NURS FPX 4005 Assessment 4_writinkservices

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1. NURS FPX 4005 Assessment 4 Stakeholder Presentation
Student Name
Capella University
NURS-FPX4005
Professor’s Name
Submission Date
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NURS FPX 4005 Assessment 4

2. Stakeholder Presentation
Hello everyone, my name is __________. This presentation introduces an interdisciplinary plan
designed to address significant communication and care transition issues at Silverlake Medical
Center, a mid-sized healthcare facility that provides both acute and long-term care services. The
plan focuses on resolving inefficiencies and errors that occur during departmental transfers or
referrals between providers. As a charge nurse, my professional responsibilities include ensuring
high-quality patient care, supervising the nursing team, and facilitating effective interdisciplinary
communication. The proposed plan aims to strengthen coordination between nurses, physicians,
and pharmacists to enhance patient outcomes, improve provider collaboration, and mitigate staff
retention challenges while contributing to overall operational performance (Paguio et al., 2020).
Communication Plan Overview
This plan emphasizes the use of structured communication tools and collaborative strategies to
improve information flow between nursing, pharmacy, and physician teams during patient
transitions. The primary goal is to improve patient safety and quality of care through timely,
transparent, and consistent communication, reducing delays and enabling better interdisciplinary
decision-making. The protocols are developed with input from all relevant stakeholders, ensuring
shared ownership and commitment across departments. This initiative fosters a unified culture
that values accountability, transparency, and collective responsibility for patient outcomes
(Brenner et al., 2022). The lack of structured communication during care transitions has been a
major concern, often resulting in fragmented care and poor coordination among healthcare
professionals.
Organizational Issue
At Silverlake Medical Center, communication gaps between departments have led to delays in
care delivery and compromised patient safety. Ineffective handoffs and interdepartmental
transfers frequently result in incomplete exchange of patient information, disrupting care
continuity and negatively impacting clinical outcomes. To address these challenges, a cross-
functional group comprising frontline clinicians, managers, IT staff, and patient advocates will
collaboratively design standardized communication processes. According to Lawless et al.
(2024), structured interdisciplinary communication improves clinical decision-making accuracy,
accelerates treatment processes, and enhances overall patient safety. Strengthening
interdepartmental coordination will help the organization deliver seamless, patient-centered care
while optimizing operational efficiency and conserving valuable healthcare resources (None et
al., 2024).
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3. The introduction of evidence-based communication frameworks will ensure that patient
information flows seamlessly across departments, reducing errors and ensuring consistent care
delivery.
Consequences of Not Addressing the Issue
Failure to address communication barriers between departments perpetuates fragmented care
coordination, undermining patient outcomes and organizational performance. Ineffective
handoffs lead to treatment delays, incomplete information exchange, and poor clinical decisions
that heighten patient risks (Yaacoub et al., 2020). Such deficiencies can increase the occurrence
of system-related errors, damage interprofessional trust, and compromise workflow efficiency.
Moreover, inadequate communication contributes to longer patient recovery times, repeated
requests for information, and inconsistent care delivery, all of which result in reduced patient
satisfaction and lower service quality (Pryce et al., 2021). If these communication challenges
persist, Silverlake Medical Center risks diminished staff morale, reduced operational capacity,
and overall decline in the quality and safety of care provided.
Relevance of the Interdisciplinary Team Approach
Implementing an interdisciplinary approach is essential to overcoming communication silos and
improving care transitions. The team will include nurses, physicians, pharmacists, IT
professionals, administrative staff, and patient advocates, each bringing unique expertise to
optimize the patient journey. Nurses and physicians ensure clinical accuracy, pharmacists
provide medication safety oversight, and patient advocates reinforce the importance of patient-
centered care (Bhati et al., 2023). IT professionals will address system fragmentation by
improving data-sharing technologies to ensure interoperability and eliminate communication
barriers. The combined efforts of these stakeholders will foster collaboration, strengthen
workflow integration, and produce efficient, high-quality care outcomes that align with
Silverlake’s mission of holistic, patient-focused service delivery.
