The worsening concern of prolonged waiting times in St. Mary’s Hospital’s Emergency Department (ED) demands an urgent, interdisciplinary intervention. This proposal focuses on implementing strategic measures within the ED. The desired outcome is to enhance patient experiences, optimize resource utilization, and guarantee prompt and effective delivery of healthcare services in the emergency setting.

Objective

The proposed plan involves the introduction of interdisciplinary triaging using diverse professionals such as nurses, physicians, and ED specialists. By leveraging a multifaceted approach to triaging, the objective is to expedite identifying and treating critical cases, reducing waiting times (Corkery et al., 2021). If achieved, this objective will lead to timely responses to patients’ conditions, eventually improving patient outcomes and enhancing organizational efficiency. 

Questions and Predictions

Question # 1: What challenges may arise during the implementation of the interdisciplinary proposal, and how can these challenges be effectively addressed? 

Answer: Potential challenges may include communication issues such as role clarity and information sharing. Implementing clear communication protocols and regular team meetings can help alleviate these challenges. Resource limitations are another challenge that can be mitigated by optimized budgeting and avoiding resource wastage through continuous monitoring. 

Question # 2: What is the estimated time frame and resource allocation required to implement the plan successfully? 

Answer: The timeframe for implementing the plan is within 8-10 months. The required resources are dedicated training programs and educational resources, technological mediums for seamless communication, and adequate financial resources to support infrastructural changes, technological procurement, and training programs. Lastly, we will need the necessary equipment and resources to support efficient triaging, including designated team discussions and consultation areas.

Question # 3: How can the organization sustain the momentum of the interdisciplinary team triaging model? 

Answer: By establishing a culture of continuous improvement, fostering leadership support, and conducting regular performance reviews and protocol updates, the organization can plan the sustainability of the interdisciplinary triaging model.

Methods for Success Measurement

Several evidence-based methods to measure the success of our proposal plan include time-based and team-based performance indicators, which include waiting times, resource utilization, and staff efficiency (Austin et al., 2020). Moreover, patient-related outcome metrics such as mortality and complication rates will provide insight into the areas of improvement. Data collection methods include quantitative methods such as statistical analysis of organizational dashboards. On the other hand, qualitative methods such as patient care surveys, interviews, and focus group discussions must be utilized to gain insights into patients’ and healthcare professionals’ experiences and perceptions of the new triaging system (Johansson et al., 2023). 

Change Theories and Leadership Strategies

The Plan-Do-Study-Act (PDSA) cycle is a methodical approach for continuous improvement. It involves planning a change, implementing it on a small scale, studying the results, and acting on the results to make necessary adjustments or continue the efforts. Alqattan et al. (2021) effectively utilize this change theory to improve care quality in ED and reduce waiting times using various strategies such as interdisciplinary triaging, allocating and recruiting human resources, and establishing standardized communication protocols. This real-world example from the literature depicts the effectiveness of the PDSA model and prepares a foundation for St. Mary’s Hospital to implement the interdisciplinary plan proposal.

During the planning phase, the interdisciplinary team at St. Mary’s Hospital will collaboratively develop a detailed project plan – defining roles, communication protocols, and achievable goals for improving patient outcomes and reducing waiting times. They will then execute the plan on a smaller scale, focusing initially on high-acuity patients, allowing for hands-on experience, recognizing challenges, and using real-time strategies to adapt. In the study phase, the team will collect data on patient waiting times, patient satisfaction, and staff feedback to assess the effectiveness of the triaging model. Based on the study findings, the team will make informed adjustments, fostering continuous improvement and optimizing the syste