NURS FPX 6214 Assessment 3 Implementation Plan

Name

Capella university

NURS-FPX 6214 Health Care Informatics and Technology

Prof. Name

Date

Implementation Plan

Technological innovation is transforming healthcare by delivering care directly to patients’ homes more efficiently. Integrating cutting-edge technologies is essential for healthcare organizations to maintain their competitive edge and improve care quality (AlQudah et al., 2021). Our proposed Remote Patient Monitoring (RPM) system at the Mayo Clinic aims to optimize the continuous collection of health data in real-time, improving the management of Congestive Heart Failure (CHF). This implementation framework outlines the key steps required to deploy this telehealth innovation, ensuring effective patient outcomes.

Assessment of Existing Infrastructure and Identification of Gaps

Assessing the effectiveness of Mayo Clinic’s current telehealth infrastructure is crucial for implementing the RPM system. Key factors to consider encompass network capacity and system compatibility, which are vital to immediate data exchange and seamless connection with present Electronic Health Records (EHR). Additionally, assessing the network’s performance, consistency, and security protocols is essential to ensure the RPM system’s demands are satisfied (El-Rashidy et al., 2021). To integrate the new RPM technology, the Mayo Clinic must update its existing infrastructure and applications.

This entails ensuring that RPM equipment integrates with existing infrastructure and has adequate performance and memory capacity. Additionally, upgrading the network framework to accommodate increased data throughput and ensure secure information exchange will be necessary. Additionally, addressing the volume of data being handled and its incorporation into the Electronic Health Record (EHR) is essential (Boikanyo et al., 2023). These improvements avoid possible problems that can disturb CHF management and influence the general experience.

NURS FPX 6214 Assessment 3 Implementation Plan

Introducing the RPM system will require various transformations throughout the institution. These adjustments involve enhancing the system framework to manage the higher volume of data traffic. Additionally, the changes include adopting advanced security protocols to safeguard sensitive information (Das et al., 2020). The proactive management of these updates will facilitate a seamless shift to the new system and enhance its advantages for CHF patients.

Regardless of careful scheduling, information breaches and uncertainties can influence the RPM system’s implementation. For instance, staff’s specific training conditions, such as technology proficiency levels, affect their adaptation to the system. Additionally, workflow integration challenges and interdepartmental communication barriers can emerge, impacting the new system’s incorporation into the center (Thomas et al., 2021). Moreover, the actual requirements for immediate data exchange vary with the number of patients and the frequency of data access. Ongoing evaluation and specialized guidance are vital to resolve these nonentities and achieve effective system implementation.

Assignment of Tasks and Responsibilities

Efficient implementation of the RPM structure at the Mayo Clinic demands precise task and responsibility allocation. Although I will assign certain duties to the team, responsibilities such as patient engagement and education will fall under my domain. This role is vital for assisting CHF patients with the new RPM technology, helping them grasp how it works, utilize it properly, and stay actively involved in their care Coffey et al., 2022). The rationale for this approach is to ensure patients receive consistent support, which enhances the technology’s efficiency in improving patient care outcomes. An alternative strategy could involve delegating patient education to a dedicated team member specialized in health coaching (Coffey et al., 2022).

The program organizer will oversee the entire execution of the RPM operation. It includes setting goals, monitoring performance, and making sure that staff remains focused on their tasks. The project manager will also coordinate with third-party providers and specialists to ensure that all system specifications are fulfilled and incorporated seamlessly (Coffey et al., 2022). Secondly, the Information Technology (IT) squad, managed by the Chief Information Officer (CIO), will oversee the implementation of the system and manage its IT components. This will involve an alternative approach of enhancing IT systems, setting up the essential equipment and applications, and verifying compatibility with the current EHR platform. Furthermore, they will implement data security protocols to safeguard sensitive patient information (Cousins et al., 2023).

NURS FPX 6214 Assessment 3 Implementation Plan

Next, the training manager will handle workforce development. It includes designing training resources, facilitating training sittings, and delivering ongoing support to ensure that all employees are skilled in operating the RPM structure. The instructor is involved in collecting responses to improve instruction plans as required. Finally, the healthcare workers will manage the integration of CHF patients into the RPM arrangement (Shaik et al., 2023).

