NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

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Slide 1 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Greetings, my name is ________, and I’m here today to talk about “Strategic Visioning with Stakeholders” for the City Hospital.

Slide 2 – CAPELLA NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Hospital-acquired infections, also known as nosocomial infections, are a major issue for healthcare providers around the world. These infections can cause extended hospital stays, higher medical costs, and even death. To prevent and control hospital-acquired infections, healthcare providers, patients, and other stakeholders must work together (CDC, 2019).

The presentation will take a look at the necessity of working with stakeholders to create a strategic vision for hospital-acquired infection prevention. We’ll talk about how management abilities like critical thinking, problem-solving, communication, and cooperation may be used to create effective methods for dealing with hospital-acquired diseases. Working with stakeholders allows us to build a shared vision for reducing the frequency of such diseases while also improving the overall quality of care delivered by healthcare organizations.

Strategic Plan Summary

Slide 3 – CAPELLA NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

City Hospital’s strategic plan prioritizes avoiding hospital-acquired infections (HAIs) by developing a long-term strategy. The healthcare unit’s short-term goal is to reduce HAIs by 20% in the coming year, while the long-term goal is to introduce disease-preventive techniques. This goal can be achieved by continual staff education and training, patient and family involvement, and monitoring and assessment of infection prevention and control measures (Joint Commission, n.d.).

Slide 4 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Weaknesses

The proposed strategic objectives are consistent with City Hospital’s aim to provide high-quality, patient-centered care. There are numerous hurdles to achieving objectives in healthcare settings, including a lack of resources, staffing, and competing priorities (Lowe et al., 2021). By reducing these hurdles, City Hospital’s strategic planning can become more successful and impactful.

Slide 5 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Strategy for Communicating with Stakeholders & Constituencies 

Effective communication is essential for successfully implementing and maintaining a municipal hospital’s strategic strategy. Hospitals must communicate their plans to important stakeholders and constituencies, such as employees, patients and their families, regulators, and community partners (Communication Plan, 2019). To create an effective communication strategy, community hospitals must examine cultural and ethical variables that influence how key individuals or groups interact (Brooks et al., 2019). For example, some stakeholders prefer in-person meetings, whilst others prefer email or electronic contact. A hospital can convey its strategic plan through a variety of media, such as staff meetings, patient and family forums, newsletters, and email updates. Hospitals can also use social media or websites to provide updates on their strategic objectives and accomplishments (Communications Channels: A Guide, n.d.).

Slide 6 – CAPELLA NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Assumptions

The communication strategy of the City Hospital is founded on a number of assumptions. First, it is assumed that open and transparent communication can successfully involve all stakeholders in the strategic planning process. Second, it is considered that including cultural and ethical considerations in communication planning helps to guarantee that key persons or groups are reached in a respectful manner that satisfies their needs and preferences. Third, it believes that numerous communication channels would successfully reach all stakeholders and constituents.

Slide 7 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Necessary Actions

Many prerequisites, such as staff, resources, and shared values, needed to be implemented at City Hospital.

First, the hospital can examine its systems and organizational structure to ensure that they support its strategic goals. This could include restructuring teams or departments to better represent hospital goals.

Second, City Hospital can try to promote shared values and a management style that prioritizes healthcare quality and safety in order to foster a culture that supports its strategic objectives. Regular staff communication regarding the hospital’s objective and vision, as well as ongoing staff education and training, can help achieve this goal (Malmivaara, 2020).

Third, by providing continual professional development opportunities, City Hospital can ensure that its staff have the information and skills required to achieve its strategic goals. This could include teaching evidence-based infection prevention and control strategies, among other topics (Infection Prevention and control, n.d.).

Evaluation Criteria

A variety of criteria can be used to evaluate the effectiveness of City Hospital’s orientation and onboarding activities. These could contain statistics such as staff retention rates, employee satisfaction surveys, or input from recent hires on their onboarding experience.

