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NURS FPX 4010 Assessment 4 Stakeholder Presentation

Student Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name:


Stakeholder Presentation

Hello, I am Jagjit, and I am here today to discuss an important initiative to enhance patient care at Johns Hopkins Hospital. We focus on addressing prolonged patient transfer times, a significant challenge in our hospital’s operations. This presentation will outline our comprehensive interdisciplinary plan, designed to streamline the transfer process, reduce waiting times, and ultimately improve the quality of patient care and staff efficiency. Thank you for joining me in this crucial discussion, where we aim to impact our healthcare delivery system positively.

Issue and its Significance

Issue Identification and Improvement Goal

The primary issue at Johns Hopkins Hospital is the prolonged patient transfer times, a significant operational challenge that hinders the hospital’s ability to deliver timely and efficient patient care. The targeted improvement goal is streamlining the patient transfer process to reduce the time these transfers take. Adopting an interdisciplinary team approach is pivotal in this scenario. It facilitates the integration of diverse perspectives and expertise from different departments such as nursing, IT, and administration, essential for developing a comprehensive solution that encompasses all facets of the transfer process, from the initial request to the patient’s arrival at their destination (Tlapa et al., 2020).

Significance and Consequences of Not Addressing the Issue

Hospital stakeholders and leadership must recognize the criticality of this issue. Prolonged transfer times can significantly delay patient care, negatively impacting patient outcomes. In healthcare, time is critical, and delays can have severe consequences. Additionally, inefficiencies in the transfer process can increase workload and stress among hospital staff, especially nurses and administrative personnel directly involved in these processes. This can lead to staff burnout, reduced morale, and decreased job satisfaction, adversely affecting the quality of patient care (Kabukye et al., 2020). Moreover, paying attention to this issue could result in a decline in patient satisfaction, a key metric in today’s healthcare environment that influences the hospital’s reputation and financial performance. Dissatisfied patients are less likely to return or recommend the hospital, potentially having long-term adverse effects on the hospital’s success and standing in the healthcare community. Furthermore, prolonged transfer times can lead to operational inefficiencies, increasing costs, and resource wastage (De Rosis et al., 2020).

Evidence-Based Interdisciplinary Plan

Relevance of an Interdisciplinary Team

Applying an interdisciplinary team approach is the cornerstone of the proposed plan to address prolonged patient transfer times at Johns Hopkins Hospital. This approach is relevant and advantageous for several reasons. An interdisciplinary team brings diverse expertise and perspectives, crucial for comprehensive problem-solving in a complex healthcare environment. Each team member contributes unique insights, facilitating a more holistic understanding of the issue and the development of a well-rounded solution. For instance, nursing staff provide direct patient care perspectives, IT professionals offer technological solutions for streamlining processes, and administrative staff contribute insights into operational workflows. This collaboration ensures that the plan addresses all aspects of the transfer process, from logistical coordination to technological integration, leading to a more effective and sustainable solution (Kabukye et al., 2020).

Achieving Improved Outcomes and Goals

The interdisciplinary plan, rooted in evidence-based practice, aims to reduce patient transfer times at the hospital significantly. By streamlining the transfer protocol, the plan targets a reduction in transfer times by approximately 15-20%. This prediction is based on similar initiatives reported in the literature, where interdisciplinary approaches have led to measurable improvements in healthcare processes (Tlapa et al., 2020). Furthermore, the plan will positively impact the nursing staff’s workload and morale. Initially, staff may experience increased workload and challenges during the adaptation phase. However, in the long term, the streamlined processes are anticipated to reduce workload and improve morale, as supported by evidence from Kabukye et al. (2020), highlighting the significance of staff feedback in evaluating organizational changes.

Patient satisfaction is another critical outcome that the plan aims to improve. Patient satisfaction is projected to increase with reduced wait times and smoother department transitions. Schouten et al. (2021) emphasize the importance of patient satisfaction as a crucial indicator of care quality. The plan predicts a 10-15% rise in patient satisfaction scores as the new system is integrated. Utilizing an interdisciplinary approach and integrating evidence-based practices, the proposed plan effectively addresses the prolonged patient transfer times, leading to improved patient outcomes, enhanced staff morale, and increased operational efficiency at Johns Hopkins Hospital.

