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NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

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    NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

    Student Name

    Capella University

    NURS-FPX 6210 Leadership and Management for Nurse Executives

    Prof. Name

    Date

    Strategic Visioning with Stakeholders

    Good [morning/afternoon/evening] everyone. Today, we explore further the progressive trajectory of healthcare improvement over the next five years. The healthcare landscape is in a constant state of flux, driven by technological advancements and ever-evolving best practices. To stay abreast of these changes and ensure our patients receive the best care, we have outlined a strategic roadmap focusing on two pivotal areas: EHR proficiency and the reduction of Hospital-Acquired Infections (HAI). By setting explicit goals and timelines, this presentation provides a blueprint for our organization’s continued growth and our commitment to upholding the highest standards of patient care.

    Strategic Plan Summary for Quality and Safety Improvements in a Care Setting

    Ensuring that healthcare environments provide top-notch care is a perpetual challenge, and we have identified a set of strategic goals to elevate our institution’s standards. Our first goal is to ensure Proficiency in Electronic Health Record (EHR) Systems. The EHR system’s metrics include the percentage of staff trained and competent in its use, the number of data input errors or breaches, and the time to retrieve patient data. Our ambitious targets for this goal include training 90% of healthcare personnel on EHR systems within the following year. We also aim to cut down data entry errors by half in the subsequent year and to expedite patient data retrieval time by 30% over 12 months.

    To achieve this, we plan to roll out a rigorous EHR Training Program structured in multiple phases, from Initial Assessment to Advanced training. An additional mentorship system will be introduced, allowing experienced EHR users to guide their less-experienced colleagues. Bi-monthly refresher workshops will also be organized to ensure that staff members are always up-to-date. However, this goal has challenges. We anticipate resistance from some older staff members who might need to be more familiar or comfortable with technology. Additionally, there are inherent system vulnerabilities that pose potential risks for data breaches. Moreover, the financial implications of continuous updates and training sessions are considerable threats to the plan’s successful implementation (Whitehead & Conley, 2022).

    The second goal addresses the significant Reduction in Hospital-Acquired Infections (HAI). Metrics to evaluate our progress in this area encompass the number of reported HAI cases, staff adherence to hygiene protocols, and patient feedback on hospital hygiene practices. Our strategic targets are achieving a 50% reduction in HAI incidents over five years and ensuring a 95% adherence to hygiene protocols within the next three years. We also aim to garner 90% positive feedback on our cleanliness and hygiene practices by the end of Year 4. Several initiatives lay out to make these targets attainable. These include standardizing hygiene protocols, offering staff regular training on infection prevention, and introducing advanced UV sanitization procedures. Patient education campaigns focusing on hygiene will launch.

    However, the path to achieving this goal faces challenges, such as new bacterial or viral strains, staff turnover, patient non-compliance with hygiene recommendations, and financial implications due to adopting advanced sanitization techniques (Whitehead & Conley, 2022). Our third goal pivots around the core principle of every healthcare institution: to Strengthen Patient Trust and Confidence. We will gauge our success through metrics like patient satisfaction scores, the number of patient complaints or concerns, and the retention rate of patients. Targets have been outlined to consistently achieve a patient satisfaction score above 90% over the next five years. Additionally, we aim to reduce patient complaints by 40% within the next three years and boost patient retention rates by 20% by the end of Year 5.

    Our institution will routinely seek outpatient feedback to realize these targets, acting swiftly on constructive criticism. We also plan to introduce a transparent patient grievance redressal system and host patient awareness seminars. This goal is full of challenges, too. We operate competitively with other healthcare institutions vying for the same trust. Adverse publicity or isolated incidents could mar our reputation, and the ever-evolving healthcare regulations could also impact patient perceptions (Whitehead & Conley, 2022).

    Stakeholder Communication Strategy for Care Quality & Safety

    The essence of our strategic plan to improve quality and safety within the care setting hinges upon effective communication with our core stakeholders. Given that we have identified key areas such as proficiency in Electronic Health Record (EHR) systems, the reduction of Hospital-Acquired Infections (HAI), and fortifying patient trust, our stakeholders must be informed and active participants in these initiatives.

