Benefits of PMHNP in Mental Health and Substance Abuse Setting Paper

Benefits of PMHNP in Mental Health and Substance Abuse Setting Paper

Benefits of a PMHNP in Mental Health and Substance Abuse Setting Paper

Executive Summary

            Psychiatric mental health nurse practitioners (PMHNPs) play a highly instrumental role in the healthcare sector as the primary point of interaction between the system and society. Their powerful duties revolve around advocacy, care delivery, patient support systems, and education of patients, as well as the general public on matters pertaining to injuries and illnesses. These professionals are also highly esteemed in the mental health profession. Nurse practitioners who operate in such settings are commonly known as psychiatric mental health nurse practitioners (PMHNPs). In this phenomenal piece, the author emphasizes that PMHNPs are conscientious professionals who engage in multiple activities while maintaining efficacy through attention to detail. Some of the common duties of these practitioners include patient evaluation, development and implementation of nursing care plans, therapeutic counseling, patient/client guidance (emphasis on coping skills), medication management, diagnosis, primary care, psychotherapy, and facilitation and interpretation of diagnostic tests. With such a wide array of proficiencies, it is quite obvious that nurse practitioners ought to be part of healthcare teams in a mental health and substance abuse setting. As a matter of fact, it suffices to comment that psychiatric mental health nurse practitioners (PMHNPs) are the backbone of mental healthcare since they bridge the gap between patients and providers at the higher level. In the wake of such a realization, the present piece offers a well-developed strategic plan the integration of these practitioners, and the positive impact they pose to the profession. Competent leadership is at the core of such an initiative when it comes to implementation.

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Brief Literature Review

            The value of nurse practitioners in the healthcare sector has been widely documented. Chapman, Phoenix, Hahn, and Strod (2018) commence this discourse by highlighting that this specialty began in the 1960s as a solution to the global physician shortage: nurse practitioners emerged to solve the industrial gaps. Delaney and Vanderhoef (2019) demonstrates their affirmation of the preceding statement by arguing that such a multifaceted profession allows them to bridge various gaps in the health care sector, especially in the mental health setting.

            Unfortunately, statistical reports show that the United States still has a shortage of these professionals. Since the number of NPs in the country sum up to roughly 355,000, it seems fair to argue that there is, at most, 1 practitioner per 93 patients in the United States. As bold as it sounds, the preceding argument is inspired by the fact that total number of hospital admissions in 2020 alone was 33,356,853 (Czeisler, et al., 2020). While such a huge admission rates was partially attributable to the COVID-19 pandemic, it sheds sufficient light on why nurse practitioners are valuable in the modern healthcare sector. Further devastating reports show that over 21 percent (52 million) of the US population suffers from mental illnesses, yet the total number of nurse practitioners in the profession are barely 12,000 (Czeisler, et al., 2020). Such a scenario calls for careful planning of how the limited number of PMHNPs can be utilized at the organizational level (Buppert, 2021). Mental health service providers should understand that inasmuch as they need increased presence of PMHNPs, wanton resource shortage might get in the way of their objectives.

Section 2

Vision and Mission

“To leverage the power of personalized service delivery in a mental health and substance abuse setting for all ages by integrating competent psychiatric mental health nurse practitioners.”

The highlighted vision is pursued through an eight-tiered value-oriented mission dubbed “PERSONAL”.

• Provision of patient-centric services while upholding demographic needs.
• Employing inter-disciplinary approaches to promote professional integration and coordination within our organization and beyond.
• Respond to the needs of key stakeholder, particularly clients (patients and families/friends) and PMHNPs.
• Seek proactive ways of dealing with mental illnesses in our community.
• Offer value-driven services at convenient costs.
• Nurture novice PMHNPs to enhance their impact on the organization as well as the community.
• Attain professional excellence by adhering to quality standards of practice in matters of leadership and performance among the nurse practitioners.
• Leverage fundamental resources to facilitate value-based research and development outcomes.

