NURS FPX 6210 Assessment 2 Strategic Planning

Name

Capella university

NURS-FPX 6210 Leadership and Management for Nurse Executives

Prof. Name

Date

Strategic Planning

Grace Hospital must prioritize the avoidance of Hospital-Acquired Infections (HAIs) by developing a strategic plan for the next five to ten years. Enhancing the existing infection control measures and decreasing the number of HAIs in the hospital is essential. The hospital will use the Balanced Scorecard (BSC) model in conjunction with SWOT analysis to achieve this. This combined approach ensures a comprehensive and balanced strategy, integrating financial, patient, internal processes, and learning perspectives. Grace Hospital can create a safer and healthier healthcare environment by implementing evidence-based interventions and collaborating with staff, patients, and stakeholders (Alfajri et al., 2021).

Using SWOT Analysis and the BSC model, this strategic plan will enable Grace Hospital to continue providing high-quality care to its patients and community while minimizing the risk of HAIs. The success of this strategic plan depends on the commitment of all stakeholders to prioritize healthcare quality and safety, make evidence-based decisions, and take proactive steps to reduce the risk of HAIs.

Strategic Goals and Outcomes for Improvements

Grace Hospital aims to enhance the quality and safety of healthcare delivery by establishing strategic goals and outcomes that address HAIs. These goals are specific, measurable, and focused on the critical area identified in the SWOT analysis. The hospital’s short-term goal is to decrease the rate of HAIs by 20% in high-risk units, such as Intensive Care Units (ICUs), within the following year. This objective will be accomplished by implementing evidence-based interventions like hand hygiene tailored to these high-risk areas (Mouajou et al., 2021). Measures will include improving hand hygiene practices, increasing the availability of infection control resources, and enhancing surveillance systems. The success of this short-term goal will be evaluated by tracking the reduction in HAIs per 1,000 patient days in these units (Mouajou et al., 2021).

In the long term, Grace Hospital aims to cultivate a pervasive culture of safety that emphasizes infection prevention and control throughout the entire hospital. This ambitious goal will be pursued over the next five years and will involve a multifaceted approach. Key initiatives will include continuous education and training programs for all healthcare providers, robust patient and family engagement, and the implementation of a comprehensive monitoring and evaluation framework for infection control practices. The desired outcome for this long-term goal is to achieve a 50% reduction in HAIs, as measured by HAIs per 1,000 patient days, and to sustain this reduced rate for at least two consecutive years (Mangal et al., 2021).

NURS FPX 6210 Assessment 2 Strategic Planning

The short-term goal supports the long-term objective by laying the groundwork for broader hospital-wide improvements. Achieving a 20% reduction in HAIs within high-risk units demonstrates the effectiveness of targeted interventions and builds momentum for a hospital-wide culture shift. By focusing initially on high-risk areas, the hospital can refine its infection control strategies, gather valuable data, and create a model for broader application. This initial success will help gain buy-in from staff and stakeholders, which is crucial for the sustained effort required to achieve the long-term goal (Dyer, 2022).

The timelines for these goals are realistic and based on evidence-based practices and historical data from similar initiatives in other healthcare settings. The one-year timeline for the short-term goal allows for the rapid implementation of targeted interventions and quick feedback on their effectiveness. The five-year timeline for the long-term goal provides ample time to institute lasting changes in culture and practice, ensuring that improvements in infection control are deeply embedded in the hospital’s operations (Mangal et al., 2021). By aligning short-term and long-term goals, Grace Hospital can systematically reduce HAIs, ultimately creating a safer environment for patients and staff while upholding the hospital’s mission, vision, and values.

Potential Barriers

However, achieving these goals may be hindered by various barriers, including a lack of resources, resistance to change among staff and patients, and competing priorities within the hospital (Valdano et al., 2021). To overcome these barriers, the hospital must engage all stakeholders, including staff, patients, and families, in implementing its infection prevention and control initiatives. Moreover, the hospital must secure adequate resources and prioritize infection prevention and control as a critical aspect of its healthcare delivery strategy. Grace Hospital can improve the quality and safety of healthcare delivery and establish a culture of safety that prioritizes infection prevention and control by addressing these barriers and implementing evidence-based interventions (Valdano et al., 2021).

Relevance of Strategic Goals & Outcomes of the Values

The proposed strategic goals and outcomes for Grace Hospital are closely aligned with the healthcare facility’s mission, vision, and values. The hospital is dedicated to providing exceptional, patient-centered care to all individuals seeking its services. The proposed goals align with this mission by focusing on improving the quality and safety of healthcare delivery, particularly in infection prevention and control (Grace Hospital, 2024). Furthermore, the hospital’s vision is to be recognized as a leader in innovation and excellence. The proposed goals align with this vision by demonstrating the hospital’s commitment to implementing evidence-based interventions and establishing a culture of safety that prioritizes infection prevention and control.