    Identified Stakeholders and Constituencies

    1. Healthcare Personnel (doctors, nurses, and support staff): The first line of implementation and the face of our care.
    2. Patients and Families: Those directly impacted by our services and strategies.
    3. Management and Board of Directors: The decision-makers and resource providers.
    4. Technology Vendors: Especially relevant given our focus on EHR systems.
    5. Local Health Authorities and Regulators: Ensuring we adhere to standards and guidelines.

    Communication Approach

    For Healthcare Personnel: Monthly in-service training sessions on EHR proficiency and infection control protocols will be organized. A feedback loop will be created to bolster the EHR initiative, where staff can relay any technological issues or challenges. Given the identified threat of resistance from older staff members, we will also offer one-on-one mentorship programs, pairing them with tech-savvy personnel (Walsh et al., 2021).

    For Patients and Families: Orientation sessions upon admission will now include detailed information on our strategic goals. We will explain our commitment to reducing HAI through advanced sanitization methods and our steps to enhance trust. Feedback kiosks placed strategically will allow patients and their families to share concerns or suggestions directly related to our strategic goals (Walsh et al., 2021).

    For Management and Board of Directors: Quarterly strategic reviews will be presented, detailing the progress on EHR implementation, HAI reduction metrics, and patient feedback analytics. This would ensure that they remain looped in, can provide additional resources when required, and can guide the strategic direction when needed (Walsh et al., 2021).

    For Technology Vendors: Bi-monthly meetings will ensure that our EHR systems are updated and that any feedback from healthcare personnel is addressed promptly (Walsh et al., 2021).

    For Local Health Authorities and Regulators: Annual presentations and regular report submissions will keep them abreast of our quality and safety improvements. Their feedback will be actively sought to ensure we align with regulations and can tap into industry-wide best practices (Walsh et al., 2021).

    Cultural and Ethical Considerations

    Given the diverse nature of our staff and patient demographics, communication will be tailored to respect cultural nuances. For example, language translators might be employed for specific patient demographics to explain our strategies. Ethically, especially concerning the EHR system, we must assure stakeholders that patient data integrity and privacy are top priorities. This will be especially important when communicating with patients, ensuring that while we digitize records, their confidentiality remains uncompromised (Khattak & Rabbi, 2023).

    Assumptions

    1. Stakeholders recognize the need for the identified strategic improvements.
    2. Our institution’s initiatives have inherent trust, but we also acknowledge that consistent communication can further solidify this trust.
    3. Technology will play a pivotal role, so our communication mediums, especially for training and feedback, will mix digital and traditional methods.

    Alignment Actions for Quality & Safety Improvements in a Care Setting

    Structure Alignment

    Given the emphasis on Electronic Health Record (EHR) proficiency, we must incorporate EHR-focused roles into our structure. A dedicated EHR team headed by a Chief Information Officer (CIO) or Chief Medical Information Officer (CMIO) will streamline EHR operations. This team can liaise directly with care providers. It ensures that technical challenges are rapidly addressed, and user feedback influences software upgrades and training content. Furthermore, integrating this structure will solidify the organization’s commitment to digital transformation and quality care (Schleyer, 2022).

    Systems Integration

    Incorporate advanced infection control systems to address the goal of reducing Hospital-Acquired Infections (HAI). This can involve UV sanitization protocols and robust patient tracking to identify and limit potential outbreak sources. The patient feedback mechanism should be integral to the care system, ensuring constant feedback loops (McDermott et al., 2022). Moreover, embracing these system upgrades reiterates our dedication to safety and continual improvement.

    Promotion of Shared Values

    Our strategic direction emphasizes patient trust. Organize periodic value reinforcement sessions, emphasizing patient respect, openness to feedback, meticulousness in EHR entry, and adherence to hygiene protocols. Ensure every staff member, from the reception desk to the operation theatre, imbibes these core values (McDermott et al., 2022). By embedding these shared values into daily operations, we foster an atmosphere of mutual respect and progress.

    Management Style Refinement

    Adopt a more participatory management style. Given the centrality of EHR proficiency and HAIs reduction, managers should proactively seek frontline feedback, understand challenges firsthand, and foster an environment where everyone feels responsible for collective goals. This open leadership style drives accountability and promotes a sense of ownership and unity within the team (Schleyer, 2022).

