Interdisciplinary Pre-Operative Testing Solution during Pandemic, Lecture notes of Accounting

Download Interdisciplinary Pre-Operative Testing Solution during Pandemic and more Lecture notes Accounting in PDF only on Docsity! NURS-FPX 4010 Interdisciplinary Plan Proposal NURS-FPX4010 Capella University Interdisciplinary Plan Proposal This interdisciplinary plan proposal is to solve the issue of pre-operative testing during pandemic by creating a one-stop shop. This plan would be carried out for Georgetown University Hospital for the outcome of sequential testing and preparation of patients for their surgery during the pandemic. Objective The desired goal is for patients to have adequate preparation for their surgery by having interdisciplinary teams making time, creating a system, and ensuring patient safety throughout this process up to the patient’s surgery date. This objective will improve organizational and patient outcomes by reducing time spent reorganizing surgery times, calling in insurance claims, and reducing push back due to unavailable practitioner offices. Questions and Predictions What disciplines will be needed to put this plan into effect? Anesthesia, scheduling, primary care, cardiologist, surgeons, and the administrative and clinical staff for each of these disciplines will be needed. How long will this process take to move into the refreezing stage? This process can take at least 12 months to be fully established if during the testing phase the feasibility has shown positive results. Will the workload of the interdisciplinary teams be reduced with this new way of doing things? There is a possibility that the workload will be increased, due to needing at least 3 individuals per specialty to carry out the plan, especially in the beginning phases. As time goes on, workload should be reduced because there will be coagulation of the interdisciplinary teams. Is having a one-stop shop cost-effective? Generally, it should be cost effective because pre-op exams are usually covered by insurance companies and a necessary part of surgery preparation. However, this all depends on each involved department budget. It may not be cost-effective if patients are not able to come to Georgetown for all their pre-op needs. Also, if there is no input from each team, the cost could potentially negatively impact the space and equipment needed for such a full-service station. Change Theories and Leadership Strategies A collaborative leadership strategy can be used to improve interdisciplinary collaboration and foster a team effort to implement the plan. For example, Charlene has participated in meetings with management, supervisors, surgeons, and anesthesiologist regarding the steps that needs to be taken for them to deal with the pandemic. Because each patient scenario is different, Charlene suggested that she could give each patient a projected date of surgery which will give the patient enough time to be fully prepared for the surgical team. She has even taken the lead and scheduled appointments with cardiology, internist, testing centers, etc. for patients requiring the help. The team collaboration will use the Lewin’s change theory of unfreezing, moving, and refreezing. Unfreeze the current state of having patients go to several places for their pre- operative testing, thereby, cutting down on time. Move in the direction of creating a one-stop shop within Georgetown to provide all services needed for patients to have their pre-op testing completed in a timely manner, this includes COVID-19 testing. Refreezing this change as an added benefit to the pre-operative preparedness for ease of access and greater utilization of time for both patients and staff. It would be most beneficial for the team to use the intrahospital diseases, and other lab equipment, and generally computers are needed for access to patient records. Pharmacy and medication dispensing will also be needed for patients to have their pre- op prescriptions available to them (if needed). “Reducing waste is a benefit of better understanding what goes into a budget, as well as reviewing the essential needs of department or unit when creating a budget.” Georgetown has all these resources easily accessible, thereby no equipment will go to waste, instead it will be repurposed. At least 10% of the resources from each department is needed to ensure patient readiness for their procedures. A budget of at most 10 million dollars should be enough in order to make sure the space in which this full-service station is safe, well equipped, and easily accessible to patients. Georgetown has a large campus already and currently they are renovating an older part of the hospital and building new surgery center and OR suite, so this is an opportune time to create this space. “Different areas of an organization may have their own budget, but overall, all budgets help organization to allocate resources in such a way to help control costs and align with their financial goals.” Because Georgetown has many resources currently including staff, equipment, and buildings the base cost of staff salaries and rent will not increase. These variables should remain fixed until after the piloting stage is set. Utilities should also be set, because Georgetown is only adding some additional equipment for the purpose of this full-service station. (Berkow, Workman, Aronson, Stewart, Virkstis, & Kahn, 2012). If this plan is unsuccessful, there should be no financial repercussions. Georgetown is already in the process of expanding, which is taking 4 years per my interviewee, Charlene. All equipment and other resources such as staff will go back to their original departments. If a centralized location for pre-op preparation is not viable then maybe the patients can just be filtered through the system to each needed department before even leaving the hospital, still making them ready for their procedure/surgery. References Oakpala, P., (2018). Balancing Quality Healthcare Services and Costs Through Collaborative Leadership. Journal of healthcare management, 11/2018, Volume 63, Issue 6. https://search-proquest-com.library.capella.edu/docview/2154551089?pq- origsite=summon Scott, J., Simpson, B., Skelton-Green, J., Munro, S., (2018). Building Healthcare Leadership Capacity: Strategy, Insights and Reflections. Nursing leadership (Toronto, Ont.), 12/2018, Volume 31, Issue 4. http://web.a.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer? vid=1&sid=d57046ac-feab-4bca-a72d-318042014c41%40sessionmgr4006 Berkow, S., Workman, J., Aronson, S., Stewart, J., Virkstis, K., & Kahn, M. (2012). Strengthening frontline nurse investment in organizational goals. JONA: The Journal of Nursing Administration, 42(3), 165–169. https://oce-ovid- com.library.capella.edu/article/00005110-201203000-00009/HTML Batras, D., Duff, C., & Smith, B. J. (2016). Organizational change theory: Implications for health promotion practice. Health Promotion International, 31(1), 231–241. http://web.a.ebscohost.com.library.capella.edu/ehost/detail/detail ?vid=0&sid=e43e6f6e- 17a1-4098-862c-ad7a471c35bd %40sessionmgr4006&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=112 870500&db=ccm Buchlak, Q. D., Yanamadala, V., Leveque, J. C., & Sethi, R. (2016). Complication avoidance with pre-operative screening: insights from the Seattle spine team. Current reviews in musculoskeletal medicine, 9(3), 316–326. https://doi.org/10.1007/s12178-016-9351-x