Short-Term Operational Goals

Acquisition and Implementation of Patient-Tailored Mental Health Treatment Resources and Procedures (respectively)

One of the first objectives we intend to pursue is the provision of precise mental health services to ensure that clients experience highly convenient services in line with their circumstances. Such a noble objective calls for the acquisition of competent PMHNPs, and developing operation protocols that capitalize on their strengths. Since competence is key at this point, so our processes will be implemented in accordance with the dictates of National Committee for Quality Assurance (NCQA), Agency for Health Care Research and Policy (AHRQ), and the Joint Commission on Accreditation of HealthCare Organization among others. In an attempt to attain this goal, additional PMHNPs will be mandated to improve outcomes through patient-centered psychotherapy, physical fitness (and wellness programs), transcranial magnetic simulation, drug treatment (including titration), deep brain stimulation, and electro-convulsive therapy (Eisenberg, 2022).

Health Education

It is no secret that prevention is always more convenient than cure. Therefore, mitigating the emergence and/or progression of mental health illnesses will be done by implementing a series of community-based approaches that focus on sensitizing people against substance abuse and potential mental health problems (Buppert, 2021). As clinical advocates, psychiatric mental health nurse practitioners are responsible for keeping the public informed on such matters. The presence of these professionals in mental health facility has been often associated with increased community-provider interactions, low admission rates, and improved public health status (Buppert, 2021).

Integration of ICT Innovations to boost Community Impact

It is established that the healthcare sector is suffering from acute shortage of nurse practitioners. Such a disheartening reality implies that the organization should find ways of optimizing the output of proposed recruits. Digital communications and monitoring infrastructure, such as LinkedIn and Zoom will be used to allow PMHNPs to deal with some patients remotely (Fonseca & Osma, 2021).

Long-Term Operational Goals

Regional Transfer Network Integration

Seamless care across the industry is the ultimate goal of every care provider in the United States. Inasmuch as the government has provided frameworks such as the electronic health records to foster such integration, the proposed plan intends to develop a regional transfer network to ensure that clients can be referred to convenient centers in a timely and effective manner (Buppert, 2021). Noteworthy is the fact that this network will be embedded in an integrated software which has access to relevant partner and government data relating to specific patients.

Expansion into Wider Geographic Boundaries

Now that the proposed program is designed to improve how mental health services are delivered, the highlighted ICT innovations will be used to reach prospective clients across the United States (Fonseca & Osma, 2021). Such an approach will also allow the organization to capitalize on the flexibility offered by such systems in recruiting and managing PMHNPs. An increase in the number of recruits would then imply increased nurse practitioners’ presence, as well as their capacity to reach more clients in meaningful ways.

Industry Analysis

            The National Institute of Mental Health conducted a research which shows how the number of nurse practitioners is quite low compared to the patient population. With this factor in mind, it is apparent that the proposed plan will have a colossal impact on how services are delivered. The need of integrated solutions should not be disregarded, especially now that only 12,000 PMHNPs are expected to serve around 52 million mental health patients (Czeisler, et al., 2020). This figure implies that up to 9,333 mental health patients have one practitioner at most. With the technological progress evidenced in the preceding years, it is agreeable that effective services can still be rendered despite the gaps. If the proposed project gains favor among practitioners and patients, it is highly likely to expand its services to most if not all areas of the United States.

Section 3

Service Provision Plan

Phase One – Establishing Rapport between PMHNP and Patient

At this phase, an enquiring client would be assigned to a nurse practitioner, who would then make a diagnosis through in-depth assessment of the patient. This phase shall be implemented through remote means to optimize practitioner output.

Phase Two – Therapy Initiation

It suffices to highlight that the primary point of contact in this consultation phase would still be the nurse practitioner. It should be noted that, it is in this phase that the client would offer consent for personal information to be shared with the physician/counselor.

Phase Three – Multiple Therapy Sessions

As one would expect, this phase is implemented by the resident counselor, with the help of a psychiatric mental health nurse practitioner.

Phase Four – Advanced Therapy

This stage would involve assessment of the performance outcomes. Failure to meet predetermined (personalized) goals would necessitate inter-professional collaboration with fellow providers to improve patients’ outcomes.