Healthcare providers will also make sure individuals understand the importance of consistent tracking and communication. The rationale for delegating tasks according to expertise will improve efficiency and utilize all health team strengths. Although the existing approach centers on operating in-house resources, alternative methods will involve delegating certain functions, like system setup, to expert associates. This strategy may be adopted if in-house capabilities are constrained and prompt implementation is required.

Implementation Schedule

Creating an execution plan for the RPM structure at the Mayo Clinic includes a structured method with a clear schedule. Initially, the preparation stage, spanning one month, will emphasize comprehensive plan development, shareholder involvement, and source attainment. Next, the setup period, extending over one month will emphasize establishing the infrastructure, obtaining essential tools, and creating educational materials. Subsequently, the education period, lasting one month, will guarantee that all personnel are experts with the skill. This workout will boost the workers’ readiness to adopt it efficiently (Ferrua et al., 2020).

The following one-month trial stage will deploy the RPM structure in a precise setting to collect input and create amendments. Lastly, the placement stage, which will be ongoing for two months, will deploy the expertise throughout the hospital, offering constant backing and supervising. As an alternative approach, if any stage encounters major setbacks, we will extend the trial period by an additional month to guarantee comprehensive problem-solving and adjustments. At the same time, we will implement a contingency plan to briefly use manual record-keeping alongside the current system to ensure continuous service for patients. This strategy provides pliability and reduces disturbances throughout the complete operation of the RPM system.

NURS FPX 6214 Assessment 3 Implementation Plan

The execution strategy will employ a gradual shift from the former technology to the innovative one to diminish disturbance. Firstly, both structures will operate simultaneously through the trial stage to safeguard smooth incorporation and to quickly resolve several unexpected problems. Data will be transferred from the current EHR system to the new RPM system through Bluetooth-connected devices (Lawrence et al., 2023). This method facilitates a more seamless transition and reduces risks linked to abrupt technology changes. If there are shifts in the timeline, such as procurement delays and unexpected technical issues, we will prioritize keeping stakeholders informed and will adjust resource allocation as required.

Staff Training Requirements and Strategies

The development of identifying staff training requirements and approaches for the RPM system at the Mayo Clinic requires a detailed, role-specific approach. First, the nursing staff will need instruction on how to use RPM to monitor CHF patients and interpret data, improving our capacity to deliver hands-on supervision. Comprehensive instruction is essential for helping employees adapt to novel expertise and achieve optimistic results (Ferrua et al., 2020). Second, the managerial personnel will receive training to direct personal information entry and system management.

Instructional workshops will be scheduled during the setup and trial phases to match operational capabilities, ensuring that team members are skilled before complete deployment. To guarantee that personnel are effectively trained, we will adopt a combined learning method incorporating virtual classes, written guides, and interactive seminars to meet diverse learning needs and timelines.

NURS FPX 6214 Assessment 3 Implementation Plan

Furthermore, training will consist of simulation exercises to replicate real-life patient scenarios, offering hands-on experience with the remote technology system (Annis et al., 2020). Additionally, ongoing support will be provided through follow-up sessions and continuous education resources to address emerging issues and maintain skill expertise. Training effectiveness will be assessed through evaluations and responses from workers to recognize any shortcomings and adjust instructing methods as desired (Annis et al., 2020).

The assumptions underlying these decisions contain the provision of adequate training sources and the accessibility of staff throughout planned meetings. It assumes that staff engage completely with the training, enabling them to adapt to the new technology quickly. Additionally, continuous communication and feedback mechanisms will be employed to confirm these assumptions throughout the training, allowing for timely adjustments if needed. This organized strategy is designed to enhance staff preparedness and reduce disruptions during the RPM system implementation at the Mayo Clinic.

Strategy for Collaborating with Patients and Healthcare Providers

The approach for communicating with CHF individuals and medical experts includes encouraging buy-in and facilitating the smooth adoption of RPM technology at the Mayo Clinic. Individuals and medical practitioners exhibit different responses to the novel technology. Some embrace it for its convenience and enhanced care access, while others resist and are insecure about adopting innovative skills (Thomas et al., 2021). Furthermore, acceptance features comprise fears about information security, patients’ technical knowledge, and social obstacles.

