Category: NURS-FPX8010

NURS FPX 8010 Assessment 4 Quality Improvement Proposal Name Capella university NURS-FPX 8010 Executive Leadership in Contemporary Nursing Prof. Name Date Quality Improvement Proposal Slide 1: Welcome, everyone. I am Felicia Chukes. Thank you for joining this discussion on advancing healthcare excellence through quality improvement initiatives. Today, we will explore how the Mayo Clinic’s Department of Medicine aligns its efforts with the strategic priority of delivering superior patient-centered care to achieve impactful outcomes. Slide 2: The Quality Improvement (QI) initiative aims to improve patient care through the organization’s strategic priority of providing highly quality patient-centered care in the Department of Medicine at Mayo Clinic. The Mayo Clinic, the world’s premier center for healthcare, points out that healthcare solutions must adopt applications and tailored cures for every patient. This vision is about developing new treatments and technologies, streamlining the process of testing them, and building a strong, diverse team of researchers to keep advancing healthcare in the future (Caine et al., 2022). This program will enhance care coordination and ensure patients get quality care at any point in their healthcare continuum. Through achieving this strategic plan, the Department of Medicine amplifies its dedication to offering the best quality and personalized healthcare, especially in what the patients are experiencing. Rationale for Establishing the Strategic Priority Slide 3: The strategic priority in the Department of Medicine of Mayo Clinic has been improving patient satisfaction and health outcomes tied to changing healthcare demands from the patients’ perspective. Consumer involvement has been identified in the evidence-based practice literature as a primary practice in delivering quality health services. Other researchers stress that patient-centeredness has better outcomes regarding clinical results, decreasing reaction rates, and satisfaction levels, as these plans are oriented to paying attention to patients’ needs, communicating, and making decisions together (Levitan & Schoenbaum, 2021). The implications of this priority are multifaceted. The coordination mechanism means that the Department of Medicine helps achieve timely and efficient patient care throughout the cycle. It also allows the patients and providers to build a good working relationship since they trust their providers, leading to effective treatment plans and healthier lives (Engle et al., 2021). Fostering a strong, diverse team of researchers is an excellent QI approach because it promotes innovation and inclusivity in addressing complex healthcare challenges. Diverse teams bring varied perspectives and expertise, which enhances problem-solving and the development of creative, patient-centered solutions (Brewster et al., 2021). On the other hand, the lack of individual-centered care priority may lead to the division of care, patient dissatisfaction, and increased healthcare costs. As such, complications and readmissions can be avoided. In pursuit of this priority, Mayo Clinic establishes itself as an institution that embraces advanced solutions like research on cures and technologies to maintain a vanguard of leadership in personalized healthcare. It responds to future health needs but never deviates from focusing on every patient’s needs and wishes. SWOT Analysis for Chosen Strategic Priority Slide 4:  Strengths: The Department of Medicine is robustly involved with the Mayo Clinic 2030 strategic plan focusing on patient-centered opportunities in devices and drug development, clinical research, and professional competencies. This aligns with the strategic directions that concentrate on offering excellent cardinal patient care through innovative solutions emanating from patients’ needs to enhance the quality of health care locally and globally (Caine et al., 2022). What has been most appealing to me is that by building on Mayo Clinic’s research and business development experiences, the department has an advantageous opportunity to promote developments in clinical trials and early-phase drug development. This facilitates the bringing out new treatment procedures to enhance clients’ treatment outcomes. This focus is applied to the department’s clinical trials, especially early-phase investigator-initiated trials, ensuring that new effective treatments are developed and made available to patients in the shortest time possible to meet the strategic imperative of delivering superior patient care. Propelled by patient needs, the department creates advanced treatments and technologies, thus supporting Mayo Clinic’s local and global strategic priorities, focusing on improving patient outcomes and satisfaction. The QI initiative promotes the mission of ‘Putting patients first,’ directly strengthening the clinical care delivery system through patient-oriented and integrated research and development. Weaknesses: The Department of Medicine has high resource needs. Delivering integrated teams for devices and drugs alongside clinical trial support may cause resource strain, leading to ineffective patient care. It is due to either waiting time for testing or innovation to implementation discrepancies in certain subspecialties. The ambitious intention in designing a centralized organizational structure might lead the department to complicate the coordination of teamwork with other integrated departments, hence delayed or constrained models of treatment delivery to patients. That is why the departments’ focus on innovation and research might be seen as the focus on aspects that are not always