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NURS FPX 6210 Assessment 2 Strategic Planning

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    NURS FPX 6210 Assessment 2 Strategic Planning

    Student Name

    Capella University

    NURS-FPX 6210 Leadership and Management for Nurse Executives

    Prof. Name


    Strategic Planning

    In the continually evolving landscape of healthcare, strategic planning is of paramount importance to address current challenges and anticipate future hurdles. This assessment explores strategic goals centered around Electronic Health Record (EHR) system training and the reduction of hospital-acquired infections (HAI). These goals are aligned with the broader mission, vision, and values of a care setting. Additionally, the assessment evaluates the interplay between these goals and various elements such as technology, ethics, culture, regulations, and leadership theories. Recognizing the leadership qualities essential for the successful implementation and sustainability of these strategic endeavors is crucial as healthcare institutions navigate complexities.

    Strategic Goal Statements and Outcomes

    In the short term, our primary goal within the next year is to train 90% of healthcare personnel in utilizing and managing Electronic Health Record (EHR) systems. This training is anticipated to enhance accuracy, ensuring error-free patient data input. Timely retrieval of patient data is also expected to be significantly reduced, leading to prompt and effective patient care. Moreover, correct and secure data entry is essential for patient safety and regulatory compliance, particularly in the context of data breaches.

    In the long term, our goal over five years is to implement robust hospital hygiene protocols and institutionalize regular staff training sessions, aiming for a substantial 50% reduction in hospital-acquired infections (HAI). The outcomes include a safer care environment, reduced post-treatment complications, increased patient confidence, and potential financial savings. The timeline for these goals is outlined, emphasizing the importance of continuous assessment and adaptation.


    EHR Training – Initial AssessmentMonths 1-3Gauge staff proficiency with EHR
    EHR Training – Phase 1Months 4-6Train novice users
    EHR Training – Phase 2Months 7-9Advanced training and troubleshooting
    EHR Training – EvaluationMonths 10-12Assess training effectiveness, conduct refresher courses
    HAI Reduction – Protocol AssessmentYear 1Assess and enhance hygiene protocols
    HAI Reduction – TrainingYear 2Bi-annual staff training and 10% HAI reduction
    HAI Reduction – InnovationYear 3UV sanitization and target accumulated 20% reduction
    HAI Reduction – Patient EducationYear 4Educate patients and train new staff for a 35% accumulated reduction
    HAI Reduction – MonitoringYear 5Ongoing assessment and achieving a 50% reduction milestone

    Our short-term goals, particularly the integration of EHR, are intricately linked to our long-term objective of infection control. As staff proficiency in EHR increases, they gain immediate access to critical data, supporting the overarching long-term goal of infection reduction.

    However, potential impediments exist in the form of technological resistance, funding constraints, external factors, and staff turnover. Addressing these challenges is crucial for the success of our strategic plan (Verberk et al., 2022).

    Relevance of Proposed Goals to the Mission, Vision, and Values

    Our care setting is firmly rooted in its mission to provide top-tier patient care guided by a commitment to safety, excellence, and continuous improvement. The proposed goals align with this mission and actively contribute to realizing our vision. The short-term goal of ensuring 90% proficiency with the EHR system directly correlates with the mission and values, reinforcing a commitment to quality care and safety.

    Embracing modern technology, such as the EHR, is viewed as a necessary step to uphold the commitment to delivering the best care possible. The long-term goal of reducing HAIs by 50% aligns with the dedication to patient safety, a core component of the mission. Achieving this goal would enhance patient health, build trust, and align with the vision of being a beacon of healthcare excellence in the community.

    Areas of Uncertainty or Knowledge Gaps

    Several areas of uncertainty or knowledge gaps need consideration:

    1. Evolution of Technology: Rapid advancements in healthcare technology may require constant updates to current understanding and training modules.
    2. Emerging Health Threats: Unforeseen health threats may introduce challenges, requiring agile responses.
    3. Regulatory Changes: Changes in healthcare regulations over five years may necessitate reassessment and realignment of strategies.
    4. Human Factors: Dynamics of team collaboration, inter-departmental coordination, and individual reluctance to change can introduce uncertainties.

    Continued vigilance and adaptability are necessary to navigate these uncertainties successfully.

