NURS FPX 6214 Assessment 3 Implementation Plan

Name

Capella university

NURS-FPX 6214 Health Care Informatics and Technology

Prof. Name

Date

Assessment of Existing Telehealth Infrastructure

St. Anthony Medical Center (SAMC) currently possesses a foundational telehealth infrastructure, though several limitations compromise its overall adequacy. One significant concern involves bandwidth limitations, which can impede the efficiency of real-time video consultations, particularly for patients in rural settings or during peak usage hours. These constraints risk delaying critical patient interactions and may affect the quality of virtual care delivery.

Moreover, the existing system faces integration challenges, as some monitoring devices are incompatible with the established electronic health records (EHR) system. This incompatibility complicates the coordination of patient care plans and requires staff to work across multiple platforms, increasing the potential for errors. In addition, much of the current hardware and software are not equipped to support newer telemonitoring technologies, necessitating upgrades to maintain security, reliability, and functionality. Disparities in training and preparedness among both patients and healthcare personnel further exacerbate these issues (Lee et al., 2021).

To address these concerns, the infrastructure must be enhanced by expanding network capacity and adopting scalable, compatible hardware and software solutions. Regular application updates with a focus on usability and cybersecurity are vital. Knowledge gaps also persist in understanding how the current system handles increased patient traffic, the satisfaction levels of users, and the strength of cybersecurity protocols. Closing these gaps is crucial for creating a telehealth infrastructure that is efficient, safe, and sustainable.

Assigning Tasks and Responsibilities

Implementing remote patient monitoring (RPM) technology at SAMC requires carefully defined roles and responsibilities to ensure effective deployment and operation. The Information Technology (IT) department will be tasked with evaluating and upgrading the existing digital infrastructure, identifying hardware or software components requiring replacement, and implementing cybersecurity measures. If internal resources are insufficient, external telehealth IT consultants may be engaged for additional support.

Clinical leadership teams will be responsible for selecting appropriate monitoring devices and integrating them into routine clinical workflows. Their clinical insight is essential to ensure the technology meets patient care requirements without disrupting established practices (Smuck et al., 2021). Additionally, training coordinators will manage educational sessions for both patients and staff, addressing technology use, safety, and privacy concerns. If internal training capacities fall short, third-party educational services can supplement these initiatives.

Outcome evaluation and system performance monitoring will be overseen by data analysts, who will gather and interpret metrics related to system effectiveness, workflow efficiency, and patient satisfaction. Regular system audits and independent consultant reviews may also be conducted to maintain objectivity. Clear task delegation and collaboration between these groups will enhance the likelihood of successful, long-term telehealth adoption.

Implementation Schedule

A phased rollout of the RPM system at SAMC has been planned to maintain patient care continuity while ensuring a smooth transition. This methodical approach mitigates risks, provides opportunities to address unexpected issues, and allows stakeholders to adapt incrementally.

Table 1

Implementation Schedule for Remote Patient Monitoring (RPM)

Phase	Timeframe	Key Activities
Phase 1	Months 1–2	Infrastructure assessment, network upgrades, hardware/software installation
Phase 2	Months 3–4	Pilot testing with selected staff and patients, usability feedback
Phase 3	Months 5–6	Comprehensive training for all end-users
Phase 4	Months 7–8	Full-scale deployment, retiring old systems post-validation

An alternative strategy could involve parallel implementation, operating the new and old systems concurrently. While this reduces potential service interruptions, it may also increase demands on personnel and resources. Ultimately, the selected phased schedule prioritizes end-user confidence, system stability, and flexibility based on iterative feedback to ensure a successful transition.

Requirements of Staff Training

Training is a crucial component for the successful integration of RPM technology at SAMC. Three primary personnel groups require targeted instruction: clinical staff, IT personnel, and administrative teams. Clinical staff, including nurses, physicians, and allied health professionals, must become proficient in interpreting remote patient data and intervening as needed. The IT staff will manage system functionality, troubleshoot issues, and oversee cybersecurity measures. Administrative personnel will handle documentation, patient scheduling, and communication through the system (Farias et al., 2020).

Training activities will occur during months five and six, following the pilot program. This schedule allows the team to address any operational challenges identified during earlier phases. The educational approach will include role-specific demonstrations, interactive simulations, printed and digital manuals, and structured assessments to evaluate knowledge retention.

