NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

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Strategic Visioning with Stakeholders

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

I am presenting today about “Strategic Visioning with Stakeholders” for the City Hospital.

Hospital-acquired infections, also known as nosocomial infections, are a major concern for healthcare organizations worldwide. These infections can lead to longer hospital stays, increased medical costs, and even death. Prevention and control of hospital-acquired infections require cooperation between healthcare providers, patients and other stakeholders (CDC, 2019).

This presentation will explore the importance of collaborating with stakeholders to develop a strategic vision for hospital-acquired infection prevention. We will discuss how management skills such as critical thinking, problem-solving, communication and collaboration can be used to develop effective strategies to address the challenges of hospital-acquired infections. By working with stakeholders, we can create a shared vision to reduce the incidence of these infections and improve the overall quality of care provided by healthcare organizations.

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Strategic Plan Summary

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

City Hospital’s strategic plan seeks to priorities preventing hospital-acquired infections (HAIs) by creating a long-term strategic plan. Short term objective of healthcare unit is the reduction of HAIs by 20% in the following year while long term objective is to implement prevention strategies to control infection of the disease. Implementing ongoing staff education and training, involvement of patients and families, and monitoring and evaluation of infection prevention and control procedures will all help achieve this goal (Joint Commission, n.d.).

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NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The proposed strategic objectives align with City Hospital’s mission to deliver high-quality, patient-centered care. There are many barriers such as unavailability of resources, staffing and competing priorities in healthcare settings, to achieve objectives (Lowe et al., 2021). The effectiveness and impact of City Hospital’s strategic planning can be increased by removing these obstacles.

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Strategy for Communicating with Stakeholders & Constituencies 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Effective communication is critical to successfully implementing and maintaining a city hospital’s strategic plan. Hospitals must communicate their plans to key stakeholders and constituencies, including staff, patients and their families, regulators, and community partners (Communication Plan, 2019). To develop an effective communication plan, community hospitals must consider cultural and ethical factors influencing how key individuals or groups prefer to communicate (Brooks et al., 2019). For example, some stakeholders prefer face-to-face meetings, while others prefer email or electronic communication. A hospital can communicate its strategic plan through various channels, including staff meetings, patient and family forums, newsletters, or email updates. Hospitals can also use social media or websites to share updates about their strategic goals and achievements (Communications Channels: A guide, n.d.).

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NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

City hospital’s communication strategy is based on several assumptions. First, it assumes that clear and transparent communication can effectively engage all stakeholders in the strategic planning process. Second, it is assumed that taking cultural and ethical factors into account when developing communication plans helps to ensure that key individuals or groups are reached in a way that is respectful and meets their needs and preferences. Third, it assumes multiple communication channels can effectively reach all stakeholders and constituencies.

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Necessary Actions

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

There are many requirements such as staff, resources, shared values which needed to be implement in City Hospital. 

First, the hospital can assess its systems and organizational structure to make sure they help it achieve its strategic objectives. This might entail rearranging teams or departments to better reflect the hospital priorities.

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Second, City Hospital can work to promote common values and a management approach that places a premium on healthcare quality and safety to create a culture that supports its strategic goals. Regular staff communication about the hospital’s mission and vision as well as on-going staff education and training can help to accomplish this (Malmivaara, 2020).

Third, by offering ongoing professional development opportunities, City Hospital can make sure that its employees have the knowledge and abilities needed to meet its strategic objectives. This might involve instruction in evidence-based infection prevention and control approaches, among other pertinent subjects (Infection prevention and control, n.d.).

Evaluation Criteria

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Several criteria can be used to assess the effectiveness of the orientation and onboarding processes at City Hospital. These could include stats like staff retention rates, employee satisfaction surveys, or feedback from recent hires regarding their onboarding process.

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Implementation & Outcomes of a Strategic Plan

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

A number of measures can be taken to evaluate the implementation and results of a City hospital’s strategic plan against current performance criteria. These includes:

  • The hospital can establish clear metrics to measure progress toward its strategic goals. These may include hospital-acquired infection (HAI) rates or patient satisfaction scores (Dhar et al., 2021).
  • The hospital can regularly collect and analyze data to measure its performance against these indicators. This may include conducting periodic audits or surveys to gather information on the hospital’s progress toward its strategic goals. For instance, PATH (Performance Assessment Tool for Hospitals), created by the World Health Organization, takes a comprehensive approach to hospital performance and offers a great platform for strategic decision-making in hospital governance (Carini et al., 2020).
  • The facility can use data to identify areas where they are doing well and areas for improvement. This can help the hospital adjust its strategy to ensure it moves toward the desired outcome.

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Areas of Uncertainty or Knowledge Gaps

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

There may be uncertainties or gaps in knowledge that affect the ability of the hospital setting to effectively evaluate the implementation and outcomes of their strategic plans. For example, there may be limited data availability for certain performance indicators or there may be problems in accurately measuring progress towards certain strategic objectives. Addressing these uncertainties and knowledge gaps can help improve the ability of the healthcare settings to effectively evaluate their strategic planning efforts.