A crucial tactic for working with patients is to hold comprehensive training sessions on remote patient monitoring technology and guarantee that individuals grasp its advantages and application (Tan et al., 2024). Moreover, providing constant provision will also help report uncertainties and encourage acknowledgment. An alternative method is to involve healthcare professionals in the policymaking process, incorporating their insights into system capabilities and procedures. Constant training and encouragement will improve their involvement and competence with the novel skill (Kirkland et al., 2023).

This approach assumes that both patients and healthcare providers are prepared to embrace new technology. It relies on comprehensive training and support systems to address any concerns, along with robust communication channels for feedback and ongoing refinement. Additionally, consistent engagement with patients and staff will verify these assumptions. It ensures that the technology’s implementation aligns with the healthcare center’s broader objectives of improving patient care and operational efficiency.

Post-Deployment Evaluation and Maintenance Strategy

Establishing a comprehensive strategy for evaluating and maintaining telehealth technology post-deployment is essential for ensuring its success and effectiveness. Initially, workflows will need to be adapted both immediately and extended, demanding unceasing evaluation to enhance efficacy and incorporation with current procedures. Feedback from staff and patients gathered through surveys and analytics will be crucial for identifying successes and areas for improvement, enabling timely modifications. Patient feedback is vital for driving positive outcomes and quality improvements in any healthcare setting (Berger et al., 2020).

Key priorities in upkeep will involve ensuring system dependability, adaptability, and data security, complemented by frequent upgrades and anticipatory problem-solving to minimize interruptions and sustain functionality. Moreover, assessment standards need to be explicitly outlined, including indicators like patient contentment, hospital return rates, and worker’s reactions to notifications. Elevated patient contentment will designate the technology efficacy in improving the personnel knowledge and approval with distant supervising (Rhoden et al., 2022).

Lower clinic return frequencies will signify the technique’s effectiveness in handling individual health in outdoor conventional medical environments. It reduces the necessity for admission to the health center. A strong team engagement rate with vigilant administration will showcase the organization’s capacity to enable prompt interferences and safeguard personal security within vigilant nursing and swift comebacks to vital notifications (Rhoden et al., 2022). These benchmarks are essential for evaluating the effectiveness of the RPM program and directing upcoming enhancements. This practical method intends to create a reactive and adaptable telehealth setting that addresses developing organization requirements.

Conclusion

The implementation of the Remote Patient Monitoring (RPM) system at Mayo Clinic is a transformative step towards enhancing care for CHF patients through real-time health data collection. The strategy emphasizes the need for continuous evaluation, effective training, and robust maintenance to ensure the technology’s success and integration with existing systems. By focusing on patient satisfaction, reduced hospital readmission, and efficient alert management, this approach aims to improve patient outcomes. Additionally, it seeks to enhance operational efficiency and adapt to evolving healthcare needs.

References

AlQudah, A. A., Al-Emran, M., & Shaalan, K. (2021). Technology acceptance in healthcare: A systematic review. Applied Sciences, 11(22). https://doi.org/10.3390/app112210537

Annis, T., Pleasants, S., Hultman, G., Lindemann, E., Thompson, J. A., Billecke, S., Badlani, S., & Melton, G. B. (2020). Rapid implementation of a COVID-19 remote patient monitoring program. Journal of the American Medical Informatics Association, 27(8), 1326–1330. https://doi.org/10.1093/jamia/ocaa097

NURS FPX 6214 Assessment 3 Implementation Plan

Berger, S., Saut, A. M., & Berssaneti, F. T. (2020). Using patient feedback to drive quality improvement in hospitals: A qualitative study. BMJ Open, 10(10), e037641. https://doi.org/10.1136/bmjopen-2020-037641

Boikanyo, K., Zungeru, A. M., Sigweni, B., Yahya, A., & Lebekwe, C. (2023). Remote patient monitoring systems: Applications, architecture, and challenges. Scientific African, 20(1), e01638. https://doi.org/10.1016/j.sciaf.2023.e01638