Evidence-Based Interdisciplinary Plan Summary
The main objective of this plan is to improve communication and coordination during care
transitions, thereby minimizing patient safety risks associated with fragmented information
exchange. The strategy focuses on implementing standardized communication frameworks,
timely documentation, and regular interdisciplinary meetings supported by continuous data
analysis (Engle et al., 2021). The plan operates under a continuous improvement model,
identifying recurring communication failures and setting measurable goals such as improved
handoff quality and reduced patient wait times. Data-driven assessments will inform necessary
refinements to ensure sustained improvement (Verma et al., 2021).
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4. The interdisciplinary team will comprise nurses, physicians, administrators, pharmacists, IT
professionals, and patient advocates who collaboratively review and improve communication
processes. Nurses and physicians will focus on the clinical side, while administrators ensure
alignment with institutional objectives, and IT professionals facilitate secure data exchange
(Tamli & Sain, 2023). Regular review meetings will enable performance tracking and adjustment
based on key indicators, fostering a culture of continuous improvement and accountability.
Implementation of the Interdisciplinary Plan
The implementation will follow a phased, collaborative process involving all stakeholders. An
interdisciplinary team will be formally established with defined roles to optimize communication
during patient handoffs (Abbasinia et al., 2020). Regular interdisciplinary meetings will be
scheduled to review progress, identify barriers, and refine strategies. IT specialists will spearhead
the deployment of digital tools such as electronic handoff templates and secure messaging
systems while providing ongoing technical support and staff training. Data will be collected
throughout the implementation process to assess care delays, communication breakdowns, and
readmission rates, ensuring timely intervention when issues arise (Errida & Lotfi, 2021).
Administrators will oversee change management, allocate resources, and address potential
resistance to new communication methods (Okolo et al., 2024). A continuous feedback loop will
allow frontline staff to share real-time insights, ensuring the system evolves with practical,
evidence-based adjustments that sustain performance improvements.
Management of Human and Financial Resources
Effective resource management is critical for the plan’s success. Silverlake Medical Center has
allocated a $300,000 budget for strategic implementation, which includes $30,000 for
professional training in communication and coordination skills, $120,000 for staff incentives
such as retention bonuses, and $100,000 for technological investments like secure messaging
systems and patient tracking software. The remaining funds are reserved for ongoing training and
evaluation activities. These investments will enhance workflow efficiency, improve staff
satisfaction, and promote better patient care outcomes. Silverlake’s previous communication
enhancement initiatives have already demonstrated success by reducing staff turnover and
improving coordination (Singh et al., 2024). This financial commitment reflects the
organization’s continued dedication to building a robust, patient-centered care infrastructure.
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5. Evaluation Criteria for Project Success
The success of this interdisciplinary communication plan will be evaluated using measurable
indicators including staff satisfaction, patient safety outcomes, and operational efficiency.
Surveys will assess staff perceptions of communication improvements, while patient safety
metrics—such as reduced medication errors and shorter response times—will measure clinical
impact (Mostafa & El-Atawi, 2024). Time-motion studies will analyze workflow efficiency,
including the time taken for patient care transitions and handoff quality. Additional indicators
such as reduced readmission rates, improved discharge planning, and higher patient compliance
will help evaluate long-term effectiveness (Cram et al., 2022). These combined metrics will
provide a comprehensive overview of the initiative’s impact and support continuous refinement
to maintain communication excellence and clinical efficiency.
Conclusion
Addressing communication challenges between nursing and administrative departments is vital
for ensuring quality care, staff satisfaction, and operational efficiency at Silverlake Medical
Center. The proposed interdisciplinary plan provides a structured, evidence-based approach to
enhance collaboration, streamline communication, and strengthen patient safety. By integrating
leadership support, strategic technology investments, and continuous feedback, this initiative
ensures long-term sustainability and organizational improvement. The anticipated outcomes
include reduced errors, faster decision-making, improved patient satisfaction, and higher staff
morale. Ultimately, this interdisciplinary communication framework represents a strategic step
toward achieving Silverlake’s mission of providing coordinated, efficient, and patient-centered
care.
