NURS FPX 6224 Assessment 4 Implementation Plan

Implementation Plan

Student Name

Capella University

NURS-FPX 6224

Professor Name

Submission Date

Slide: 01

Hello, my name is ________. The Remote Patient Monitoring (RPM) presentation will be centered on how all medical centers can use RPM as a tool to help manage chronic diseases and enhance patient outcomes. The critical benefits, potential risks and strategies for this type of technology to increase health awareness will be discussed.

Slide: 02

The health care delivery system is changing fast with technology like digital, becoming an integral part of the system. The objectives for enhancing chronic disease management with a Remote Patient Monitoring solution are: Mercy Medical Center hopes to build a culture for chronic disease management and incorporate it into the workflow. If RPM is to be successful, it must be easy to integrate with the current EHR system to provide efficient decision-making with patients in a timely manner. This is followed by a discussion on the rationale behind the implementation of RPM, the benefits, risks and implications for the long term.

Slide: 03

Purpose, Benefits, and Risks of Implementing Technology

The purpose of RPH at Mercy Medical Center will be to develop real-time access to data, as well as a patient-centered focus to improving the delivery of health care. The gaps to be elaborated in this initiative include: lack of 24×7 monitoring, late interventions and lack of follow-up with the chronic disease management, etc. Some of the reasons for using RPM include an increased number of patients needing greater health care services, a reduction in hospital readmission rates and quality enhancement of care. RPM makes it easier to allow free flow of data and enables the early identification of changes in health to facilitate the inclusion of the healthcare model of ‘reactive’ to ‘proactive’.

Slide: 04

In the case of RPM, its use of it will produce “Giant” companies. It improves the results of workflow, manages the use of personal resources and promotes better clinical decision-making with up-to-the-moment patient data. Patients will have greater access to health care services, especially those that require mobility (such as those who are unable to leave home), as well as being able to manage them at home. It will result in improved patient-provider relationships and better patient outcomes through timely interventions with continuous monitoring, which will lead to improved Patient Satisfaction.

Slide: 05

The above are its merits but on the other hand, there are potential risks also that would be present during its implementation. Patient privacy and security remain important issues; as will be the resistance to change among the employees who will have to change to new procedures. The incompatibility of the systems and the interference that occurs when monitoring can also be a problem. Also, if your patient(s) and healthcare providers are not digitally connected, then it can impact your ability to properly leverage your RPM tools. Without proper management, these obstacles may result in issues with adoption and might affect the program’s success rate.

Slide: 06

A number of mitigation measures will be implemented by Mercy Medical Center to deal with these challenges. Custodial systems, regular audits of the systems and the encryption of patient information will be used to keep patient information safe. Minimized resistance to using the RPM systems will be achieved by staff engagement programs (effective communications and well-organized training programs). A compatibility testing process will be employed in combination with a phased rollout to ease the process of bringing it to the existing technologies. The system will also be delivered with ongoing technical help and resources, enabling patients and staff to fully utilise the system, leading to long-term system success.

Slide: 07

Implementation and Training Plan Technology Integration

To implement a Remote Patient Monitoring (RPM) program in Mercy Medical Center, a series of steps in an organized plan must be taken that involves the participation of various departments. A few activities to be implemented in the process include: Infrastructure assessment, purchase of RPM devices, system software configuration, and integration with the existing EHR system, test of the systems and general implementation of the system.

The clinical informatics specialists will not only be in the lead to establish the workflow, but they will also be involved in the installation of the system by the information technology (IT) team. Nurse leaders will be some of the first change makers as they will be responsible for changing the workflow and making it easy for the technical/clinical teams to communicate. The unit managers will also give the staff members a super user status to be able to assist and ease their transition.

The rollout process will begin during the 2 weeks of infrastructure consideration and equipment purchasing, continue for the following 3 weeks following by the equipment installation and setup. The pilot will be done for a month in one department (or more) selected for the performance of the system to collect User feedback and technical feedback to solve possible problems. Following the system refinement, based on the outcomes of the pilots, the system will then be rolled out to the rest of the organisation in two months. Full deployment of the operational system, good pilot results and completion of system integration will support the project in accomplishing its task. This 4-month period should give sufficient time to ensure a stabilization of the system, get the staff and address the issues.

Slide: 08

The implementation of RPM technology must be carried out appropriately, which means proper training has to be conducted. The first thing they will have to do is to train an appropriate team of staff regarding how to operate the system, troubleshooting and the function the system plays in clinical activities. They will then be given more opportunities to train the nurses, doctors and administrators. These will include the workshops and simulation as well as the use of the digital learning modules, to provide increased interaction and learning. Training will be in working with the monitoring devices, interpretation of the patient data and how to record this information in the electronic system. The six-week training period will take place in parallel to the pilot period to allow sufficient time both to learn and to allow a slow acclimatization process.

This plan would also require resources in order to accomplish the following: Implement and train teachers on the RPM equipment, mobile application, IT (Information Technology) staff to assist with implementation and training RPM teachers and continuous in-service patient adherence support implementers. The implementation plan will take into account staff availability, minimizing disruption to work practices and best using an organisation’s resources. To ensure involvement and response to concerns on time, periodic team gatherings, well-defined communication, and continual feedback systems will be put in place. These will support an ongoing and seamless transition and uptake of this technology.

Slide: 09

Assessing the Effectiveness of the Implemented Technology

The responses from staff surveys and system audit reports will provide increased clarity around the effectiveness of the workflow and staff errors related to documentation. Additionally, the adherence to the treatment and other clinical parameters, such as blood pressure and glucose, will be assessed with RPM systems. The time points will include a number of points where data will be collected, baseline data to collect prior to implementation, 30, 90 and 180 days post-implementation data to collect.