    Staff Training and Skill Enhancement

    A phased EHR Training Program is essential for the first goal regarding EHR. Simultaneously, rigorous training focused on infection prevention should be mandated. Staff should also be sensitized to handle patient feedback constructively and be educated about the broader strategic direction, ensuring they understand their role within this vision. Continual training interventions underscore our commitment to professional development and delivering exceptional patient care (McDermott et al., 2022).

    Onboarding and Orientation

    New staff should undergo a comprehensive onboarding process. The process must introduce them to the institution’s values, especially regarding patient trust. The EHR training program should be critical to their initiation, ensuring they are competent from day one. Given the emphasis on reducing HAIs, an introduction to infection control best practices is essential. Onboarding should be supplemented with mentorship programs, pairing recruits with experienced personnel, and ensuring hands-on guidance as they integrate into their roles (McDermott et al., 2022).

    Evaluation of Orientation and Onboarding Success

    1. Feedback Surveys: Post-orientation and onboarding, new employees should fill out feedback forms assessing the clarity, relevance, and comprehensiveness of the training received.
    2. Competency Tests: New hires should be assessed for competency in these areas after the EHR training and hygiene protocol sessions.
    3. Mentor Feedback: Mentors should provide feedback on the new hires, noting their strengths, areas for improvement, and how well they have integrated into the team.
    4. Retention Rates: Monitor the retention rates of new staff. High retention post-onboarding suggests a successful integration process, while high attrition might indicate issues.

    Evaluating Implementation and Outcomes Vs. Current Benchmarks

    A comprehensive evaluation framework is pivotal to ensure our strategic plan’s success. The defining markers of success encompass timely action step execution, adherence to the delineated initiatives, and realization of the metrics and goals we have outlined. Drawing from Assessment 2, we identify several crucial outcomes that will indicate our plan’s success. These are achieving our targets regarding EHR proficiency, reducing data entry errors, expediting patient data retrieval, witnessing a significant reduction in Hospital-Acquired Infections (HAI), and seeing a tangible enhancement in patient trust, as corroborated by patient feedback and retention metrics. For an accurate measure of our outcomes, it is crucial to contrast them against our present benchmarks.

    Our benchmarks include the existing percentage of staff competent in EHR use, the prevailing number of HAI incidents, and our current patient satisfaction scores and retention statistics (Jarrett et al., 2022). These will serve as a baseline against which progress can be mapped. Various methods will be employed to track our progress and evaluate the achievement of specific outcomes. To ensure proficiency in EHR, we will monitor training completion rates, evaluate post-training performances, keep a tab on monthly EHR errors, and utilize software analytics to ascertain patient data retrieval times. In the battle against HAI, regular health checks, strict monitoring of hygiene protocol adherence, and analyzing patient feedback about cleanliness will be our tools. When it comes to fortifying patient trust, periodic patient satisfaction surveys will be pivotal, as will maintaining a comprehensive log of patient complaints and feedback (Wolf et al., 2022).

    In light of our diverse objectives, it is crucial to prioritize them, recognizing that not all goals may be achieved simultaneously. The primary focus in today’s digitized healthcare environment is to ensure proficiency in Electronic Health Records (EHR), which streamlines treatment procedures and significantly enhances the safeguarding of patient data (Livingston & Bovi, 2022). Following this, our next significant emphasis is on patient safety, with a specific focus on reducing Hospital-Acquired Infections (HAI) due to the vulnerability of our setting to infections. Lastly, patient trust, a foundational element for any healthcare institution, is considered a long-term goal. However, achieving proficiency in EHR and reducing HAI will naturally contribute to building patient trust (Livingston & Bovi, 2022).

    Nevertheless, our journey is not without challenges, with notable uncertainties in areas such as the adaptation rate of staff, particularly those resistant to technological change, to the EHR system. Additionally, the effectiveness of advanced sanitization techniques in the face of evolving bacterial and viral threats remains uncertain. Understanding patient behavior, especially in trust-building mechanisms, may reveal nuanced aspects, suggesting potential knowledge gaps in our strategy.