directly related to patients’ needs. Notwithstanding the innovations, sustaining patient-focused care could be difficult when those innovations are still in their experimental state or phase. Opportunities: Telemedicine and remote diagnostics are among the possibilities that the cooperation with the Mayo Clinic Platform opens. This is particularly worth it, especially under a patient-centered care system, since it might enhance patient reach to care, especially in difficult or underserved areas. Diversity in research talents allows the department to source for and adopt different approaches to improve the discovery and subsequent application of more effective patient-centered solutions, which would benefit the cross-sectional, diverse patient population (Pel et al., 2021). Building on existing collaborations with pharmaceutical and biotechnology companies and artificial intelligence (AI) research and development (R&D), the department can advance the speed with which discoveries get translated to patients, directly impacting patient care and elevating the department’s status as a research powerhouse. In the Mayo Clinic’s political landscape, the Department of Medicine’s focus on partnerships with federal agencies, industry leaders, and venture capitalists aligns with broader healthcare policies and funding regulations (Caine et al., 2022). This strategic collaboration ensures sustained financial support and compliance with regulatory standards, enhancing long-term research and patient care initiatives.  Threats: Flexibilities in healthcare policy and financing from Federal agencies

NURS FPX 8010 Assessment 3 Strategic Plan Development Name Capella university NURS-FPX 8010 Executive Leadership in Contemporary Nursing Prof. Name Date Strategic Plan Development Strategic planning in healthcare is vital for addressing complex challenges and ensuring alignment with organizational goals. Using the balanced scorecard approach, this strategic plan outlines the priorities of the Department of Medicine within the Mayo Clinic, focusing on patient-centered innovation, equity, and efficiency. The Department of Medicine aims to enhance patient-centered care through digital innovation, improve operational efficiency, and foster an inclusive and collaborative culture, aligning with Mayo Clinic’s strategic pillars of practice innovation, business development, and people-focused transformation (Caine et al., 2022). Building on the appraisal of Mayo Clinic’s strategic objectives, this plan aims to align departmental goals with the organization’s mission to inspire hope and deliver superior health care. Department Strategic Priorities The Department of Medicine at Mayo Clinic is pivotal in advancing the organization’s mission of providing exceptional patient-centered care, groundbreaking research, and world-class education. The department’s strategic priorities directly contribute to the organizational goals of innovation, quality, and sustainability (see Appendix A). Within the financial area, the department plans to decrease operating costs for the next twelve months by 10% through effective management of resources and rationalization of workflows. This priority aligns well with Mayo Clinic’s organizational strategic plan for sustainability to provide for future long-term financial needs. This priority is very important because controlling operating costs increases the sustainability of the department’s budget, enabling it to deliver high-quality care while maintaining efficient resource use. This priority is feasible because areas of wastage can be easily highlighted for the department with data analytics, eliminating flows that do not impact patient care and leading to further cost reductions. A study by Homauni et al. (2023) recommends resource management through Performance-based Budgeting (PBB) to align the incentives with organizational goals, stating this approach improves resource allocation by incentivizing providers to focus on improving outcomes and optimizing processes.   In the customer domain, the department aims to increase patient satisfaction scores by 15 % in the next fiscal year. This is to be worked out by identifying areas like communication, care transition, and the amount of waiting time. This priority is crucial to Mayo Clinic’s objective of offering patients the best experience to build confidence and firmly stick to the Clinic for retention purposes. It is feasible to achieve this by accreditation of special training courses for staff, effective patient feedback tools, and including patients’ preferences in organizational and management structures (Ferreira et al., 2023).  NURS FPX 8010 Assessment 3 Strategic Plan Development The focus on the internal area of a business is the proposed procedure of introducing the digital scheduling system during the first half of the year. This initiative supports Mayo Clinic’s strategic direction of reporting operational excellence and innovations through technology in functional operations. Kachooei et al. (2023) concluded that web-based online scheduling systems can significantly improve patient outcomes by reducing no-show rates and accelerating the progression to surgery. These findings suggest that healthcare providers may benefit from online scheduling systems to streamline administrative processes, improve patient engagement, and enhance clinical efficiency. This priority is realistically attainable and effective in eliminating complicated bureaucracy and improving patient care because of the advanced tools in the department and the distribution of resources. For instance, Mayo Clinic can automate the process, reducing the reliance on manual data