By achieving these goals, Grace Hospital can position itself as a healthcare delivery leader and contribute to advancing the broader healthcare industry (Grace Hospital, 2024). In addition, the proposed goals align with the hospital’s core values, which include a commitment to patient safety, quality, and compassion. By reducing the incidence of HAIs and establishing a safety culture, the hospital can demonstrate its commitment to these core values and provide a safer and more compassionate healthcare environment for all patients (Stewart et al., 2021).

Areas of Uncertainty 

Despite the relevance of these proposed goals, areas of uncertainty or knowledge gaps may impact their successful implementation. For instance, the hospital may face challenges in securing the necessary resources to implement and sustain the proposed interventions over the long term. Also, there may be resistance to change among staff and patients, which could hinder the adoption of new infection prevention and control practices (Valdano et al., 2021). 

The Extent to Which Strategic Goals and Outcomes Address

 The proposed strategic goals and outcomes for Grace Hospital address a range of ethical, cultural, technological, and regulatory considerations.

Ethical Environment

Concerning the ethical environment, the goals of the hospital are oriented to the principles of beneficence and non-maleficence, as patient safety and quality of care are the priorities. The hospital is working to minimize harm to patients and improve their overall health outcomes by implementing evidence-based interventions to reduce the incidence of HAIs (Simha & Pandey, 2020). For example, healthcare organizations uphold ethical principles of beneficence and non-maleficence by safeguarding patients’ sensitive information. Hospital management can prevent harm through privacy breaches by following Health Insurance Portability and Accountability Act (HIPAA) regulations (Heath et al., 2021).

Cultural Environment

In terms of the cultural environment, the hospital’s goals align with the principle of cultural competence by recognizing the importance of tailoring interventions to the specific needs and preferences of marginalized patient populations. The hospital’s culture of safety initiative includes patient and family engagement, which can help to guarantee that HAI reduction interventions are socially sensitive and receptive to the requirements of diverse patient populations (Simha & Pandey, 2020). For instance, cultural factors like language barriers, discrimination, and lack of trust in the healthcare system impact healthcare delivery in the US. Social and cultural factors drive these disparities, requiring healthcare organizations to prioritize cultural competence and tailored strategies (Ellahham, 2021).

Use of Technology

In terms of technology use, the hospital’s goals align with the principle of innovation by leveraging technology to support infection prevention and control efforts. For example, the hospital can use electronic health records to monitor infection rates and identify trends, allowing targeted interventions to be implemented promptly and effectively (Pearson, 2021).

Healthcare Policies, Laws, and Regulations:

In terms of healthcare policies, laws, and regulations, the hospital’s goals align with various regulatory requirements related to infection prevention and control, such as those issued by the Centers for Disease Control and Prevention (CDC) and the Occupational Safety and Health Administration (OSHA) (CDC, 2022; OSHA, n.d.). The hospital is also working to comply with regulatory requirements for quality and care by implementing evidence-based interventions and establishing a safety culture (Grace Hospital, 2024).

Limitations

While the proposed goals and outcomes address a range of ethical, cultural, technological, and regulatory considerations, there are some limitations to their successful implementation. For instance, the hospital may need more resources, such as funding or staffing, which could impact the scope and effectiveness of its interventions, like hand hygiene (Dhar et al., 2021). Further, there may be challenges in engaging all stakeholders, particularly patients and their families, in the infection prevention and control process (Stewart et al., 2021). The hospital needs to acknowledge and address these limitations to maximize the effectiveness and impact of its strategic aims and outcomes.

Relevance of Leadership and Healthcare Theories

Application of leadership and healthcare theories is essential for achieving Grace Hospital’s proposed strategic goals and outcomes. The strategic plan integrates the BSC model and SWOT analysis to ensure a comprehensive approach to quality and safety improvements, particularly in reducing HAIs. In the short term, transformational leadership theory will be pivotal in inspiring, motivating, and engaging healthcare providers. This approach fosters a culture of safety that prioritizes infection prevention and control.

Transformational leaders can articulate a compelling vision for HAI reduction, encouraging staff to embrace new practices and maintain high standards of care (Irshad et al., 2021). Additionally, situational leadership theory will be applied to address the unique needs and challenges of high-risk units, such as ICUs. By adapting leadership styles to specific situations, leaders can effectively implement evidence-based interventions tailored to the dynamics of these critical areas, thereby reducing HAIs promptly (Alshammari et al., 2024).