Slide 8 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Implementation & Outcomes of a Strategic Plan

A number of measurements can be used to compare the execution and outcomes of a City hospital’s strategic plan to current performance criteria. This includes:

• The hospital can develop explicit measures for tracking success toward its strategic goals. These could include hospital-acquired infection (HAI) rates or patient satisfaction ratings (Dhar et al., 2021).
• The hospital can gather and analyze data on a regular basis to evaluate its performance in relation to these metrics. This could entail performing periodic audits or surveys to acquire data on the hospital’s progress toward its strategic objectives. For example, the World Health Organization’s PATH (Performance Assessment Tool for Hospitals) takes a holistic approach to hospital performance and provides an excellent platform for strategic decision-making in hospital governance (Carini et al., 2020).
• The facility can use data to identify areas of success and areas for improvement. This can assist the hospital in altering its plan to guarantee that it achieves the intended results.

Slide 9 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Areas of Uncertainty or Knowledge Gaps

There can be uncertainties or gaps in knowledge that limit the hospital’s capacity to adequately evaluate the implementation and outcomes of its strategic objectives. For example, there may be insufficient data available for some performance metrics, or there may be difficulties in accurately monitoring progress toward specific strategy objectives. Addressing these uncertainties and knowledge gaps can help healthcare organizations better evaluate their strategic planning initiatives.

Slide 10 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Relevant Cultural, Ethical, & Regulatory Considerations

Cultural, ethical, and regulatory issues can have a significant impact on the development and execution of strategic plans in healthcare organizations. Designing therapies that respect the cultural values and beliefs of patients, families, and staff is crucial for their effectiveness (Lyle et al., 2022). When creating infection prevention and control techniques, it is important to consider ethical considerations such as patient autonomy, informed permission, and confidentiality. To ensure program compliance, regulatory requirements such as healthcare legislation and policies must be considered.

Potential Conflicts

Conflicts can occur when cultural values or beliefs clash with recommended practices or regulatory obligations. For example, certain medical treatments or procedures could be prohibited due to cultural or religious views. In these cases, managers must speak freely with patients and families to understand their concerns and strive towards mutually acceptable solutions. Ethical issues can arise when balancing patients’ rights with the need to preserve public health. Managers must address these complicated concerns while upholding ethical norms and respecting patient autonomy (Varkey, 2021).

Slide 11 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Role as a Nursing Leader

A nurse manager can play an important role in successfully implementing strategic plans and sustaining strategic direction in the healthcare setting. The nurse manager is generally in charge of supervising the delivery of patient care and ensuring that staff adhere to evidence-based practices and protocols. In this job, you can help guarantee that infection prevention and control are regularly applied and that employees receive the appropriate training and support (Jeffs et al., 2019).

A nurse manager can also set a good example for other employees by prioritizing patient safety and providing high-quality care. By actively engaging with patients, families, and staff, you may assist in fostering trust and a culture of safety at the hospital. He or she can also use expertise to advise higher-level decision-making inside the firm and provide resources and support to achieve strategic goals. 

Slide 12 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Assumptions

As a nurse manager, some of the assumptions made when implementing a strategic plan may include the belief that leadership is critical to achieving quality and safety outcomes; that the nurse manager has the knowledge, skills, and expertise to effectively implement evidence-based practice; and that the staff is receptive to change. The organizational structure and resources are adequate to carry out the strategy (Weston, 2022).

Slide 13 – NURS FPX 6210 Assessment 3 Strategic Visioning with Stakeholders

Leadership Qualities and Skills to Implement a Strategic Plan

As a leader, one’s qualities and skills could help his team to carry out strategic initiatives and stay on track. Assume a leader has good communication and teamwork abilities. In such a situation, he can successfully connect with workers, understand their problems and suggestions, and collaborate to design effective methods for achieving program objectives. If he leads with honesty, responsibility, and empathy, he can build trust with team members and foster a pleasant work atmosphere that encourages cooperation and innovation (Schoemaker et al., n.d.

As a manager, you should be aware of chances for personal development. No one is flawless; we all have places for improvement. By being receptive to input from others and constantly pursuing chances to learn, a leader can continue to develop and more effectively manage his team toward strategic goals (Bowman, 2019).

