NURS FPX 4005 Assessment 04: Stakeholder Presentation
Student name
Capella University
NURS- FPX4005
Professor Name
Submission Date
Stakeholder Presentation
Hello everyone. My name is ________. As a nurse in a Riverbend Community Hospital, I will introduce you to the problem of delayed discharges in our medical-surgical units and offer an interdisciplinary collaboration solution that would be founded on a standardized communication model, our solution implementation plan, the resources required, and the evaluation of the effectiveness of the solution.
The presentation will summarize an evidence-based, practical interdisciplinary intervention plan that could be utilized to reduce delayed discharges at Riverbend Community Hospital. I will explain how I will enhance the efficiency of nurses, physicians, case managers, and therapists by improving their communication through an organized round and a shared communication tool. This strategy is aimed at ensuring that the needs of the patients and medical staff are taken into consideration, and all individuals should be open and responsible. I am trusting you to give me your consent and approval of this plan so that we can commence a pilot in one of our units.
Organizational Issue
Late discharge is one of the endemic issues in Riverbend Community Hospital, especially in the medical-surgical unit. These delays are normally attributed to communication lapses among the providers, a lack of clarity on what is required in the discharge, and ineffective documentation. This is because of the failure to share information in an orderly way, which results in slow decision-making. It was established that the magnitude of communication failures is the cause of a substantial portion of unnecessary delays during the discharges and the inefficiency of the care team (Ghosh et al., 2021). Not only does this lead to a hindrance in the flow of patients, but it also impacts patient safety and satisfaction. The lack of structured communication processes in hospitals is more likely to increase the length of stay and result in unnecessary readmissions to acute care (Vries et al., 2023). The plan presents a proposal of the Situation, Background, Assessment, and Recommendation (SBAR) framework and the systematic interdisciplinary approaches as standardized communication tools that can resolve these issues (Institute for Healthcare Improvement, 2025). The strategy is effective in reducing the number of patients hospitalized, enhancing the effectiveness of operations, and aiding in improving patient outcomes.
Consequences of Not Addressing the Issue
Failure to address such a problem will continue to affect patients, staff members, and the organization negatively through delays in discharges. Patients may spend more time in the hospital than necessary, and this exposes them to being exposed to hospital-acquired complications and, therefore, readmission. Another indication is the evidence that directly links the discharge communication with the high readmission rates and the inadequately high continuity of care (Zanetoni et al., 2023). Inefficient throughput also implies that the hospital experiences a strain in its operation, a reduced bed capacity, as well as a higher loss of money (Vries et al., 2023). This not only leads to demotivation but also to burnout in the nurses and physicians in the long run. Not resolving the communication gap that leads to such delays, Riverbend will become vulnerable to even more patient dissatisfaction, unnecessary expenditure, and poor cross-disciplinary team performance.
Relevance of Interdisciplinary Team Approach
The best remedy to this situation is a collaborative interdisciplinary approach to teamwork among all the providers involved in the care of a patient, in which they meet regularly to discuss their concerns. The interprofessional collaboration with the help of standardized tools allows to reduce confusion and omissions, and makes the process of discharge planning safer and more efficient (Zanetoni et al., 2023). Planned communication and team rounding have also been proven to allow nurses, physicians, case managers, pharmacists, and other professionals to improve their coordination and offer more patient-centered services (Aldamouk, 2024). The involvement of all the disciplines will ensure that the discharge planning is executed in such a manner that considers the clinical, social, therapy, and case-management needs.
Evidence-Based Interdisciplinary Plan Summary
Objective
The most important aim of the plan is to reduce the discharge delay by introducing the standardized communication process involving both the SBAR framework and organized interdisciplinary rounds in which the positions of all disciplines would discuss the patient status, and the demands of discharge would be verified at least 24 hours before the expected discharge. It complies with the fact that systematic discharge communications lead to improved outcomes (Ghosh et al., 2021). This objective will enable the utilization of decisions in time, reduce confusion, and simplify care transitions.