Implementation and Resource Management of the Interdisciplinary Plan

Objective and Likelihood of Success

The primary objective of the interdisciplinary plan at Johns Hopkins Hospital is to substantially reduce patient transfer times, thereby improving both efficiency and quality of patient care delivery. The likelihood of this plan’s success is strengthened by its foundation in evidence-based practices and the diversity of professional expertise. The Plan-Do-Study-Act (PDSA) model, a recognized framework in healthcare improvement, will guide the implementation. This model’s iterative nature allows for continuous refinement and adaptation, enhancing the potential for achieving the set objectives. (Somani et al., 2021).

PSDA Model Application in Implementation

In implementing our interdisciplinary plan at Johns Hopkins Hospital using the PDSA model, the ‘Plan’ phase involves identifying the issue of extended patient transfer times and developing a collaborative strategy with nursing, IT, and administrative staff. This strategy includes creating new transfer protocols and integrating technological solutions, such as an advanced Electronic Health Record (EHR) system. In the ‘Do’ phase, these plans are implemented, new protocols are implemented, and the EHR system is rolled out, accompanied by comprehensive staff training. The ‘Study’ phase involves a critical evaluation of these changes by measuring key metrics like transfer times, staff workload, morale, and patient satisfaction to assess the impact of the implemented changes. Based on these evaluations, the ‘Act’ phase entails making necessary adjustments to the protocols and systems to optimize the transfer process. This ensures that the plan aligns with our enhanced efficiency and patient care quality goals. This cycle of planning, implementing, evaluating, and adjusting forms the core of our continuous improvement efforts in the hospital’s patient transfer system.

Resource Management

Effective resource management is crucial. Financially, $500,000 is allocated for the EHR system, $100,000 for staff training, and $50,000 annually for IT support. Human resources will be managed through regular team meetings and training sessions, ensuring all members are adept at the new system and protocols. These measures align with recommendations for effective resource utilization in healthcare settings (Crowley et al., 2023).

Justification of Expenditure

The expenditure is justified by the expected long-term improvements in patient care and operational efficiency. The PDSA model ensures that resources are not wasted, as the ‘Study’ phase allows for assessing resource use effectiveness, and the ‘Act’ phase enables adjustments to align with the established budget and goals. Research has shown that such well-implemented systems and comprehensive training programs significantly enhance operational efficiency in healthcare (Crowley et al., 2023).

Evidence-Based Criteria for Evaluation

Successful Outcome of the Project

A successful project outcome at Johns Hopkins Hospital would be evidenced by a measurable reduction in patient transfer times, enhanced interdepartmental coordination, and improved patient and staff satisfaction. Specifically, achieving the targeted reduction in transfer times by 15-20% indicates success. Additionally, a successful outcome would manifest in smoother operational workflows, leading to less stressful work environments for staff and heightened overall efficiency in patient care delivery.

Criteria for Measuring Success

  • Reduction in Transfer Times: The primary criterion for success is the quantifiable reduction in patient transfer times. According to Tlapa et al. (2020), tracking specific performance metrics, such as transfer times, is vital in evaluating healthcare improvement initiatives. The data collected before and after implementing the new protocol will be compared to assess the degree of improvement.
  • Staff Workload and Morale: Regular surveys and interviews will be conducted to gauge the impact on staff workload and morale, as Aiken et al. (2021) suggested. These surveys will assess changes in staff perceptions of workload, job satisfaction, and overall morale before and after implementing the new transfer protocol.
  • Patient Satisfaction Scores: Patient satisfaction is a crucial indicator of the quality of care. The plan involves monitoring patient satisfaction scores before and after the protocol implementation to measure the impact on patient experience. An increase in these scores, particularly in areas related to wait times and smoothness of departmental transitions, would signify success. Aiken et al. (2021) highlight the importance of patient satisfaction as a critical indicator in healthcare settings.

