorporating best practices that will ensure that the team is on the same platform, understands each other’s role and expertise, and effectively communicates their concerns. By explicitly defining roles and applying a collaborative approach, we are setting the stage for a more cohesive, efficient, and ultimately successful implementation of our plan to reduce ADEs. Thus ensuring a higher likelihood of success in reducing ADEs by 30% within six months.

    Required Organizational Resources

    To ensure the success of our plan to reduce Adverse Drug Events (ADEs) at Miami Valley Hospital, various types of resources are necessary. Additional staff will be required to form quality improvement teams responsible for monitoring implementation and outcomes, which will ultimately require $12,000. For the training and development, we will require various training materials like handouts, presentations, and interactive online modules. The estimated cost for these training resources is approximately $8,000.

    We will need a robust closed-loop medication administration system and data analytics software to handle auditing and generate regular reports to track ADE incidences effectively, which will cost approximately $10,000. Access to patients’ health records and different departments like pharmacy and nursing is crucial for the plan. While direct costs might not be associated with this, ensuring proper permissions and protocols will require administrative time. Adding these all together, the total financial budget request for this plan proposal would be around $30,000. This budget encompasses staff time, resource use, acquisition, and access permissions (Nilsen et al., 2020).

    Impacts on Cost if the Implementation is Unsuccessful

    If our implementation plan remains unsuccessful, Miami Valley Hospital could face dire consequences in terms of costs. Since the cost budgeted above will be collected from the funds or arranged from the hospital’s reserves, unsuccessful outcomes will lead to a financial burden on the organization. Moreover, if ADEs persist, the healthcare costs associated with malpractice lawsuits could easily surpass, incurring further financial instability within the organization.

    For instance, a single malpractice claim resulting from an ADE could entail legal and settlement costs far exceeding the $20,000 budget. There could be a significant decline in patient satisfaction and trust within the community (Mohiuddin, 2020), ultimately impacting revenue generated from patient care. Lastly, increased stress and dissatisfaction could also lead to higher staff turnover rates, further requiring financial resources to hire or retain nurses. Therefore, implementing this plan is a financial and ethical imperative for the hospital.


    AHRQ. (n.d.). Plan-do-check-act cycle | digital healthcare research.

    Elbeddini, A., Almasalkhi, S., Prabaharan, T., Tran, C., Gazarin, M., & Elshahawi, A. (2021). Avoiding a med-wreck: A structured medication reconciliation framework and standardized auditing tool utilized to optimize patient safety and reallocate hospital resources. Journal of Pharmaceutical Policy and Practice, 14(1).

    Kolanczyk, D. M., Borchert, J. S., & Lempicki, K. A. (2019). Focus group describing simulation-based learning for cardiovascular topics in US colleges and schools of pharmacy. Currents in Pharmacy Teaching and Learning, 11(11), 1144–1151.

    Mohiuddin, A. K. (2020). Patient satisfaction with healthcare services: Bangladesh perspective. International Journal of Public Health Science (IJPHS), 9(1), 34.

    Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: An interview study with physicians, registered nurses, and assistant nurses. BMC Health Services Research, 20(1), 1–8.

    Rawlinson, C., Carron, T., Cohidon, C., Arditi, C., Hong, Q. N., Pluye, P., Peytremann-Bridevaux, I., & Gilles, I. (2021). An overview of reviews on interprofessional collaboration in primary care: Barriers and facilitators. International Journal of Integrated Care, 21(2), 32.

    Ree, E., & Wiig, S. (2019). Linking transformational leadership, patient safety culture and work engagement in-home care services. Nursing Open, 7(1), 256–264.

    Stark, H. E., Graudins, L. V., McGuire, T. M., Lee, C. Y. Y., & Duguid, M. J. (2020). Implementing a sustainable medication reconciliation process in Australian hospitals: The World Health Organization high 5s project. Research in Social and Administrative Pharmacy, 16(3), 290–298.

    Younger, S. J. (2020). Leveraging Advanced Practice Nursing in Complex Health Care Systems. Nursing Administration Quarterly, 44(2), 127–135.

    Capella 4010 Assessment 3