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Conclusion

Collaboration among stakeholders, such as healthcare providers, patients, and community partners, is required for infection prevention and control in hospitals. City Hospital’s strategy plan to minimize HAIs includes evidence-based treatments, staff education and training, patient and family participation, and monitoring and evaluation of infection prevention and control programs, all of which align with the hospital’s objective of providing high-quality patient-centered care. The successful execution and maintenance of a hospital’s strategic plan requires effective communication with stakeholders as well as adherence to cultural, ethical, and regulatory issues. Regular examination and tweaking of the strategy will help to ensure its efficacy in obtaining the desired goals.

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References

Bowman, N. A. (2019, September 23). How to demonstrate your strategic thinking skills. Harvard Business Review. https://hbr.org/2019/09/how-to-demonstrate-your-strategic-thinking-skills

Brooks, L. A., Manias, E., & Bloomer, M. J. (2019). Culturally sensitive communication in healthcare: A concept analysis. Collegian, 26(3), 383–391. https://doi.org/10.1016/j.colegn.2018.09.007

Carini, E., Gabutti, I., Frisicale, E. M., Di Pilla, A., Pezzullo, A. M., de Waure, C., Cicchetti, A., Boccia, S., & Specchia, M. L. (2020). Assessing hospital performance indicators. What dimensions? Evidence from an umbrella review. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05879-y

CDC. (2019). Preventing Healthcare-associated Infections. Cdc.gov. https://www.cdc.gov/hai/prevent/prevention.html

Communication Plan. (2019, December 4). Institute for healthcare quality improvement. https://www.med.unc.edu/ihqi/resources/communication-plan/

COMMUNICATIONS CHANNELS: A guide. (n.d.). Org.Uk. Retrieved March 11, 2023, from https://www.health.org.uk/sites/default/files/Communications-channels.pdf

Dhar, S., Sandhu, A. L., Valyko, A., Kaye, K. S., & Washer, L. (2021). Strategies for effective infection prevention programs. Infectious Disease Clinics of North America, 35(3), 531–551. https://doi.org/10.1016/j.idc.2021.04.001

Infection prevention and control. (n.d.). Who.int. Retrieved March 11, 2023, from https://www.who.int/health-topics/infection-prevention-and-control

Jeffs, L., Merkley, J., Sinno, M., Thomson, N., Peladeau, N., & Richardson, S. (2019). Engaging stakeholders to co-design an academic practice strategic plan in an integrated health system. Nursing Administration Quarterly, 43(2), 186–192. https://doi.org/10.1097/naq.0000000000000340

Joint Commission. (n.d.). Hospital infection prevention and control. Www.jointcommission.org. Retrieved March 11, 2023, from https://www.jointcommission.org/resources/patient-safety-topics/infection-prevention-and-control/hospital-infection-prevention-and-control/

Lowe, H., Woodd, S., Lange, I. L., Janjanin, S., Barnett, J., & Graham, W. (2021). Challenges and opportunities for infection prevention and control in hospitals in conflict-affected settings: A qualitative study. Conflict and Health, 15(1). https://doi.org/10.1186/s13031-021-00428-8

Lyle, K., Weller, S., Samuel, G., & Lucassen, A. M. (2022). Beyond regulatory approaches to ethics: Making space for ethical preparedness in healthcare research. Journal of Medical Ethics. https://doi.org/10.1136/medethics-2021-108102

Malmivaara, A. (2020). Vision and strategy for healthcare: Competence is a necessity. Journal of Rehabilitation Medicine, 52(5). https://doi.org/10.2340/16501977-2684

Pietrzykowski, T., & Smilowska, K. (2021). The reality of informed consent: Empirical studies on patient comprehension-systematic review. Trials, 22(1). https://doi.org/10.1186/s13063-020-04969-w

Schoemaker, P. J. H., Krupp, S., & Howland, S. (n.d.). Strategic leadership: The essential skills. Harvard Business Review. Retrieved March 11, 2023, from https://hbr.org/2013/01/strategic-leadership-the-esssential-skills

Varkey, B. (2021). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. https://doi.org/10.1159/000509119

Weston, M. J. (2022). Strategic planning for a very different nursing workforce. Nurse Leader, 20(2). https://doi.org/10.1016/j.mnl.2021.12.021

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