NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders NURS-FPX 6210 Leadership and Management for Nurse Executives ​​​​​​​Strategic Visioning with Stakeholders

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

NURS-FPX 6210 Leadership and Management for Nurse Executives

Strategic Visioning with Stakeholders

Good [morning/afternoon/evening] everyone. Today, we delve deeper into the progressive trajectory of healthcare improvement over the next five years. The world of healthcare 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 laid out 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 the 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).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

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.