entry and allowing patients to choose their appointment slots, simplifying administrative tasks directly. Next, in the learning and growth domain, the department will expand the staff training hours by 20% in the next year to prepare for changes in medical performing technological and caring practices. This priority aligns with Mayo Clinic’s organizational objective of achieving a learning culture and is essential to the organization’s success and global positioning. The objectiveness of this goal is supported by the fact that structured training programs and support of the learning environment are guaranteed across the department, thus making this a plausible goal regarding professional development. Mash and Edwards (2020) agree that the learning environment is crucial for enhancing future practice delivery in healthcare. When practice development is encouraged, and the appropriate resources are given to healthcare workers, their competence increases, and so do cohesion and patient care benefits. With the goals above, the Department of Medicine does more than meet its unique targets; it also advances Mayo Clinic’s core values of commitment to innovation, teamwork, and sustainability. Effects of Organizational Policies Organizational policies significantly influence the strategic priorities of the Department of Medicine at Mayo Clinic, shaping its operations and goals to align with the broader institutional mission. These policies, such as those governing financial management, patient care standards, technology adoption, and workforce development, directly impact the department’s ability to achieve its strategic objectives. For instance, the Mayo Clinic organization has a Cost Containment Policy that requires the appropriate utilization of resources to maintain its financial stability while delivering quality care (Ong & Vigonte, 2024). This policy aligns more with achieving the departmental financial objective of decreasing operational costs by ten percent. To meet guidance on the department’s initiatives to follow value-based procurement, expense monitoring, and energy utilization, the department can demonstrate the initiatives’ compliance with organizational norms of procurement and expenses without incurring unnecessary costs.The Patient-Centered Care Policy at Mayo Clinic requires the improvement of patient satisfaction through effective communication and collaboration (Simpson et al., 2022). This policy supports one of the various strategic objectives attached to the department – the ability to raise patient satisfaction scores. This policy inherently supports inclusivity by emphasizing the importance of understanding and addressing diverse patient needs. It encourages healthcare providers to practice empathy, cultural competence, and equitable treatment for all patients, regardless of background. NURS FPX 8010 Assessment 3 Strategic Plan Development  It provides guidelines for care standards and the foundation for training and feedback processes, through which the department can create more successful service delivery and increase patients’ confidence.Mayo Clinic’s Technology Integration policy aims to implement solutions to carrying out organizational processes

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal Name Capella university NURS-FPX 8010 Executive Leadership in Contemporary Nursing Prof. Name Date Strategic Plan Appraisal The strategic planning process sets an organization’s direction, outlining big-picture goals and precise strategies to achieve them. For Harris Health System-Ben Taub Hospital, the 2021-2025 strategic plan is based on five pillars (Harris Health System, 2021). This appraisal will evaluate data validity, stakeholder input, and its balanced scorecard. The strategic plan encapsulates the hospital’s purpose and values, ensuring clarity, specificity, practicality, and comprehensiveness in achieving its goals. Strategic Plan Analysis Ben Taub Hospital, a vital part of the Harris Health System in Houston, Texas, serves nearly four million residents in Harris County. The hospital’s strategic plan for 2021-2025 is built on five core pillars: quality and patient safety, people, one Harris Health System, population health management, and infrastructure optimization. Each pillar addresses distinct aspects of healthcare needs and outlines specific goals and strategies for implementation (County Office, 2020). The first pillar, quality, and patient safety aims for the hospital to become a High-Reliability Organization (HRO) with the goal of zero patient harm. This objective is pursued through the Event and Incident Reporting System (EIRS), which tracks, reports, and investigates issues to continuously improve processes and ensure patient safety (HHS, 2023). This commitment is crucial for maintaining high care standards and building community trust. The second pillar, people, focuses on collecting and responding to feedback from patients, employees, and medical staff. The hospital creates and implements plans to address high-impact areas based on this feedback to enhance stakeholder experiences. This pillar is centered on fostering a culture of respect, appreciation, and trust, which is essential for achieving customer satisfaction and improving service quality. The third pillar, Harris Health System, emphasizes the need for a unified, integrated healthcare system. By minimizing variations in care delivery, the hospital seeks to provide consistent, high-quality care across the system. This approach aims to streamline administration, promote efficiency, and reduce disparities in care, supporting the hospital’s mission to deliver coordinated and comprehensive healthcare (HHS, 2023). NURS FPX 8010 Assessment 2 Strategic Plan Appraisal Population health management, the fourth strategic pillar, emphasizes a comprehensive approach to health that integrates protective, simulated, and community-oriented services through partnerships with clinical and social service providers. By utilizing advanced population health analytics and innovative technologies, the hospital moves from a reactive model of managing diseases to a proactive strategy focused on health promotion and disease prevention. This approach is designed to enhance overall community health outcomes. The infrastructure optimization pillar, the final component of the strategy, focuses on upgrading and investing in the hospital’s physical facilities, information technology, telehealth capabilities, data security, and health informatics systems. The objectives of this pillar are to maximize efficiency, ensure patient safety, and address both current and future healthcare needs. These initiatives aim to facilitate the delivery of excellent care, enhance operational effectiveness, and respond to the evolving demands of the healthcare environment (HHS, 2023). Through these strategic efforts, the hospital strives to advance high-quality care and achieve long-term improvements in community health. Alignment with Mission and Vision The strategic priorities outlined in these five pillars align closely with Ben Taub Hospital’s mission and vision. The hospital’s mission is “to improve the health of those most in need in Harris County through quality care delivery, coordination of care, and education.” Ben Taub Hospital aspires to be the foremost public academic healthcare institution in the country. Their guiding principles are encapsulated in the acronym QUALITY, which stands for Quality and Patient Safety, Unity as One Harris Health System, Accountability and a Just Culture, Leadership and Integrity, Innovation, Education, Research, Trust, Recognition, Respect, and You (patients, staff, and medical professionals). By prioritizing these core values, Ben Taub Hospital aligns its strategic objectives with its mission to deliver exceptional care to those most in need. The focus on safety, systemic integration, population health, and infrastructure development reinforces the hospital’s goal of achieving prominence as a top-tier public academic healthcare system. This strategic framework not only meets current healthcare demands but also lays the groundwork for enduring improvements in community health outcomes (County Office, 2020). Through this multifaceted approach, the hospital aims to create a solid foundation for long-term, meaningful advancements in health and wellness for the populations it serves. Validity of Data and Analytical Strategies Ben Taub Hospital, a key facility within the Harris Health System, uses a comprehensive framework of Key Performance Indicators (KPIs) to advance its strategic priorities across five foundational pillars. Evaluating the validity of the data and analytical strategies behind these KPIs is crucial for understanding how the hospital works toward its mission and vision. For the quality and patient safety pillar, the hospital benchmarks against national quality metrics through Vizient, a performance improvement organization that offers data-driven insights and analytics. The hospital uses data on patient outcomes, infection rates, and adverse events to establish benchmarks and identify improvement opportunities (Vizient, 2024). These data sources are derived from internal performance metrics and external regulatory measures, including the Centers for Medicare and Medicaid Services (CMS) and public health data (CMS.gov, 2024). In the people pillar, the hospital aims to enhance both employee and patient satisfaction. KPIs in this area include data from employee engagement surveys, patient satisfaction surveys, and retention rates. Key strategies involve implementing a nursing strategic plan to boost professional development and retention and a patient satisfaction action plan. The data for these KPIs come from internal surveys, feedback mechanisms, and industry benchmarking. The one Harris Health System pillar focuses on integrating healthcare delivery across the system to minimize care variations and improve efficiency. KPIs for this pillar encompass throughput metrics, waste reduction, and procurement efficiency. Data for these indicators are sourced from internal performance records, financial data, and operational metrics. The hospital works on redesigning bed management and refining procurement processes to enhance efficiency and patient flow. NURS FPX 8010 Assessment 2 Strategic Plan Appraisal For population health management, KPIs address social determinants of health, identify high-need

NURS FPX 8010 Assessment 1 Political Landscape Analysis Name Capella university NURS-FPX 8010 Executive Leadership in Contemporary Nursing Prof. Name Date Comprehensive Guide to Political Landscape Analysis in Healthcare Organizations Political landscape analysis is a strategic approach to evaluating the political environment within an organization. This process identifies power structures and their influence on organizational policies, operations, and communication. This article delves into the political landscape of a community-based healthcare facility in the southeastern United States, offering insights into formal and informal power dynamics, decision-making influences, and strategies to address organizational challenges. Understanding Formal and Informal Power Dynamics Formal and informal lines of power play a critical role in shaping organizational operations. According to Ramos et