This time frame can be applied to analyse the MTF performance in the short-and long-term. Progress will be monitored through progress reports and an additional measure of progress will be gained through quarterly stakeholders’ review meetings. A real-time data dashboard will also help to continuously monitor and make informed decisions. Effectiveness of New Technology on Desired Outcomes includes data about how effective the new technology is in achieving desired outcomes.

Once the evaluation process indicates that the RPM is not effective in achieving the desired outcome the steps needed to remedy the RPM will be discussed. They can be used to improve staff training and/or to optimize the functionality of the equipment; for patient training (to further augment existing communication between patient and provider); or for better patient training. The stakeholders’ feedback, created throughout the process, will then be leveraged to make continuous improvements and there is a potential to utilise backup systems if the critical period experiences difficulties. This will be supplemented with ongoing evaluation and optimization of the implementation process by using the Plan-Do-Study-Act (PDSA) cycle.

Effectiveness of New Technology on Desired Outcomes

As soon as the results of the evaluation process suggest that the RPM is not successful in providing the desired outcome, the measures to correct the RPM will be presented. These can be utilized to enhance staff training and/or to fine-tune the functionality of the devices, to enhance communication that already exists between the patient and the provider, or to strengthen patient training efforts. The feedback generated in the process by the stakeholders will be used to continuously improve, and at the same time, there will be a possibility of using backup systems if the critical period faces difficulties. The Plan-Do-Study-Act (PDSA) cycle will be used to supplement this with continuous efforts of evaluation and optimization of the implementation process.

Slide: 10

The Nurse Leader’s Role in Communication and Collaboration

The nurse leader will be involved in the coordination and communication of the various interested groups when establishing the Mercy Medical Center’s Remote Patient Monitoring (RPM). This role involves liaising with the Clinical, IT experts and the Executive to raise the concerns with them, and back feeding and incorporating those as they go. When communication is planned and incidents are followed up on, defiance and co-operation will be possible between the nurse leaders and it will become much easier to introduce new technologies. Effective communication will also help to reduce uncertainty and help staff to adapt to new workflow as a result of the implementation of RPM.

There will be different communication approaches that will be used during the implementation process to ‘tell and talk’ to inform and engage all people. The formal approach to communication will continue with the rest of the organization using e-mail, scheduling meetings and training sessions in which the staff will be alerted to the project, their roles and schedules. Informal socialization, interpersonal (face-to-face) discussion, is able to get feedback, clarification, and direct assistance. Materials, including a dashboard, progress charts and implementation timelines, help create a better understanding by communicating key information in an easy-to-use manner.

Slide: 11

Shared Decision Making

Implementing RPM will need teamwork in the decision-making process, as it will influence the clinical workflow and patient care processes. Nurse leaders also involve other nurses on the front line, doctors, and other health personnel in planning and decision-making to contribute to the planning. With this rather catholic approach, it will be possible to catch the problem at the very first stage of the working processes, and raise the employees’ willingness and desire for the new system as well. The proactive role of clinical teams, along with clinical involvement, also translates to the technology meeting real-life care needs and being more practical.

Communication Strategies

RPM has been implemented by a variety of stakeholder groups, and the methods for communicating the program should vary in terms of being appropriate to the groups involved. Evidence-based information, demonstration, and peer discussions work in tandem to enhance the awareness and confidence of the clinical staff to use the technology. Ongoing feedback is one other technique the IT teams use to “polish” the system’s performance and to get to the bottom of technical issues. The organisational leaders should be provided with short reports on the results, budget, and progress in terms of goal objectives. Effective communication during the use of RPM tools means nurse leaders have to use simple language and simple instructions to communicate with patients. The specific efforts encourage good partnership working and contribute to good implementation.

Slide: 12

Strategies and Monitoring Activities for Sustainable Technology Use and Upkeep

Stable systems of support and continual monitoring should be established to ensure the success of RPM in the long term at Mercy Medical Center. The IT team of its own will be responsible for maintaining the system, which will be the task they have to do to keep the system running, providing technical support, and upgrading it on a regular basis. It will be minimised, and the risk of technical failure due to regular maintenance activities (test, evaluation of performance, etc.) will be reduced. The system can be monitored to alert to any problems at the earliest opportunity, by checking the frequency with which it is being used, the quality of the data, and whether it is complying with the law.

The feedback mechanisms will be informed by staff surveys and focus group discussions to help inform the issues with workflow and training needs. The effectiveness of the system integration, response times, and the results of key performance indicators will be tracked and incorporated into the continuous improvement. There is a need to encourage nurse leaders to have regular interdisciplinary meetings with the IT professional and clinical staff to foster the assessment and decision-making process.

Upcoming evidence-based practices and continuous education of staff are now other factors that will continue to help the effectiveness of RPM. Both refresher training and constant training will be implemented to ensure that staff are confident and competent to use the technology. While nurse leaders will build personal accountability, foster trust and employee connectivity, and implement a technology-based infrastructure, process stability will fall to the IT departments. Teachers will continually be the guides to Training programmes of very high standards. All of these will lead to effective, flexible, and goal-directed use of RPM.

Slide: 13

Conclusion

By implementing RPM at Mercy Medical Center, they will be taking a significant step toward better management of chronic diseases, as it has the potential to enhance patient outcomes, boost clinical efficiency, and improve organizational performance. Nurse leadership also brings desirable qualities to the task of transitioning, including communicating, collaborating, and executing a process of transition.

If the system is constantly evaluated and extra training of staff is provided, and evidence-based strategies are introduced, it can be sustainable and efficient in the long term. The latter will be proactive planning and will minimize challenges prior to the integration. A good technical support system and user participation will help achieve successful integration, which will aid the organization in providing high-tech services to high-tech patients.

For complete details and All assessments: NURS-FPX6224 Healthcare Technology and Informatics