NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal EN

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal EN

Interdisciplinary Plan Proposal

The issue of short staffing remains a critical part of patient care. Anything can go wrong with short staffing from falls to medication errors. This proposal will outline a plan in attempting to solving this issue of short staffing within the organization and particularly the nursing department. The desire outcome is to improve the quality of care for patients and a better working environment for the staffs.

Objective

The problem of short staffing remains a big issue to many companies and particularly to Berkshire company. My plan will propose possible solutions to this problem such as letting the organization revisits their employment terms and conditions because sometimes staffs are not staying because they cannot meet up with the company’s demand as must work certain days, holidays and hours I had been a victim of this before. Also, my plan will propose sign on and referral bonuses and employees’ incentives. With this, I hope it will help maintain and add more employees to the organization by so doing improve the working conditions of the already exhausted employees by reducing their workload and reducing room for errors on one hand and the other hand improve the quality-of-care render to patients. “One of the main factors to the nurse staffing in many countries are the inadequate policies and poor workforce planning. Consequently, nurses are experiencing work conditions with heavy workload, lack of workforce, unusual work hours, lack of support, stress and other risks”, (Tamata et al, 2021).

Questions and Predictions

Now that my objective is in place and the plan, questions may arise which is a normal thing to do to evaluate your objective/plan. The first would be what terms and conditions does the organization need to revisit? This company has loose staffs both CNAs and nurses because one of their term and condition is that you must work certain holidays and if after working that holiday and you call out before that pay period ends, you don’t get paid the holiday rate. This company must be flexible with issues like this and know that if not all but more than half of their employees are family people and emergencies will always come up. Again, their call out policy need to be look at. Three called out only in a year is far from being a reality the company need to be flexible on this too. If these are revisit, I believe those potential employees who after applying leaves after orientation will stay and this will go a long way to increase the organization’s staff and improve patient care and outcome. Little things matter.  

Secondly, to the already employed staffs that are working short, exhausted and fade up, question what will the organization do to prevent them from quitting? Offer referral bonuses, employee incentives, offer opportunities of continuing education with organization paying part or all of tuition depending on individual situation. Increase the pay rate at least by dollars not cents invest in your current staff and stop paying too much through agencies. If you can afford agencies staff then you can equally compensate and keep your staff and finally let them know they are important, the administrators should go to the units and look at these employees and tell them thank you for your services it’s very important. Give nurses and other wide multidisciplinary teams a pay rise that keeps pace with the cost of living, not another 1% increase, (Nursing Standard, 2017).

Change Theories and Leadership Strategies

The issue of short staffing in an organization can never be over emphasize because of how important it is to have enough staffs for the proper functioning of the organization. The change theories of MCkinsey’s 7-S model “The model is less hierarchical and more holistic allowing people to organize the various aspects they need to address an issue in a way that works best for their approach”, (Smith, 2021) and the leadership strategies of communication, engagement and commitment will help the organization buy-in for this proposal plan from an interdisciplinary team to collaborate, foster and implement the plan. “Success requires engagement of leadership and staff with commitment to the process, establishment of a multidisciplinary team to guide and problem solve, transparency in implementation, and ongoing evaluation”, (Vortherms et al, 2018).  This plan has the best interest of the organization at heart to improve not just the name, but the working conditions of the employees and the safety of patients entrusted under it care.

Team Collaboration strategy

The success and failure of every team depends on one of the most important aspects of collaboration which is communication. With proper communication, the implementation of the plan proposal will be possible. In this organization, the parties responsible for the realization of this plan are the nurses’ assistants, nurses, human resource personnel, administrator and the cooperate office. The human resource person is responsible for communicating with the nurses and their assistant’s gathering information on their own opinions/suggestions on how they can together solve this short staffing problem because they are the people who are suffering the most and should have a say on the way forward. The resource personnel will intend convey their ideas to the administrator who will then table them before the corporate.

Short staffing is very detrimental when it comes to the safety and care of patients. It should be handled with a lot of concern and almost as an emergency and the interdisciplinary team involve must communicate and communicate. “Enhanced communication leads to decrease workloads by minimizing duplicated effort and increasing knowledge. Building relationships with professionals in other disciplines for better understanding”, (Jakubowski Perron,2018). So therefore, the objectives as proposed above such as revisiting some of organization’s employment policies, increasing the pay for the already employed staff can be achievable in less than no time if there is communication. 

Required Organizational Resources

This organization in question Berkshire is an NGO. The government has directed a lot of money and materials to this company from the annual report the head office sent every year. My rough estimates of the monetary resources needed for this plan proposal to be successful is about one million dollars. This excludes working materials because the organization has enough. The monetary amount is very realistic for this organization. This organization’s biggest problem is short staffing and almost everything causing it is because of payment.

However, if this proposal is successful, it will add more employees to the company and patient care will be improved. By so doing the rating will go up and many family members will want to bring in their families thus more disbursement from the government to the company’s resources. If this problem of short staffing persist or get worse, it will be of high cost to the organization because they will have to go for agency staffing which will be much more costly than employing it own staffs.

References

Jakubowski, T.L., Perron, T.J., (2018). Interprofessional Collaboration Improves Healthcare. Reflection on Nursing Leadership

Smith, C. (2021, March 17). Essential Theories of Change Management. Change! Change Management News & Tips.

https://change.walkme.com/important-theories-of-change-management/

Solutions for Nursing Shortage. (2021, sept 16). The pipestone. Retrieved from

http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspap ers%2Fsolutions-nursing-shortage%2Fdocview%2F2573295276%2Fse-2%3Faccountid

%3D27965.

Tamata, A. T., Mohammadnezhad, M., & Tamani, L. (2021). Registered Nurses’ Perceptions on the Factors Affecting Nursing Shortage in the Republic of Vanuatu Hospitals: A Qualitative Study. PloS One, 16(5) doi:http://dx.doi.org/10.1371/journal.pone.0251890.

Vortherms, J., Spoden, B., Wilcken, J., (2015). From Evidence to Practice: Developing an Outpatient Acuity-Based Staffing Model. Critical Journal of Oncology Nursing 19 (3), p 332-337.  

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