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Relevant Cultural, Ethical, & Regulatory Considerations

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Cultural, ethical and regulatory considerations can greatly influence the development and implementation of strategic plans in healthcare institutions. When designing interventions, it is important to consider the cultural values ​​and beliefs of patients, families and staff to ensure that they are respected and effective (Lyle et al., 2022). Ethical issues of patient autonomy, informed consent, and confidentiality must also be considered when developing infection prevention and control strategies (Pietrzykowski & Smilowska, 2021). Regulatory requirements, such as laws and policies governing healthcare practices, must also be considered to ensure program compliance. 

Potential Conflicts

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Potential conflicts can arise when cultural values ​​or beliefs conflict with recommended practices or regulatory requirements. For example, certain cultural or religious beliefs may prohibit certain medical treatments or procedures. In these situations, it is important for managers to communicate openly with patients and families to understand their concerns and work to find mutually acceptable solutions. Ethical conflicts can also arise when balancing the individual rights of patients with the need to protect public health. Managers must address these complex issues while ensuring that their decisions are based on ethical principles and respect patient autonomy (Varkey, 2021).

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Role as a Nursing Leader

A nurse manager can play a key role in successfully implementing strategic plans and maintaining strategic direction in the healthcare environment. The nurse manager is generally responsible for overseeing the delivery of patient care and ensuring that staff follows evidence-based practices and protocols. In this role, one can help ensure that infection prevention and control is implemented consistently and that staff receive the necessary training and support (Jeffs et al., 2019).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

A nurse manager can also set an example for other employees by demonstrating a commitment to patient safety and quality care. By actively engaging with patients, families and staff, you can help build trust and promote a culture of safety in the hospital. He/she can also use expertise to inform decision-making at higher levels of the organization and support resources and support to achieve strategic goals. 

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NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

As a nurse manager, some of the assumptions one makes 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, expertise to implement evidence-based practice effectively, and that the staff is receptive to change The organizational structure and resources are sufficient to support the implementation of the plan (Weston, 2022).

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Leadership Qualities & Skills to Implement a Strategic Plan

As a leader, one’s qualities and skills can be instrumental in helping his team execute strategic plans and maintain strategic direction. For example, suppose a leader have strong communication and collaboration skills. In that case, he can communicate effectively with employees, understand their concerns and ideas, and work together to develop effective strategies to achieve program goals. If he demonstrate honesty, accountability, and empathy in his leadership style, he can build trust with team members and create a positive work environment that supports collaboration and innovation (Schoemaker et al., n.d.).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

As a manager, it is important to be aware of opportunities for personal growth. No one is perfect, we all have areas where we can improve. By being open to feedback from others and proactively seeking opportunities to learn, one can continue to grow as a leader and more effectively guide his team toward strategic goals (Bowman, 2019).

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NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Prevention and control of hospital-acquired infections requires collaboration with stakeholders, including health care providers, patients, and community partners. City Hospital’s strategic plan to reduce HAIs through evidence-based interventions, staff education and training, patient and family engagement, and monitoring and evaluation of infection prevention and control programs is consistent with its mission to provide high-quality patient-centered care. . Effective communication with stakeholders and adherence to cultural, ethical and regulatory considerations are critical to the successful implementation and maintenance of a hospital’s strategic plan. Regular evaluation and adjustment of the plan will help ensure its effectiveness in achieving the expected results.

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

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Bowman, N. A. (2019, September 23). How to demonstrate your strategic thinking skills. Harvard Business Review. 

Brooks, L. A., Manias, E., & Bloomer, M. J. (2019). Culturally sensitive communication in healthcare: A concept analysis. Collegian, 26(3), 383–391. 

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). 

CDC. (2019). Preventing Healthcare-associated Infections. 

Communication Plan. (2019, December 4). Institute for healthcare quality improvement.   

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

COMMUNICATIONS CHANNELS: A guide. (n.d.). Org.Uk. Retrieved March 11, 2023, from  

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. 

Infection prevention and control. (n.d.). Retrieved March 11, 2023, from 

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. 

Joint Commission. (n.d.). Hospital infection prevention and control. Retrieved March 11, 2023, from 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

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). 

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. 

Malmivaara, A. (2020). Vision and strategy for healthcare: Competence is a necessity. Journal of Rehabilitation Medicine, 52(5). 

Pietrzykowski, T., & Smilowska, K. (2021). The reality of informed consent: Empirical studies on patient comprehension-systematic review. Trials, 22(1). 

Schoemaker, P. J. H., Krupp, S., & Howland, S. (n.d.). Strategic leadership: The essential skills. Harvard Business Review. Retrieved March 11, 2023, from 

Varkey, B. (2021). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. 

Weston, M. J. (2022). Strategic planning for a very different nursing workforce. Nurse Leader, 20(2).