Using Criteria to Show Degree of Success

These criteria will demonstrate the degree of success by comparing pre-and post-implementation data. For instance, a statistical analysis of transfer times before and after the implementation will show the extent of improvement achieved. Similarly, changes in staff survey results and patient satisfaction scores will provide a before-and-after comparison, illustrating the impact of the new protocol. This comparative analysis will offer a clear, evidence-based picture of how the project has influenced key aspects of patient care and hospital operations, quantifying the success achieved (van Grootel et al., 2023).


In conclusion, today’s interdisciplinary plan represents a significant step forward in addressing the challenge of prolonged patient transfer times at Johns Hopkins Hospital. By implementing this comprehensive strategy, we aim to improve operational efficiency and enhance the overall patient experience and staff satisfaction. This plan, rooted in evidence-based practice and collaborative teamwork, is a testament to our commitment to excellence in healthcare. As we move forward, the support and involvement of every stakeholder will be paramount in realizing these goals. Together, we can ensure that Johns Hopkins Hospital continues to be a leader in providing efficient, high-quality patient care. Thank you for your attention and commitment to this vital initiative. I am now open to any questions or discussions you may have.


Aiken, L. H., Sloane, D. M., Ball, J., Bruyneel, L., Rafferty, A. M., & Griffiths, P. (2021). Patient Satisfaction with Hospital Care and Nurses in England: An Observational Study. BMJ Open8(1). https://doi.org/10.1136/bmjopen-2017-019189 

Crowley, R., Pugach, D., Williams, M., Goldman, J. D., Hilden, D., Schultz, A.F., & Beachy, M. (2023). Principles for the physician-led patient-centeredPhysiciansome and other approaches to team-based care: A position paper from the American College of Physicians. Annals of Internal Medicinehttps://doi.org/10.7326/m23-2260 

De Rosis, S., Cerasuolo, D., & Nuti, S. (2020). Using patient-reported measures to drive change in healthcare: The experience of the digital, continuous and systematic PREMs observatory in Italy. BMC Health Services Research20(1). https://doi.org/10.1186/s12913-020-05099-4 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

van Grootel, J. W .M., Bor, P., Netjes, J. A., Veenhof, C., & Valkenet, K. (2023). Improving physical activity in hospitalized patients: The preliminary effectiveness of a goal-directed movement intervention. Clinical Rehabilitation37(11), 1501–1509. https://doi.org/10.1177/02692155231189607 

Jarva, E., Oikarinen, A., Andersson, J., Tuomikoski, A., Kääriäinen, M., Meriläinen, M., & Mikkonen, K. (2022). Healthcare professionals’ perceptions of digital health competence: A qualitative descriptive study. Nursing Openhttps://doi.org/10.1002/nop2.1184 

Kabukye, J. K., de Keizer, N., & Cornet, R. (2020). Assessment of organizational readiness to implement an electronic health record system in a low-resource settings cancer hospital: A cross-sectional survey. PLOS ONE15(6), e0234711. https://doi.org/10.1371/journal.pone.0234711 

Kiernan, L., Ledwith, A., & Lynch, R. (2019). Comparing the dialogue of experts and novices in interdisciplinary teams to inform design education. International Journal of Technology and Design Education30(1), 187–206. https://doi.org/10.1007/s10798-019-09495-8 

Schouten, B., Driesen, B. E. J. M., Merten, H., Burger, B. H. C. M., Hartjes, M. G., Nanayakkara, P. W. B., & Wagner, C. (2021). Experiences and perspectives of older patients with a return visit to the emergency department within 30 days: Patient journey mapping. European Geriatric Medicine13(2), 339–350. https://doi.org/10.1007/s41999-021-00581-6 

Somani, R., Muntaner, C., Hillan, E., Velonis, A. J., & Smith, P. (2021). A systematic review: Effectiveness of interventions to de-escalate workplace violence against nurses in healthcare settings. Safety and Health at Work12(3), 289–295. https://doi.org/10.1016/j.shaw.2021.04.004 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Tlapa, D., Zepeda-Lugo, C. A., Tortorella, G. L., Baez-Lopez, Y. A., Limon-Romero, J., Alvarado-Iniesta, A., & Rodriguez-Borbon, M. I. (2020). Effects of lean healthcare on patient flow: A systematic review. Value in Health23(2), 260–273. https://doi.org/10.1016/j.jval.2019.11.002 


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