Table 2

Staff Training Plan for Remote Patient Monitoring

Group	Responsibilities	Training Focus
Clinical Staff	Patient data monitoring, clinical interventions	RPM data interpretation, intervention protocols
IT Staff	System maintenance, technical support	Troubleshooting, cybersecurity, system updates
Administrative Staff	Documentation, scheduling, patient engagement	Data entry, system navigation, patient education procedures

Assessment methods will include pre- and post-surveys, case-based evaluations, and real-time feedback. Post-deployment, regular refresher courses and on-demand tutorials will be introduced to maintain competency and address new developments.

Collaborating with Healthcare Providers and Patients

Collaboration with both healthcare providers and patients is essential for successful RPM implementation. Effective communication strategies will focus on clarifying the system’s benefits, addressing potential concerns, and fostering trust among all stakeholders. Both groups may exhibit initial resistance due to unfamiliarity with the technology or apprehensions about privacy and workflow changes.

To mitigate these issues, educational initiatives such as informational sessions, FAQs, and practical demonstrations will be organized. A transformational leadership style will guide this process, promoting a culture of shared goals, teamwork, and proactive engagement (Deveaux et al., 2021). Regular feedback mechanisms, including surveys and suggestion boxes, will allow continuous system refinement based on user experiences.

It is presumed that, when provided with transparent communication and adequate support, healthcare providers and patients will recognize the value of RPM technology and participate actively in its adoption. Building trust through consistent engagement and demonstrating tangible benefits will be essential to long-term success.

Post Deployment Evaluation and Maintenance

Following the full-scale implementation of the RPM system, SAMC will closely monitor its impact on clinical workflows and patient care outcomes. Initially, the transition may temporarily slow processes as staff adapt to new procedures. However, over time, workflow efficiency is expected to improve as automated data collection streamlines tasks and enhances proactive care interventions (Farias et al., 2020).

A combination of real-time user feedback, workflow mapping, and time-motion studies will be employed to track system performance and identify areas for improvement. Data analysis will focus on system usage rates, patient outcomes, and user satisfaction levels to evaluate success and make adjustments.

Regular maintenance activities will include routine system updates, hardware inspections, and cybersecurity audits to maintain optimal operation. Success will be measured through improved patient outcomes (e.g., fewer hospital readmissions), enhanced workflow efficiency, system reliability, and overall cost-effectiveness (Vindrola-Padros et al., 2021). These evaluation methods will ensure the system remains responsive to user needs and continues to deliver value.

Conclusion

St. Anthony Medical Center’s adoption of RPM technology represents a forward-thinking initiative aimed at improving patient care delivery and operational performance. Addressing initial infrastructure limitations, assigning clear responsibilities, and implementing a structured training program are vital steps in this transition. A phased deployment strategy, supported by active collaboration with both patients and healthcare providers, will ease the integration of this technology into existing workflows.

Post-implementation, continuous evaluation and system maintenance will ensure long-term success by addressing operational challenges and adapting to emerging needs. With transformational leadership and consistent user engagement, SAMC is well-positioned to embrace a patient-centered, technology-enhanced healthcare model.

References

Deveaux, D. B., Kaplan, S., Gabbe, L., & Mansfield, L. (2021). Transformational leadership meets innovative strategy: How nurse leaders and clinical nurses redesigned bedside handover to improve nursing practice. Nurse Leader, 20(3), 290–296. https://doi.org/10.1016/j.mnl.2021.10.010

Farias, F. A. C. de, Dagostini, C. M., Bicca, Y. de A., Falavigna, V. F., & Falavigna, A. (2020). Remote patient monitoring: A systematic review. Telemedicine and E-Health, 26(5), 576–583. https://doi.org/10.1089/tmj.2019.0066

NURS FPX 6214 Assessment 3 Implementation Plan

Lee, W. L., Lim, Z. J., Tang, L. Y., Yahya, N. A., Varathan, K. D., & Ludin, S. M. (2021). Patients’ technology readiness and eHealth literacy. CIN: Computers, Informatics, Nursing, 40(4). https://doi.org/10.1097/cin.0000000000000854

Smuck, M., Odonkor, C. A., Wilt, J. K., Schmidt, N., & Swiernik, M. A. (2021). The emerging clinical role of wearables: Factors for successful implementation in healthcare. NPJ Digital Medicine, 4(1), 1–8. https://doi.org/10.1038/s41746-021-00418-3

Vindrola-Padros, C., Sidhu, M. S., Georghiou, T., Sherlaw-Johnson, C., Singh, K. E., Tomini, S. M., Ellins, J., Morris, S., & Fulop, N. J. (2021). The implementation of remote home monitoring models during the COVID-19 pandemic in England. EClinicalMedicine, 34, 100799. https://doi.org/10.1016/j.eclinm.2021.100799

NURS FPX 6214 Assessment 3 Implementation Plan