    Incorporating Cultural, Ethical, and Regulatory Considerations in the Strategic Plan Design and Implementation Cultural Considerations: Given the diverse nature of healthcare settings, accommodating various ethnicities, backgrounds, and beliefs is essential. The strategic plan must be culturally sensitive, respecting patients’ cultural beliefs about data privacy and sharing, particularly in the context of EHR. Acknowledging diverse cleanliness and hygiene practices is crucial in the battle against HAIs, requiring their incorporation into strategies to ensure inclusivity. Understanding and respecting cultural perspectives on healthcare, disease, and well-being is integral to enhancing patient trust (Lenglet et al., 2022).

    Ethical Considerations:

    Ethics forms the foundation of any healthcare strategic plan. Ensuring absolute confidentiality of patient data within the EHR system is not only a best practice but a moral imperative. In addressing HAIs, ethical considerations involve providing the cleanest possible environment to prevent avoidable patient harm. Furthermore, building patient trust mandates honesty, transparency, and upholding the highest ethical standards in patient care and data handling (Khattak & Rabbi, 2023).

    Regulatory Considerations:

    The healthcare landscape is bound by numerous regulations, particularly in data management and patient safety. When implementing our EHR focus, compliance with regulations such as the Health Insurance Portability and Accountability Act (HIPAA) is crucial. Regarding HAI reduction, strict adherence to local, state, and federal guidelines on infection control is necessary to ensure alignment with established best practices (de Kok et al., 2023).

    Potential Conflicts:

    Cultural vs. Best Practice: Cultural beliefs may conflict with medical best practices, potentially impacting the acceptance of digital health records or specific medical interventions. Ethical vs. Operational Efficiency: Balancing the rapid updating of EHR for efficiency while avoiding errors poses an ethical dilemma. Regulatory vs. Innovation: Sometimes, regulations may lag behind technological innovations, requiring careful consideration before deploying cutting-edge features (Wolf et al., 2022). The Role of a Nurse Leader in Implementing and Sustaining a Strategic Direction In the context of the outlined strategic imperatives, the role of a nurse leader is pivotal. This leadership position involves championing the rationale and tangible benefits of the EHR system, bridging knowledge gaps between staff and decision-makers. As the EHR system is integrated, responsibilities extend to overseeing training modules, ensuring every nurse is proficient, and utilizing the system for improved patient care (Hani et al., 2022).

    Addressing the urgent need to curb HAIs positions the nurse leader at the forefront of quality assurance. Regular monitoring and rigorous auditing of infection control protocols are integral to this leadership oversight. Moreover, the nurse leader plays a critical role in establishing and fostering patient trust through direct interactions, emphasizing transparent communication, empathetic interactions, and active feedback collection.

    Maintaining a continuous feedback loop with nursing staff and other team members is essential for sustaining the strategic trajectory, ensuring real-time insights guide iterative strategy improvements. Staying updated on the latest advancements in EHR technology and infection control protocols is crucial, embedding strategic goals into the institutional culture.

    This approach is based on certain assumptions, anticipating initial resistance but expecting eventual acceptance of the EHR system by nursing staff. It relies on the assumption of a robust technological infrastructure to support the EHR system and consistent availability of necessary resources for training, infection control, and feedback mechanisms.

    Leveraging Leadership Qualities for Successful Strategic Implementation and Direction

    A vision-driven approach is essential for integrating robust healthcare systems and ensuring patient safety through mitigating risks like HAIs. Analytical skills play a pivotal role in assessing data complexities, deriving actionable insights, and applying them to patient care. A collaborative leadership style ensures every team member feels valued, heard, and involved, fostering shared responsibility and trust, crucial for overcoming challenges such as resistance to technological adoption.

    Empathy, integral to nursing, is equally crucial in leadership. Understanding the team’s concerns and challenges is vital, especially during significant transitions. Compassion, coupled with effective communication, ensures that apprehensions are addressed, training needs are identified, and the team remains motivated and aligned with the strategic vision (Laukka et al., 2022). Recognizing opportunities for personal growth is important, and adapting to the evolving technological landscape in healthcare requires continuous learning, professional development, mentorship, and exploring change management courses.

    Encouraging a feedback-rich environment refines the strategic approach based on team inputs and fosters personal leadership development.