Working
The effectiveness of this scheme lies in the fact that it implies the incorporation of the SBAR format and interdisciplinary daily conversations. Through such brief huddles, each member of the team communicates the respective updates, which are understandable and applicable, in regard to the element of the SBAR, in a manner that the team members need not skip any task and be left with vague expectations. SBAR has been proven to improve accuracy, reduce communication, and contribute to the faster decision-making process when planning discharge (Aldamouk, 2024). All information will be exchanged electronically and verbally in the form of brief huddles daily, as well as a standardized discharge worksheet.
Role of the Interdisciplinary Team
The interdisciplinary team is an important element of the strategy. Nurses add the clinical assessment and education requirements. Medical preparedness is explained, and discharge orders are made by doctors. The follow-up appointments, insurance clearance, and community services are arranged by case managers. Therapists provide information about mobility issues, treatment needs, and the safety of the house. The responsibility is shared, and thus, the team predicts the obstacles early enough and does not have to scramble at the last minute, which can help the discharge planning and make it safe and efficient (Stanz et al., 2021). In this plan, communication is predictable and goal-oriented, and this enables the team to achieve success.
Implementation of Interdisciplinary Plan
To introduce the plan, it is going to be performed in the medical-surgical units of the Riverbend Community Hospital, where delays and confusion prevail in the discharge planning. Recently, an evidence-based communication plan that included Structured Interdisciplinary Bedside Rounds (SIBR) revealed the fact that the post-implementation level of interdisciplinary communication and perceived workplace efficiency among the nurses and the residents improved significantly (Schwartz et al., 2021). Therefore, first of all, as per evidence, we will organize a training session, during which all staff involved, including nurses, physicians, case managers, and therapists, will be informed about the use of the SBAR structure and introduced to the principles of the organized interdisciplinary rounds and their flow. We will then create a standardized discharge-planning worksheet that will be based on SBAR that will serve as a guiding factor during the discussions. The team will also conduct interdisciplinary rounds (or bedside rounds) to all the patients who are likely to leave the hospital within 24-48 hours post-training. These changes will be taken each day to allow the staff to plan. Each of the disciplines will be engaged as the rounds will be led by a particular coordinator or nurse manager.
Another hospital has recently rearranged its rounds into a disposition round (to focus on the planning of discharges) and a clinical round (to discuss the current medical concerns); this redesign led to a decrease in the median discharge time and an increase in communication among care team providers (Kovacevic et al., 2024). We are also going to monitor the adherence rates of the staff to the new process during the pilot period (4-6 weeks), their comments about the working process, and make necessary improvements to the process based on them. Should the pilot succeed, then we will roll out the implementation to the other units in phases.
Management of Human and Financial Resources
We do not need to hire new staff since our present employees include nurses, physicians, case managers, and therapists. The additional activities needed are either easy, daily, or almost discharge brief huddles, which add an average of 10 minutes of time with patients in most instances. This is approximately 5 hours of shared staff time per week in the case of a 30-patient medical-surgical unit. This would not require much money financially to print off standardized discharge worksheets (e.g., paper, ink), which would likely be $25-40/month. The costs of direct implementation are also low, as the major software purchases and the recruitment of new employees are not necessary.
Specifically, as it was pointed out in the literature, multidisciplinary-based discharge planning and care-coordination interventions can lead to considerable cost-saving in the form of the length of stay (LOS), readmission rates, and the efficient use of the hospital beds. As one case, one study found that after the implementation of structured interdisciplinary rounds and enhanced discharge planning, the length of stay in general reduced significantly, and readmissions had reduced (Fatani et al., 2025). Reduced LOS, readmissions result in reduced bed-day occupancy and reduced cost of readmission to the hospital. It makes the plan cost-effective, and in the end, it can turn out to be cost-efficient.
Criteria to Evaluate the Project Success
To measure the success of the pilot, we will track a number of indicators within a period of 6-12 months. The following are the key quantitative indicators: average LOS, discharge order to actual discharge time, 30-day readmission rate, and percentage of discharges completed before noon, since the structured discharge communication will reduce the rate of readmission and increase the progression of care in a timely manner (Zanetoni et al., 2023). The percentage of eligible patients that have been discussed during the daily round, adherence to the SBAR worksheet, and attendance of all disciplines are process measures on which we will be tracking. We will also interrogate staff (nurses, physicians, case managers) regarding perceived quality of interprofessional communication and satisfaction, and patient/family feedback regarding quality of discharge and readiness.
