Care Delivery Or Nursing Model Change: There Will Be Times W

Care Delivery or Nursing Model Changethere Will Be Times When T

Topic Care Delivery Or Nursing Model Changethere Will Be Times When T

Develop a comprehensive 12-15 slide presentation that proposes a change to a care delivery or nursing model within a healthcare department. Your presentation should outline the background of the issue, the proposed solution, and how this solution addresses the needs of the patient population, stakeholders, and payers. Include a detailed process for implementing the change, expected outcomes, and realistic implications aligned with current and future healthcare financing. Incorporate slide notes or voice-over explanations, and ensure the presentation is supported by at least three scholarly research sources, each cited within the slides. Following the presentation, provide a brief written summary of the feedback received from at least one healthcare administrator, demonstrating practical application in a real-world setting, grounded in evidence-based data, contemporary theories, and healthcare concepts from course resources and current literature.

Paper For Above instruction

Healthcare delivery is constantly evolving to meet the changing needs of populations, technology advances, and healthcare policy reforms. As a doctoral-prepared advanced practice nurse, proposing and advocating for effective nursing models or care delivery changes is vital for enhancing quality, controlling costs, and improving patient outcomes. This paper outlines a strategic approach to developing a presentation advocating for a care model change, including the preparation, justification, implementation, and communication of the proposed change to healthcare administrators, supported by current evidence and theories.

Background of the Issue

Within many healthcare settings, traditional care models often prioritize volume over value, leading to fragmented care, increased costs, and variable patient outcomes. An identified issue is the lack of coordinated, patient-centered care pathways that incorporate evidence-based practices and interdisciplinary collaboration. For instance, hospitals face high readmission rates among chronically ill populations, reflecting gaps in transitional care and follow-up. The need for a more integrated care delivery model, such as the patient-centered medical home (PCMH) or a team-based approach, has become increasingly evident in addressing these deficiencies. Such models aim to foster seamless communication among providers, enhance patient engagement, and improve health outcomes while controlling costs.

The Proposed Solution

The proposed change involves implementing a comprehensive, team-based nursing-led care delivery model that emphasizes coordinated care, enhanced patient education, and proactive management of chronic conditions. This model would reconfigure existing workflows to prioritize preventative care, leverage technology (such as health information exchanges and telehealth), and expand the role of nurse practitioners and care managers. The transition to this model involves restructuring team responsibilities, training staff in collaborative practices, and integrating patient engagement strategies tailored to diverse populations.

How the Solution Meets the Needs of the Population

The new model addresses the needs of stakeholders—including patients, families, healthcare providers, payers, and administrators—by promoting higher-quality care, reduced readmissions, and better resource utilization. For patients, the model offers more personalized and accessible care; for providers, it encourages teamwork and shared accountability; for payers and administrators, it aligns with value-based payment initiatives advocating for efficient, outcome-driven care. Cost considerations include decreased hospitalizations and emergency visits, which tend to drive expenditures. Additionally, involving payers in the design process facilitates alignment with reimbursement reforms favoring population health management. Evidence suggests that such models reduce disparities and improve health metrics, making them a compelling solution (Lee et al., 2018; Biley & Pavey, 2019).

Proposed Change Process to Implement Delivery Model

The implementation process encompasses several phases: planning, stakeholder engagement, pilot testing, refinement, and full-scale deployment. Initial steps involve forming a multidisciplinary team, conducting needs assessments, and establishing measurable goals. Engaging stakeholders—including clinicians, administrators, and patients—is critical to ensure buy-in and address concerns proactively. Pilot programs in selected units allow for testing workflows, collecting feedback, and making iterative improvements. Training programs focus on interdisciplinary communication, technology use, and patient-centered techniques. The rollout is accompanied by continuous monitoring of clinical metrics, patient satisfaction, and cost outcomes, with adjustments made as necessary to optimize effectiveness (Wagner et al., 2020).

Expected Outcomes

Anticipated benefits include improved patient satisfaction, reduced readmission rates, better management of chronic illnesses, and enhanced care coordination. Quality metrics are expected to improve through adherence to evidence-based practices and streamlined workflows. Financially, the model aims to lower unnecessary admissions and emergency department visits, contributing to cost savings. Additionally, staff satisfaction may increase due to clearer roles, better communication, and a focus on holistic care. The ultimate goal is a sustainable, scalable model aligned with the shift towards value-based health care, resulting in healthier populations and more efficient resource utilization.

Implications for Healthcare Financing

This care model aligns with emerging healthcare financing strategies emphasizing value over volume. Its success hinges on reimbursement models that reward efficiency and outcomes, such as bundled payments, accountable care organizations, and pay-for-performance arrangements (Sage, 2016). Implementing this model may initially require investments in training, technology, and process redesign; however, these are offset by reductions in high-cost episodes of care. Future implications include the potential for broader adoption of risk-sharing agreements and innovative payment methods that incentivize quality and cost-effectiveness. Understanding the financial landscape is vital for sustaining the transformative change and ensuring alignment with policy trends and payer expectations (Waltz et al., 2019).

Conclusion

Proposing a structured, evidence-based care delivery model change requires thorough understanding, strategic planning, and clear communication with stakeholders. As advanced practice nurses, leveraging current literature and healthcare theories allows us to develop viable solutions that optimize patient outcomes and align with evolving healthcare incentives. Successful implementation depends on engaging interdisciplinary teams, continuous evaluation, and adaptability to financial and policy shifts. Ultimately, such change fosters a more efficient, patient-centered healthcare system capable of delivering high-quality care now and into the future.

References

• Biley, F., & Pavey, L. (2019). Interdisciplinary collaboration and holistic patient care. Journal of Nursing Management, 27(3), 546-552.
• Lee, S. Y. D., et al. (2018). Impact of team-based care on patient outcomes: A systematic review. Healthcare Management Review, 43(2), 152-160.
• Sage, W. M. (2016). Minding Ps and Qs: The political and policy questions framing health care spending. Journal of Law, Medicine & Ethics, 44(4), 512-519.
• Wagner, E. H., et al. (2020). Achieving better health outcomes through effective care management. Journal of Healthcare Quality, 42(4), 175-183.
• Waltz, C. B., et al. (2019). Healthcare financing and the shift to value-based care. Journal of Health Economics, 68, 102247.