NURS FPX 6210 Assessment 2 Strategic Planning.pdf

Assessment 2: Strategic Planning
Student Name
Capella University
Course Name
Prof Name
July 20, 2023
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Healthcare Management Preparedness
In the rapidly changing field of healthcare, effective strategic planning is crucial for addressing
current issues and preparing for future challenges. This assessment examines strategic
objectives related to proficiency in Electronic Health Record (EHR) systems and the reduction of
Hospital-Acquired Infections (HAIs). It aligns these objectives with the mission, vision, and
values of the healthcare organization, while also considering how technology, ethics, culture,
regulations, and leadership practices intersect in healthcare management.
Strategic Objective Declarations and Impacts
Our immediate goal for the coming year is to achieve 90% proficiency among healthcare
personnel in using and managing Electronic Health Record (EHR) systems. This training
initiative is significant for several reasons. It aims to improve data accuracy, ensuring that staff
can enter patient information correctly, which is foundational for delivering high-quality care.
Additionally, thorough training is expected to reduce the time needed to access patient
information, which is critical for efficient and timely care. In an era of increasing data breaches,
accurate and secure data management is essential for patient safety and compliance with
regulatory standards (Whitehead and Conley, 2022).
For the long term, over the next five years or more, we aim to implement strong hospital hygiene
protocols and conduct regular staff training, with the objective of reducing hospital-acquired
infections (HAIs) by 50%. This goal is expected to produce several positive outcomes. It will
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primarily create a safer care environment, leading to fewer complications after treatment and
boosting patient confidence and trust in our facility. Financially, reducing HAIs will result in cost
savings by minimizing the need for additional treatments, lowering litigation risks, and potentially
decreasing insurance claims (Whitehead and Conley, 2022).
Timelines
Activity Time Description
EHR Training – Initial
Assessment
Months 1-3 Gauge staff proficiency with EHR
EHR Training – Phase 1 Months 4-6 Train novice users
EHR Training – Phase 2 Months 7-9 Advanced training and troubleshooting
EHR Training – Evaluation Months
10-12
Assess training effectiveness, conduct refresher
courses
HAI Reduction – Protocol
Assessment
Year 1 Assess and enhance hygiene protocols
HAI Reduction – Training Year 2 Bi-annual staff training and 10% HAI reduction
HAI Reduction – Innovation Year 3 UV sanitization and target accumulated 20%
reduction
HAI Reduction – Patient
Education
Year 4 Educate patients and train new staff for a 35%
accumulated reduction
HAI Reduction – Monitoring Year 5 Ongoing assessment and achieving a 50%
reduction milestone
Continual Evaluation and Achieving a 50% Reduction Milestone
Our short-term objectives, particularly EHR integration, are closely intertwined with our
long-term objective of infection control. As staff become proficient in EHR usage, they will have
immediate access to crucial data about potential infection outbreaks, patient records, and room
sterilization records. This ability to access essential information swiftly will be invaluable in
responding promptly to possible HAI situations, thus supporting our overarching long-term goal
(Verberk et al., 2022).
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However, our journey toward these goals is not without potential obstacles. Technological
resistance is expected, particularly from older staff members or those new to the digital
landscape. The transition to EHR may be met with inertia or reluctance. Additionally, funding
constraints pose a challenge. Regular training sessions, upgrading to newer hygiene
equipment, and integrating modern technology can strain our financial resources. Moreover,
external factors such as the emergence of robust bacterial/viral strains or unforeseen global
pandemics can act as roadblocks to our infection control measures. Lastly, staff turnover
remains a concern. New staff will require ongoing training, and meticulous management of this
process is essential to avoid vulnerabilities in EHR management and infection control (Verberk
et al., 2022).
Significance of Proposed Objectives to the Mission, Vision, and Values
Our healthcare institution is deeply committed to its mission of providing top-level patient care
guided by a steadfast commitment to safety, excellence, and continuous improvement. The
primary goals we have formulated resonate with this mission as well as actively propel us
toward realizing our vision. The short-term goal of ensuring 90% staff proficiency with the EHR
system directly aligns with our mission and values. By emphasizing accurate and swift data
handling, we reinforce our commitment to quality care and safety.
In today's healthcare landscape, modern technology, such as the EHR system, plays a pivotal
role. Embracing it is both a progression and a necessity to uphold our pledge to deliver the best
possible care. The long-term goal of reducing HAIs by 50% is a testament to our dedication to
patient safety, a core component of our mission. Achieving this goal would not only improve the
physical health of those we serve but also bolster public trust and confidence in our healthcare
institution. This trust is invaluable and aligns with our vision of being a beacon of healthcare
excellence in the community.
Areas of Vulnerability or Knowledge Gaps
1. Advancement of Technology: Rapid advancements in healthcare technology may require
continuous updates to our understanding and training modules.
2. Emerging Health Threats: Unforeseen health threats, such as new infectious diseases or
resistant bacterial strains, may pose challenges that require agile responses.
3. Regulatory Changes: Changes in healthcare regulations, especially regarding data handling
and patient safety, may necessitate ongoing adjustments to our approaches.
4. Human Factors: Aspects of team collaboration, inter-departmental coordination, or individual
reluctance to embrace change may present vulnerabilities that require continuous
communication and fostering a culture of resilience (Conte et al., 2023).