Conclusion
In conclusion, the communication issues and the absence of an organized discharge planning are the primary causes of delayed discharges in Riverbend Community Hospital. A realistic and evidence-based solution is an interdisciplinary one on the basis of a standardized SBAR solution. The plan promotes the use of timely and coordinated communication, reduces the delay of discharges, and enhances patient outcomes. With administrative support and the participation of the staff, such an initiative has a high chance of improving the business of patient flow, decreasing readmissions, and resulting in a more productive and collaborative care environment.
References
Aldamouk, A. (2024). The Impact of patient-centered, structured interdisciplinary bedside rounds on medical staff satisfaction, education, and experience. Cureus, 16(12). https://doi.org/10.7759/cureus.76412
Fatani, A., Alzebaidi, S., Alghaythee, H. K., Alharbi, S., Bogari, M. H., Salamatullah, H. K., Alghamdi, S., & Makkawi, S. (2025). The role of the discharge planning team on the length of hospital stay and readmission in patients with neurological conditions: A single-center retrospective study. Healthcare, 13(2), 143–143. https://doi.org/10.3390/healthcare13020143
Ghosh, S., Ramamoorthy, L., & Pottakat, B. (2021). Impact of structured clinical handover protocol on communication and patient satisfaction. Journal of Patient Experience, 8(1), 1–6. https://doi.org/10.1177/2374373521997733
Institute for Healthcare Improvement. (2025). SBAR Tool: Situation-Background-Assessment-Recommendation. Ihi.org. https://www.ihi.org/library/tools/sbar-tool-situation-background-assessment-recommendation
Kovacevic, M., Fisher, S., Faulkner, S., Kharasch, M., Fernandez, N., Luebeck, C., & Ahsan, A. (2024). Rounds redesign: our experience in splitting interdisciplinary rounds. Journal of Brown Hospital Medicine, 3(2). https://doi.org/10.56305/001c.115837
Schwartz, J. I., Colaso, R. G., Gan, G., Deng, Y., Kaplan, M. H., Vakos, P.-A., Kenyon, K., Ashman, A., Sofair, A. N., Huot, S. J., & Chaudhry, S. I. (2021). Structured interdisciplinary bedside rounds improve interprofessional communication and workplace efficiency among residents and nurses on an inpatient internal medicine unit. Journal of Interprofessional Care, 38(3), 1–8. https://doi.org/10.1080/13561820.2020.1863932
Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855
Vries, N. de, Lavreysen, O., Boone, A., Bouman, J., Szemik, S., Barański, K., Godderis, L., & Winter, P. de. (2023). Retaining healthcare workers: A systematic review of strategies for sustaining power in the workplace. Healthcare, 11(13), 1–29. https://doi.org/10.3390/healthcare11131887
Zanetoni, T. C., Cucolo, D. F., & Perroca, M. G. (2023). Interprofessional actions in responsible discharge: contributions to transition and continuity of care. Revista da Escola de Enfermagem da Usp, 57. https://doi.org/10.1590/1980-220x-reeusp-2022-0452en
FAQs
1. What is NURS FPX 4005 Assessment 4 Stakeholder Presentation?
It is about giving a stakeholder presentation on improving health care by means of evidence-based practices.
2. Who are the Stakeholders for the Assessment?
The stakeholders for this kind of assessment may be nurses, healthcare management people, patients, physicians, or any other professional working in this sphere.
3. What Information should be presented During the Stakeholder Presentation?
In this kind of presentation, healthcare problems, possible solutions, evidence for those solutions, and implementation and expected outcomes should be covered.
4. Why is Good Communication Essential when Presenting for the Stakeholders?
Poor leadership styles such as autocratic leadership lead to communication challenges and poor patient outcomes.Good communication will make it easier for all the stakeholders concerned to understand the new things in health care and work together effectively.