Marketing Plan

As far as marketing is concerned, this plan will rely primarily on Social Media Marketing. For this program to gain sufficient traction, relevant content with regards to the same will be disseminated through social media. The decision to settle for such this option is to minimize the costs of operation while utilizing an effective way of reaching broad audiences.

Section 4

Operational Management Structure

Level	Staff
Top-Level Management	Chief Executive Officer Chief Finance Officer Chief Medical Officer Chief Operations Officer
Mid-Level Management	Head of Counseling Department Head Nurse Practitioner
Bottom Level Management	Nursing Unit Supervisor ·         Psychiatric Mental Health Nurse Practitioners Counseling Unit Supervisor

Financial Plan

Resource	Annual Cost (USD)
Recruitment (10 PMHNPs)	1,206,800
Information Integration System (Development and Maintenance)	1,300,000
Professional Training (4 staff members)	600,000
Social Media Promotion	280,000
Total	3,386,800

References

Buppert, C. (2021). Nurse practitioner’s business practice and legal guide (7th ed.). Jones &

               Bartlett Learning.

Chapman, S. A., Phoenix, B. J., Hahn, T. E., & Strod, D. C. (2018). Utilization and economic contribution of psychiatric mental health nurse practitioners in public behavioral health services. American Journal of Preventive Medicine, 54(6), S243-S249. https://doi.org/10.1016/j.amepre.2018.01.045

Czeisler, M. É., Lane, R. I., Petrosky, E., Wiley, J. F., Christensen, A., Njai, R., & Rajaratnam, S. M. (2020). Mental health, substance use, and suicidal ideation during the COVID-19 pandemic—United States, June 24–30, 2020. Morbidity and Mortality Weekly Report, 69(32), 1049. https://doi.org/10.15585%2Fmmwr.mm6932a1

Delaney, K. R., & Vanderhoef, D. (2019). The psychiatric mental health advanced practice registered nurse workforce: Charting the future. Journal of the American Psychiatric Nurses Association, 25(1), 11-18. https://doi.org/10.1177%2F1078390318806571

Eisenberg, M. A. (2022). Clinical Informatics Policy and Regulations. In Clinical Informatics Study Guide (pp. 35-45). Springer, Cham. https://doi.org/10.1007/978-3-030-93765-2_3

Fonseca, A., & Osma, J. (2021). Using information and communication technologies (ICT) for mental health prevention and treatment. International journal of environmental research and public health, 18(2), 461. https://doi.org/10.3390/ijerph18020461

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Title of paper: The Benefits of Adding Nurse Practitioners in a Mental Health and Substance Abuse Setting for All Ages
*** Please Use peer review journal articles!
***Please follow the grading rubric.
ASSIGNMENT INSTRUCTIONS – Strategic Leadership Plan
NURS 581-681 – Organizational Leadership Module
The purpose of this paper is to evaluate your strategic leadership style and attributes through development of a plan that addresses complex leadership, operational, and organizational parameters commonly encountered in the advanced practice nursing leader role.
The paper should address the following areas:
• Introductory executive summary of the proposed strategic leadership plan
• A brief review of literature regarding an organizational strategic plan involving advanced practice market share and leadership influences
• Development of organizational mission and vision statements incorporating an analysis of anticipated market share and industry/organizational internal and external influences
• Short- and long-term operational goals and strategic outcomes pertinent to selected advanced practice environment
• A service provision plan with supportive marketing plan reflective of an independent or collaborative practice structure.
• A general summary of the anticipated operational and financial plan for an independent or collaborative practice, including but not limited to:
1. Operational management team and staffing structure
2. Basic wage and benefit structure
3. Staff onboarding and training plan
4. Service operations within the identified market
5. Potential financial resources for start-up
6. Physical space/supply/resource allocation based on practice needs
The paper should be 6-10 pages in length not including title page, references, or appendices, and should follow APA Manual 6th Ed. scholarly writing guidelines. Title page, introduction, and conclusion are required. A minimum of 5 scholarly references published in the last 5 years are required.