al. (2019), formal power stems from hierarchical structures or designated positions, while informal power is derived from relationships, community standing, and professional reputations. In the healthcare facility under analysis, several formal and informal power lines exist: Formal Power: The Chief Executive Officer (CEO) wields ultimate authority, followed by the Chief Medical Officer (CMO) and other executives. The medical staff, particularly the CMO, holds significant influence due to a traditional physician-centric approach. Despite their position, nursing leadership struggles to assert influence within this formal structure, as evidenced by high turnover rates in the Chief Nursing Officer (CNO) role. Informal Power: The CMO’s long tenure and active community involvement enhance their ability to lead substantial initiatives, such as proposed changes to advanced practice nurses (APRNs). Strong connections with local community boards further solidify this informal power. Sources and Impacts of Power Various power sources within the organization influence its operations: Authority: The CEO and CMO leverage authority to drive organizational policies and initiatives. Expertise: The CMO’s expertise is evident in the development of successful service lines like orthopedics. Reputation and Relationships: Personal power derived from reputations and community relationships strengthens the leadership of both the CEO and CMO. Coercion: Policies forcing APRNs to join the hospitalist group demonstrate the use of coercion, which can hinder collaboration and interdisciplinary teamwork. Influence of Power on Decision-Making Organizational power significantly shapes executive-level decision-making. As a CNO, addressing concerns raised by APRNs requires strategic advocacy and negotiation to balance stakeholder interests. Evidence-based solutions include: Advocating for APRN Autonomy: Support their professional development, scope of practice, and competence. Htay and Whitehead (2021) emphasize that APRN-led care improves patient satisfaction, outcomes, and cost-effectiveness. Implementing a Hybrid Model: Negotiate with the CMO to retain APRNs within the nursing department while fostering collaboration with the hospitalist group. Such a model preserves APRN roles and enhances interdisciplinary teamwork, improving patient care outcomes (Kaiser et al., 2022). Navigating Power Dynamics in Policy Development The proposed transfer of APRNs from the nursing domain to hospitalist groups reflects the influence of organizational power dynamics. Key factors driving this policy include: The CMO’s longstanding tenure, professional reputation, and community engagement. A physician-centric political system prioritizing medical perspectives over nursing interests. Power dynamics can significantly impact policy inclusivity and equity. Executives with positional power often shape policies to align with their objectives, which may marginalize less powerful stakeholders. To mitigate these effects, organizations must prioritize fair and inclusive policymaking processes. Leveraging Ethical Leadership and Collaboration To address APRN advocacy effectively, expertise and cooperation are the most applicable power sources. While authority and coercion may offer immediate results, they can lead to long-term discord and suboptimal patient outcomes (Ramos et al., 2019). Ethical leadership principles emphasize: Fostering Expertise: Use evidence-based practices to inform decisions and promote professional growth. Encouraging Collaboration: Create shared governance structures that value interdisciplinary input and mutual respect. Ethical decision-making is especially critical in healthcare, where policies directly impact patient outcomes. Coercive tactics may undermine trust and morale, while collaborative approaches build a culture of teamwork and respect. Conclusion The healthcare facility’s power dynamics are complex, driven by a dominant medical team and a traditional physician-centric approach. To navigate these challenges, the CNO must assess both formal and informal power structures, address stakeholder concerns, and advocate for APRN roles through ethical and collaborative strategies. By balancing organizational interests with patient-focused outcomes, the CNO can foster a more inclusive and effective healthcare environment. References Htay, M., & Whitehead, D. (2021). The effectiveness of the role of advanced nurse practitioners compared to physician-led or usual care: A systematic review. International Journal of Nursing Studies Advances, 3, 100034. https://doi.org/10.1016/j.ijnsa.2021.100034 Kaiser, L., Conrad, S., Neugebauer, E. A. M., Pietsch, B., & Pieper, D. (2022). Interprofessional collaboration and patient-reported outcomes in inpatient care: A systematic review. Systematic Reviews, 11(1), 169. https://doi.org/10.1186/s13643-022-02027-x Ramos, V., Franco-Crespo, A., González-Pérez, L., Guerra, Y., Ramos-Galarza, C., Pazmiño, P., & Tejera, E. (2019). Analysis of organizational power networks through a holistic approach using consensus strategies. Heliyon, 5(2), e01172. https://doi.org/10.1016/j.heliyon.2019.e01172 NURS FPX 8010 Assessment 1 Political Landscape Analysis Smith, C. S. (2023). Applying a systems-oriented ethical decision-making framework to mitigating social and structural determinants of health. Frontiers in Oral Health, 4, 1031574. https://doi.org/10.3389/froh.2023.1031574 Ziemianski, P. (2022). Identifying and mitigating the negative effects of power in organizations. Journal of Applied Social Science, 16(1), 140–159. https://doi.org/10.1177/19367244211014789 NURS FPX 8010 Assessment 1 Political Landscape Analysis