Coffey, J. D., Christopherson, L. A., Williams, R. D., Gathje, S. R., Bell, S. J., Pahl, D. F., Manka, L., Blegen, R. N., Maniaci, M. J., Ommen, S. R., & Haddad, T. C. (2022). Development and implementation of a nurse-based remote patient monitoring program for ambulatory disease management. Frontiers in Digital Health, 4, 1052408. https://doi.org/10.3389/fdgth.2022.1052408

Cousins, K., Hertelendy, A. J., Chen, M., Durneva, P., & Wang, S. (2023). Building resilient hospital information technology services through organizational learning: Lessons in CIO leadership during an international systemic crisis in the United States and Abu Dhabi, United Arab Emirates. International Journal of Medical Informatics, 176, 105113. https://doi.org/10.1016/j.ijmedinf.2023.105113

NURS FPX 6214 Assessment 3 Implementation Plan

Das, S., Siroky, G. P., Lee, S., Mehta, D., & Suri, R. (2020). Cybersecurity: The need for data and patient safety with cardiac implantable electronic devices. Heart Rhythm, 18(3), 473–481. https://doi.org/10.1016/j.hrthm.2020.10.009

El-Rashidy, N., Sappagh, S., Islam, S. M. R., Bakry, H., & Abdelrazek, S. (2021). Mobile health in remote patient monitoring for chronic diseases: Principles, trends, and challenges. Diagnostics, 11(4), 607. https://doi.org/10.3390/diagnostics11040607

Ferrua, M., Minvielle, E., Fourcade, A., Lalloué, B., Sicotte, C., Palma, M., & Mir, O. (2020). How to design a remote patient monitoring system? A French case study. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05293-4

Kirkland, E. B., Johnson, E., Bays, C., Marsden, J., Verdin, R., Ford, D., King, K., & Sterba, K. R. (2023). Diabetes remote monitoring program implementation: A mixed methods analysis of delivery strategies, barriers and facilitators. Telemedicine Reports, 4(1), 30–43. https://doi.org/10.1089/tmr.2022.0038

Lawrence, K., Singh, N., Jonassen, Z., Groom, L. L., Alfaro Arias, V., Mandal, S., Schoenthaler, A., Mann, D., Nov, O., & Dove, G. (2023). Operational implementation of remote patient monitoring within a large ambulatory health system: Multimethod qualitative case study. JMIR Human Factors, 10, e45166. https://doi.org/10.2196/45166

Rhoden, P. A., Bonilha, H., & Harvey, J. (2022). Patient Satisfaction of Telemedicine Remote Patient Monitoring: A Systematic Review. Telemedicine and E-Health, 28(9). https://doi.org/10.1089/tmj.2021.0434

NURS FPX 6214 Assessment 3 Implementation Plan

Shaik, T., Tao, X., Higgins, N., Li, L., Gururajan, R., Zhou, X., & Acharya, U. R. (2023). Remote patient monitoring using artificial intelligence: Current state, applications, and challenges. WIREs Data Mining and Knowledge Discovery, 13(2), e1485. https://doi.org/10.1002/widm.1485

Tan, S. Y., Sumner, J., Wang, Y., & Wenjun Yip, A. (2024). A systematic review of the impacts of RPM interventions on safety, adherence, quality-of-life and cost-related outcomes. Npj Digital Medicine, 7(1), 1–16. https://doi.org/10.1038/s41746-024-01182-w

Thomas, E. E., Taylor, M. L., Banbury, A., Snoswell, C. L., Haydon, H. M., Gallegos Rejas, V. M., Smith, A. C., & Caffery, L. J. (2021). Factors influencing the effectiveness of remote patient monitoring interventions: A realist review. BMJ Open, 11(8), e051844. https://doi.org/10.1136/bmjopen-2021-051844

Thomas, K. A. S., O’Brien, B. F., Fryday, A. T., Robinson, E. C., Hales, M. J. L., Karipidis, S., Chadwick, A., Fleming, K. J., & Davey-Quinn, A. P. (2021). Developing an innovative system of open and flexible, patient-family-centered, virtual visiting in ICU during the COVID-19 pandemic: A collaboration of staff, patients, families, and technology companies. Journal of Intensive Care Medicine, 36(10), 1130–1140. https://doi.org/10.1177/08850666211030845