For long-term goals, the Diffusion of Innovation Theory will guide the widespread adoption of infection prevention and control practices throughout the hospital. This theory emphasizes the importance of communication channels, social systems, and innovation in facilitating change. By leveraging this framework, Grace Hospital can systematically introduce and reinforce new practices across all departments, ensuring sustained improvements in HAI rates (Mo et al., 2021).

Integrating these leadership theories with SWOT analysis helps identify internal strengths to leverage, such as highly skilled healthcare providers, and address weaknesses like inconsistent communication (Puyt et al., 2023). The BSC model aligns strategic initiatives with the hospital’s mission, vision, and values, ensuring that short-term and long-term goals are met through continuous performance monitoring and evaluation (Alfajri et al., 2021). Considering the context and limitations of these theories, their application can be tailored to the specific needs and challenges of Grace Hospital, ultimately achieving significant quality and safety improvements.

Limitations or Gaps

However, some limitations can arise in these theories. For instance, not all leaders at Grace Hospital may possess the skills or traits necessary to implement transformational leadership effectively, and not all staff may be receptive to new infection prevention practices or technologies introduced through the Diffusion of Innovation Theory. Thus, it is essential to consider the context and limitations of these theories and tailor their application to the specific needs and challenges of the HAI control initiatives (Irshad et al., 2021). 

Leadership Qualities and Skills

The positive application of the proposed plan to reduce the rate of HAIs in high-risk units at Grace Hospital and establish a culture of safety requires leaders with diverse qualities and skills. Effective communication and collaboration skills are essential for leaders to engage and motivate staff, patients, and families in infection prevention and control initiatives. This is particularly important given the findings from the SWOT analysis, which highlighted the need for improved communication and collaboration among healthcare providers. Leaders who demonstrate integrity, accountability, and empathy can inspire trust and build strong relationships with stakeholders, facilitating adopting new practices and sustaining strategic direction (Sweeting, 2022).

Critical thinking and problem-solving skills are also vital for leaders to identify potential barriers and develop strategies to overcome them. These skills enable leaders to use data-driven decision-making, monitor progress, and evaluate the effectiveness of interventions, aligning with the BSC model’s focus on performance measurement and management. As encouraged by the BSC approach, leaders who can analyze data from various perspectives will be better equipped to make informed decisions that drive quality and safety improvements (Chang & Lin, 2022).

Additionally, adaptability and flexibility are crucial qualities for leaders in a healthcare setting, as they must respond to changing needs and priorities while focusing on strategic goals and outcomes. These qualities help leaders navigate the dynamic healthcare environment and implement evidence-based interventions effectively, ensuring that short-term goals support long-term objectives (Chang & Lin, 2022). These leadership qualities and skills are essential for Grace Hospital to achieve its strategic goals and maintain a high standard of patient care. 

Assumptions

The evaluation assumes that leadership is a critical factor in achieving healthcare quality and safety and that effective leadership is a learned skill that can be developed over time. The evaluation also assumes that the organizational structure and resources are adequate to support the plan and that stakeholders have buy-in. Finally, it assumes that the healthcare policies, laws, and regulations that govern Grace Hospital support the proposed plan and that no significant external factors may impede achieving the goals and outcomes (Sweeting, 2022).

Conclusion

Grace Hospital’s strategic plan integrates the BSC model and SWOT analysis to reduce HAIs and foster a safety culture. Effective leadership, characterized by communication, collaboration, critical thinking, and adaptability, is essential for achieving these goals and sustaining long-term improvements. By addressing potential barriers and leveraging evidence-based interventions, Grace Hospital aims to provide high-quality, patient-centered care while minimizing HAIs.

References

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CDC. (2022, November 18). Infection control. Centers for Disease Control and Prevention. https://www.cdc.gov/infectioncontrol/index.html  

Chang, L.-C., & Lin, W.-C. (2022). Improving computational thinking and teamwork by applying balanced scorecard for sustainable development. Sustainability, 14(18). https://doi.org/10.3390/su141811723 

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 

NURS FPX 6210 Assessment 2 Strategic Planning

Dyer, J. (2022). Getting managerial buy-in for infection control efforts. Www.infectioncontroltoday.com, 26. https://www.infectioncontroltoday.com/view/getting-managerial-buy-in-infection-control-efforts 

Ellahham, S. (2021). Communication in health care. American Journal of Medical Quality, 36(5). https://doi.org/10.1097/01.jmq.0000735476.37189.90 

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Heath, M., Porter, T. H., & Silvera, G. (2021). Hospital characteristics associated with HIPAA breaches. International Journal of Healthcare Management, 15(2), 1–10. https://doi.org/10.1080/20479700.2020.1870349 

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NURS FPX 6210 Assessment 2 Strategic Planning

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