    Conclusion

    This discussion underscores our unwavering commitment to patient safety and delivering exceptional healthcare services. Through a systematic approach to EHR training and a comprehensive strategy to minimize HAIs, we aim to become leaders in healthcare excellence. Over the next five years, our dedication will be evident in the milestones we achieve and the trust and appreciation we garner from our patients and their families. Today’s presentation is more than a strategic document; it is a testament to our future vision, ensuring that we consistently prioritize patient well-being and set new benchmarks in healthcare quality.

    References:

    de Kok, J. W. T. M., de la Hoz, M. Á. A., de Jong, Y., Brokke, V., Elbers, P. W. G., Thoral, P., Castillejo, A., Trenor, T., Castellano, J. M., Bronchalo, A. E., Merz, T. M., Faltys, M., van der Horst, I. C. C., Xu, M., Celi, L. A., van Bussel, B. C. T., & Borrat, X. (2023). A guide to sharing open healthcare data under the General Data Protection Regulation. Scientific Data, 10(1), 404. https://doi.org/10.1038/s41597-023-02256-2

    Hani, S. B., Aldiabat, K. M., & Qadire, M. A. (2022). Nursing Leadership Style, Training Methods, and Use of Electronic Health Records by Nurses in Jordanian Hospitals: A Descriptive Study. Florence Nightingale Journal of Nursing, 30(2), 110-116. https://doi.org/10.54614/fnjn.2022.20177

    Jarrett, M., Garrick, R., Gaeta, A., Lombardi, D., Mayo, R., McNulty, P., Panzer, R., & Krahn, W.-D. (2022). Pandemic preparedness: COVID-19 lessons learned in New York’s hospitals. Joint Commission Journal on Quality and Patient Safety, 48(9), 475–491. https://doi.org/10.1016/j.jcjq.2022.06.002

    Khattak, W. A., & Rabbi, F. (2023). Ethical considerations and challenges in deploying natural language processing systems in healthcare. International Journal of Applied Health Care Analytics, 8(5), 17–36. https://norislab.com/index.php/IJAHA/article/view/8

    NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

    Laukka, E., Pölkki, T., & Kanste, O. (2022). Leadership in the context of digital health services: A concept analysis. Journal of Nursing Management. https://doi.org/10.1111/jonm.13763

    Lenglet, A., Contigiani, O., Ariti, C., Evens, E., Charles, K., Casimir, C.-F., Senat Delva, R., Badjo, C., Roggeveen, H., Pawulska, B., Clezy, K., McRae, M., Wertheim, H., & Hopman, J. (2022). Early warning for healthcare-acquired infections in neonatal care units in a low-resource setting using routinely collected hospital data: The experience from Haiti, 2014–2018. PLOS ONE, 17(6), e0269385. https://doi.org/10.1371/journal.pone.0269385

    Livingston, K., & Bovi, J. (2022). Department-focused electronic health record thrives in training. JAMIA Open, 5(2). https://doi.org/10.1093/jamiaopen/ooac025

    NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

    McDermott, O., Antony, J., Bhat, S., Jayaraman, R., Rosa, A., Marolla, G., & Parida, R. (2022). Lean Six Sigma in Healthcare: A systematic literature review on challenges, organizational readiness, and critical success factors. Processes, 10(10), 1945. https://doi.org/10.3390/pr10101945

    Schleyer, R. (2022). The Chief Nursing Informatics Officer’s (CNIO) View: Strategic nursing leadership for informatics-powered health and healthcare. Health Informatics, pp. 87–97. https://doi.org/10.1007/978-3-030-91237-6_8

    Walsh, L., Hyett, N., Juniper, N., Li, C., Rodier, S., & Hill, S. (2021). The use of social media for stakeholder engagement in health service design and quality improvement: A scoping review. DIGITAL HEALTH, p. 7, 205520762199687. https://doi.org/10.1177/2055207621996870

    Whitehead, D., & Conley, J. (2022). The next frontier of remote patient monitoring: Hospital at home (preprint). Journal of Medical Internet Research. https://doi.org/10.2196/42335

    Wolf, A., Sant’Anna, A., & Vilhelmsson, A. (2022). Using nudges to promote clinical decision making of healthcare professionals: A scoping review. Preventive Medicine, 164, 107320. https://doi.org/10.1016/j.ypmed.2022.107320