References
Abbasinia, M., Ahmadi, F., & Kazemnejad, A. (2020). Patient advocacy in nursing: A concept
analysis. Nursing Ethics, 27(1), 141–151. https://doi.org/10.1177/0969733019832950
Bhati, D., Deogade, M. S., & Kanyal, D. (2023). Cureus, 15(10), 1–12.
https://doi.org/10.7759/cureus.47731
Brenner, M. J., Boothman, R. C., Rushton, C. H., Bradford, C. R., & Hickson, G. B. (2022).
Otolaryngologic Clinics of North America, 55(1), 43–61.
https://doi.org/10.1016/j.otc.2021.07.016
Cram, P., Wachter, R. M., & Landon, B. E. (2022). Readmission reduction as a hospital quality
measure. Journal of the American Medical Association, 328(16).
https://doi.org/10.1001/jama.2022.18305
Engle, R. L., Mohr, D. C., Holmes, S. K., Seibert, M. N., Afable, M., Leyson, J., & Meterko, M.
(2021). Health Care Management Review, 46(3), 174–184.
https://doi.org/10.1097/HMR.0000000000000254
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success:
Literature review and case study. International Journal of Engineering Business Management,
13(1), 1–15. https://doi.org/10.1177/18479790211016273
Lawless, M. T., Tieu, M., Archibald, M. M., Alejandra, M., & Kitson, A. L. (2024). Qualitative
Health Research. https://doi.org/10.1177/10497323241235882
Mostafa, R., & El-Atawi, K. (2024). Strategies to measure and improve emergency department
performance: A review. Cureus, 16(1), 1–13. https://doi.org/10.7759/cureus.52879
None Toritsemogba Tosanbami Omaghomi, None Opeoluwa Akomolafe, None Chinyere

6. Onwumere, Odilibe, P., & None Oluwafunmi Adijat Elufioye. (2024). Patient experience and
satisfaction in healthcare: A focus on managerial approaches – A review. International Medical
Science Research Journal, 4(2), 194–209. https://doi.org/10.51594/imsrj.v4i2.812
Okolo, C. A., Ijeh, S., Arowoogun, J. O., Adeniyi, A. O., & Omotayo, O. (2024). Reviewing the
impact of health information technology on healthcare management efficiency. International
Medical Science Research Journal, 4(4), 420–440. https://doi.org/10.51594/imsrj.v4i4.1000
Paguio, J. T., Yu, D. S. F., & Su, J. J. (2020). A systematic review of interventions to improve
nurses’ work environments. Journal of Advanced Nursing, 76(10), 2471–2493.
https://doi.org/10.1111/jan.14462
Singh, J., Mohamed, A., Mishra, V., & Rana, S. (2024). Journal of Health Organization and
Management. https://doi.org/10.1108/jhom-04-2024-0142
Tamli, N., & Sain, M. (2023). Journal of Research & Innovation, 10(1), 19–30.
https://doi.org/10.3126/jori.v10i1.66025
Verma, A. A., Murray, J., Greiner, R., Cohen, J. P., Shojania, K. G., Ghassemi, M., Straus, S. E.,
Pou-Prom, C., & Mamdani, M. (2021). Implementing machine learning in medicine. Canadian
Medical Association Journal, 193(34). https://doi.org/10.1503/cmaj.202434
Yaacoub, J.-P. A., Noura, M., Noura, H. N., Salman, O., Yaacoub, E., Couturier, R., & Chehab,
A. (2020). Securing the internet of medical things systems: Limitations, issues, and
recommendations. Future Generation Computer Systems, 105, 581–606.
https://doi.org/10.1016/j.future.2019.12.028
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