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Examination of Key Objectives regarding Technology, Ethics, Culture, and Regulations
Our primary objectives reflect the integration of technology into current healthcare practices. By
focusing on proficiency in EHR systems, we highlight technology's crucial role in streamlining
operations and ensuring care providers have immediate access to critical patient information
(Conte et al., 2023). Accurate and efficient data management facilitated by EHR systems is
essential for optimal intervention and avoiding missed opportunities in patient care. From an
ethical standpoint, reducing HAIs underscores our moral obligation to protect patients from
preventable harm. Healthcare providers pledge to do no harm, and we uphold this ethical
standard by striving to reduce infections that patients may acquire during their visit (Jukola and
Gadebusch Bondio, 2022).
Culturally, our goals embody an institutional culture that values continuous learning and
improvement. We aim to cultivate a care environment where staff are equipped with the latest
knowledge and tools to provide the best possible care. This resonates with the cultural
expectations of the communities we serve, where trust in medical institutions relies on perceived
commitment to excellence and safety. Healthcare regulations are stringent, especially
concerning patient safety and data security. Enhancing proficiency in EHR systems aligns with
regulatory standards that advocate for meticulous patient data management (Granel-Giménez
et al., 2022). Similarly, we strive to meet or exceed regulatory benchmarks for patient safety by
pursuing HAI reduction.
Limitations of the Objectives
1. Over-reliance on Technology: Over-dependence on EHR systems without continuous training
or system updates can introduce errors, as technology is a tool, not a substitute for clinical
judgment and expertise.
2. Cultural Barriers: Embracing technological advancements may face resistance from staff
segments new or uncomfortable with these changes, requiring measures to ensure a smooth
transition.
3. Ethical Concerns: With increased technology use, especially EHRs, ethical concerns
associated with patient data security and potential misuse need to be addressed through strict
access controls and regular audits.
4. Regulatory Shifts: Healthcare regulations are not static, and changes may require frequent
reassessment and realignment of strategies to remain compliant.
Integration of Management and Healthcare Theories in Key Objectives
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In the healthcare setting, Transformational Leadership theory plays a critical role. This theory
suggests that through inspiration and motivation, leaders can elevate team members to achieve
more than expected (Dolansky et al., 2022). By fostering a culture where staff feel valued and
are driven by a shared vision, EHR proficiency and HAI reduction goals become team objectives
rather than organizational mandates. Effective leadership is crucial in bridging information gaps
and ensuring that every team member embraces their role in achieving objectives.
Quality Management Theory in Healthcare enhances the quality of care, primarily focusing on
reducing HAIs. Viewing quality as a continuous journey ensures that once we achieve our HAI
reduction goal, we continue to seek new areas for improvement. The Health Belief Model is
instrumental in achieving our goals, especially HAI reduction, as people are more likely to take
preventive actions if they perceive the severity of the issue and believe specific actions can
reduce the risk (Naseer et al., 2021). Educating staff and patients about the significance of HAI
and tangible prevention steps fosters a proactive culture.
While management and healthcare theories offer valuable frameworks, they have limitations.
For instance, the dynamism of theories means that while transformational leadership may be
ideal in general, a diverse workforce may occasionally require a situational or employee
leadership approach. Additionally, a clear gap exists between theoretical training and its
practical implementation, evident in real-world challenges affecting EHR usage. Moreover, the
intense focus on healthcare quality can sometimes overshadow staff well-being, risking burnout.
Finally, optimal alignment of theoretical frameworks, such as the Health Belief Model, with
practical application may be disrupted by factors like resource constraints or cultural barriers.
Leadership Traits and Skills
Certain leadership traits and skills emerge as crucial for successfully implementing and
supporting the smart action plan. A visionary leader can articulate and uphold the broader
picture, ensuring that short-term and long-term objectives serve the larger mission realistically.
An adaptable leader recognizes the dynamic nature of healthcare, welcoming innovations and
changes that may arise, especially with technological advancements or protocol shifts. Effective
communication is essential in healthcare, ensuring clarity, fostering teamwork, and bridging
gaps between diverse stakeholders. An effective leader bridges any information gaps, ensuring
that every team member understands the objectives and sees their role in achieving them
(Laukka et al., 2022). We assess these leadership traits under a critical assumption: the plan's
success fundamentally rests on leadership proficiency, assuming that the leader either
inherently embodies these traits or is committed to cultivating them.
Conclusion
A smart action plan, rooted in the fundamental principles of a healthcare organization and aimed
towards tangible improvements, ensures enhanced patient care and operational excellence.
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However, the journey toward these accomplishments is intertwined with challenges - from
technological revolution and regulatory compliance to ensuring ethical practices and fostering
an inclusive culture. Addressing these facets requires holistic leadership that blends vision,
adaptability, communication, and a relentless commitment to learning and ethics. As healthcare
continues its transformation trajectory, it becomes incumbent upon leaders to guide their
institutions with clarity, conviction, and compassion, ensuring the best outcomes for all
stakeholders.
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References
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. https://doi.org/10.1016/j.ijmedinf.2023.105148
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. https://doi.org/10.1016/j.mnl.2022.10.015
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. https://doi.org/10.3390/ijerph19020939
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.
https://doi.org/10.1007/s11019-022-10120-0
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
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. https://doi.org/10.1080/0144929x.2021.1984579
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NURS FPX 6210 Assessment 2 Strategic Planning.pdf

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