NURS FPX 6224 Assessment 3 Health Technology Strategic Plan

Health Technology Strategic Plan

Student Name

Capella University

NURS FPX 6224

Professor name

Submission Date

Introduction

Mercy Medical Center is using remote patient monitoring (RPM) to make huge strides in chronic disease management and care delivery. RPM allows transferring health data between the patient and the provider in real time, with abnormal data providing immediate notification to the provider to allow for prompt action. Continuous remote monitoring, according to research, lowers the admissions rate of hospital readmission and benefits patients’ self-management of their chronic health conditions.) All key stakeholders will be identified, the outcome measures for implementing RPM will be identified, and the approaches for implementing RPM to successfully implement RPM across the institution will be defined as part of the strategic implementation plan.

Impact on Patient and Organizational Healthcare Outcomes

With Remote Patient Monitoring (RPM), this hospital will soon be transformed in terms of patient care, as well as in its overall performance. RPM monitors chronic disease indicators (e.g., blood pressure, blood glucose, etc.) off-site and 24/7. By utilizing RPM, Mercy Medical Center will contribute to measurable organizational health and patient health improvement, as patients who engage with RPM will more likely have a much lower number of hospital admissions and a more effective chronic disease management without the participation than those patients who do not participate.

Improving Operational Efficiency Through RPM

At Mercy Medical Center, Remote Patient Monitoring (RPM) is providing patients with a new and proactive healthcare experience. RPM minimizes the number of nurses required to come in to visit patients on a regular basis because nurses can see more patients at once. Studies show that patients visit the clinic less often for non-essential visits, while the RPM program reduces the number of unnecessary visits to the clinic, and RPM improves the overall efficiency of clinic staff performing their duties. By enhancing efficiencies gained through the use of RPM, clinical staff will be able to shift time/energy away from providing care to patients with less urgent needs and devote that time/energy towards delivering care to those patients requiring more services and immediate care.

Cost Reduction and Financial Benefits

An electronic RPM system can assist Mercy Medical Center in improving its financial outcomes by optimizing resources. The hospital will save some money because there will be fewer patients coming back to the emergency services, or being back in the hospital again as an inpatient. A study shows that RPM-based telehealth initiatives can result in substantial cost savings in terms of avoided hospitalisations. Therefore, RPM will help to ensure a financially stable future and improve patients’ quality of care.

Internal Stakeholders and Their Roles

For Mercy Medical Center to be effective when implementing remote patient monitoring (RPM), it is critical to determine its insider stakeholders. When making your choice to implement an RPM program, you should consider who you will affect the most, so that you can make a decision that will benefit the largest group. Research highlights features of the nursing workforce that are key to the success of new health technologies, including the level of nursing staff engagement and nursing leadership support. Internal stakeholder alignment across all three disciplines (nursing, physician, and administration) will lead to effective use of an RPM program.

External Stakeholders Affected by RPM Adoption

There also needs to be active participation from external stakeholders to be successful with implementing RPM at Mercy Medical Center. Patients who do have chronic diseases (particularly in the rural setting and those with limited mobility) should be the first to benefit from being able to see health care providers and professionals remotely all the time. Some impact on the new reimbursement models and new workflow for the coordination of care through these new pathways will also be felt by insurance payers and community health agencies. Involving external stakeholders and partners at the beginning of the process will help ensure alignment with the community’s needs and requirements for payers and ensure alignment with the implementation of RPM.

How Stakeholders Are Impacted by the New Technology

Mercy Medical Center’s purchase of RPM technology will significantly improve all levels of stakeholders. When data can be automatically recorded while maintaining real-time alerts for patients, it has created a new approach to doing things for nursing staff. Besides that, studies revealed that direct access to real-time patient information by several healthcare providers facilitates collaborative care and decreases the communication downtimes. By knowing the possible impacts, nurse leaders can take the necessary steps to manage concerns in advance and help all individuals impacted throughout the transition process.

Expected Outcomes of the Enhanced Mobile Application

Implementing RPM will lead to measurable improvements in the quality and safety of patient care in the setting of chronic disease at Mercy Medical Center, and will be monitored so that patients’ failing health conditions are diagnosed early. Moreover, research has found that the real-time monitoring of the patient’s vital signs is correlated with a significantly lower incidence of clinical complications than the non-monitoring of patients’ vital signs. Implementation of RPM at Mercy Medical Center will be a great leap forward from the existing patient visit, reactive model of care.

Organizational Efficiency and Financial Health Outcomes

Beyond clinical improvements, there are expected to be substantial organization efficiency and financial sustainability gains with Remote Patient Monitoring (RPM). Automated workflows will relieve nursing personnel of time-consuming follow-up actions while enabling them to dedicate more time to other, more critical tasks. Several studies have shown that RPM programs can result in decreased usage of emergency departments and consequently decrease the impact on healthcare dollars. The two sets of outcomes shown are representative of how RPM will enhance operational and financial outcomes at Mercy Medical Center.

Strategies to Generate Buy-In for Technology Implementation

During implementation, evidence-based communication techniques that are clear and easily understood are essential for nurse leaders to use in involving stakeholders. The nurse leader will need to give strong evidence through data that demonstrates the impact of RPM (Remote Patient Monitoring) on patient care and the efficiency of the organization. Additionally, there is evidence that shows that by using transparent communication and making decisions collaboratively, employees are more likely to embrace new healthcare technology. Nurse leaders who are effective communicators can build trust and create a common vision for the implementation of Remote Patient Monitoring (RPM) among all departments.

Evidence-Based Change Management and Communication Strategies

For any successful implementation of Remote Patient Monitoring (RPM), it will be crucial to have a framework in place to support change management, including how staff resist change and how to support change in the workflow. The nurse leader should use model(s) to help guide phase-in/phase-out implementation and engage employees, for example, Kotter’s Change Model. Furthermore, it has been demonstrated that structured change management strategies can significantly enhance the level of adoption of new technologies if implemented among nursing staff.

Cost-Benefit and Stakeholder-Specific Buy-In Strategies

Using a cost-benefit analysis to present the value of RPM to stakeholders and organizational leaders is an effective way to obtain stakeholder and organizational buy-in. Nurse leaders can explain how their organization will save money due to lower rates of readmissions, ER visits, and reduced nurse time with key decision-makers. Whether or not technology has been proven to deliver an economic return on investment is one of the most compelling considerations when deciding to implement technology. These strategies will be more effective if tailored to fit the requirements of internal and external stakeholders for the implementation of RPM.

Conclusion

NURS FPX 6016 Assessment 1 focuses on a near-miss insulin error at Riverside Community Hospital, where a handoff miscommunication almost caused a patient to receive 20 units of insulin. By using evidence-based strategies for buy-in from all key stakeholders along with strong nurse leadership, implementing RPM will help transition care delivery from a reactive to a proactive, equitable, & patient-centered model.

Next Assessment: NURS FPX 6224 Assessment 4