    Analysis of Strategic Goals about Technology, Ethics, Culture, and Regulations

    Our strategic goals reflect the seamless integration of technology into healthcare operations. Emphasizing proficiency in EHR systems underscores technology’s vital role in modern care settings, streamlining operations and ensuring timely and accurate patient care (Conte et al., 2023). Ethically, reducing HAIs aligns with the moral responsibility of healthcare providers to prevent harm. Culturally, the goals embody an institutional culture that values continuous learning and improvement, aligning with community expectations. The goals also align with healthcare regulations, advocating for meticulous patient data management and surpassing regulatory benchmarks for patient safety (Granel-Giménez et al., 2022).

    Limitations of the Goals

    Several limitations must be considered:

    1. Over-dependence on Technology: While EHR systems offer advantages, over-reliance without continuous training or updates may introduce errors.
    2. Cultural Barriers: Resistance to technological advancements may occur, necessitating efforts to ensure a smooth transition for all team members.
    3. Ethical Concerns: Increased use of technology, especially EHRs, raises concerns about patient data privacy and potential misuse.
    4. Regulatory Flux: Healthcare regulations are dynamic, requiring frequent reassessment and realignment of strategies.

    These limitations underscore the need for a balanced approach to goal implementation.

    Integration of Leadership and Healthcare Theories in Strategic Goals

    In the healthcare context, Transformational Leadership plays a pivotal role, elevating team members through inspiration and motivation. Quality Management Theory enhances the quality of care, focusing on continuous improvement. The Health Belief Model fosters a proactive culture in achieving goals, especially in reducing HAIs (Naseer et al., 2021).

    However, limitations exist, and the dynamic nature of theories may require adaptability. Additionally, the intense focus on healthcare quality should not overshadow staff well-being.

    Leadership Qualities and Skills

    Pivotal leadership qualities for successful plan implementation include vision, adaptability, effective communication, and a commitment to learning and ethics. A visionary and adaptable leader, coupled with effective communication, ensures clarity, teamwork, and the bridging of gaps between stakeholders (Laukka et al., 2022).

    In conclusion, a strategic plan rooted in foundational principles promises enhanced patient care and operational excellence. However, challenges exist, and successful navigation requires holistic leadership that blends vision, adaptability, communication, and a commitment to learning and ethics. As healthcare continues to transform, leaders must guide institutions with clarity, conviction, and compassion for the best outcomes.


    Conte, G., Arrigoni, C., Magon, A., Stievano, A., & Caruso, R. (2023). Embracing digital and technological solutions in nursing: A scoping review and conceptual framework. International Journal of Medical Informatics, 177, 105148.

    Dolansky, M. A., Kouts, H., Pohnert, A. M., & Brooks, L. (2022). Transformational nurse leadership comes to life: Igniting the implementation of age-friendly health systems in CVS minute clinics. Nurse Leader.

    Granel-Giménez, N., Palmieri, P. A., Watson-Badia, C. E., Gómez-Ibáñez, R., Leyva-Moral, J. M., & Bernabeu-Tamayo, M. D. (2022). Patient safety culture in European hospitals: A comparative mixed methods study. International Journal of Environmental Research and Public Health, 19(2), 939.

    NURS FPX 6210 Assessment 2 Strategic Planning

    Jukola, S., & Gadebusch Bondio, M. (2022). Not in their hands only: Hospital hygiene, evidence, and collective moral responsibility. Medicine, Health Care, and Philosophy, 26(1), 37–48.

    Laukka, E., Pölkki, T., & Kanste, O. (2022). Leadership in the context of digital health services: A concept analysis. Journal of Nursing Management.

    Naseer, K., Qazi, J., Qazi, A., Avuglah, B. K., Tahir, R., Rasheed, R. A., Khan, S. K., Khan, B. A., Zeeshan, M., Humayun, M. A., & Naseem, U. (2021). Travel behavior prediction amid covid-19 underlying situational awareness theory and Health belief model. Behavior & Information Technology, 1–11.

    NURS FPX 6210 Assessment 2 Strategic Planning

    Verberk, J. D. M., van der Kooi, T. I. I., Hetem, D. J., Oostdam, N. E. W. M., Noordergraaf, M., de Greeff, S. C., Bonten, M. J. M., & van Mourik, M. S. M. (2022). Semiautomated surveillance of deep surgical site infections after colorectal surgeries: A multicenter external validation of two surveillance algorithms. Infection Control & Hospital Epidemiology, 1–8.

    Whitehead, D., & Conley, J. (2022). The next frontier of remote patient monitoring: Hospital at home (preprint). Journal of Medical Internet Research.