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 and changing regulations may impact the capacity to continue customer-oriented large-scale research and clinical trials. Sustained reforms in the funding structures may create risks for recognizing and sustaining the department’s research activities. The focus on providing high-quality patient control leads the Department of Medicine to open to more competition from other related institutions with related studies and developments. This could threaten Mayo Clinic’s dominance in the specialized patient business and pioneering clinical research. Further growth of research activities, such as clinical trials incubator and adoption of artificial intelligence in drug development, could overburden the department (Carini & Seyhan, 2024). It is so by stressing the available resources to meet everyday requirements of delivering comprehensive patient care.

Key Performance Indicators (KPIs)

The following KPIs focus on enhancing the customer experience, increasing satisfaction, and fostering patient loyalty, all critical for improving patient-centered care. The department’s strategic priority and QI initiative interrelate to develop devices and drugs that benefit patients in a value-based care provision. Tracking these KPIs will directly measure the success of the QI initiative within the Department of Medicine at Mayo Clinic. 

• Patient Satisfaction Scores Objective: The department shall set an objective to increase patient satisfaction by 15% in the next fiscal year. An important benchmark of patient-centered care strategies is the patient’s experience and perception of care (Adams et al., 2022). This supports Mayo Clinic’s strategic objective of providing excellent patient care. 
• Wait Times for Appointments Objective: Another objective is to shorten the wait time for clinics so patients can be attended to as early and conveniently as possible. The rationale is that patients can be dissatisfied waiting for a doctor or specialist for a long time, and treatment can be interrupted as well. By decreasing waiting time, the department can improve patients’ satisfaction, increasing their loyalty. 

NURS FPX 8010 Assessment 4 Quality Improvement Proposal

• Patient Retention Rate Objective: Patients’ retention rate can be increased by ensuring that patients are satisfied with the general service they receive from the health organizations. The retention of patients shows confidence in the department’s care and services, indicating the operational efficiency of the patient-centered care model. Overall retention is important for the development of long-term relationships, as well as the enhancement of patient outcomes. 
• Net Promoter Score (NPS) Objective: A statistic that Increases the probability of patients referring other patients to the Mayo Clinic. NPS focuses more on patient loyalty and how well the department meets patients’ needs. Compared to the above idea, it is useful for determining the level of patient orientation from a more extensive community perspective (Adams et al., 2022).

Stakeholder Collaboration and Feedback

Slide 6:

Getting feedback from the stakeholders is vital in checking that the proposed QI initiative of providing patient-centered care through invested research using technology meets the needs and expectations of all stakeholders involved in healthcare processing. Patients, clinicians, managers, and scholars offer diverse perspectives on difficulties, possibilities, and limitations for a QI initiative to succeed. Feedback is a sign of courtesy that can be given continuously to ensure that the department stays on track with its effectiveness and is patient-centered. Engaging stakeholders increases ownership, draws support from them, and ultimately promotes long-term enhancement of the quality of care (Han et al., 2023).

The process for collaborating with stakeholders in a QI initiative begins with engaging them early and often to ensure their input is integrated at every stage, from planning to execution. Regular meetings and feedback loops, such as surveys, focus groups, or interviews, allow for continuous adjustments based on stakeholder insights. Transparency is key, creating an open environment where stakeholders feel comfortable sharing concerns and ideas and fostering collaborative problem-solving.

Additionally, incorporating data from stakeholders, such as patient satisfaction surveys, staff feedback, and performance metrics, ensures the QI initiative is data-driven and aligned with the needs of those most impacted. Each Key stakeholder in the QI initiative has its unique importance, for instance, patients, whose feedback helps tailor care and improve satisfaction. Healthcare providers are crucial for implementing the initiative and ensuring its feasibility. Department of Medicine leadership ensures alignment with strategic goals and provides necessary resources. Administrative staff plays a vital role in logistics and system integration, while researchers and innovators help incorporate new technologies and solutions into the initiative. Their collective support is essential for the initiative’s success.

Change Theory Application

Slide 7:

A contemporary change theory that could be effectively applied to facilitate changes in implementing the patient-centered care QI initiative at Mayo Clinic’s Department of Medicine is Kotter’s 8-Step Change Model. This model is common for implementing change in care organizations and will be utilized in this change process (Sittrop & Crosthwaite, 2021). Below is an explanation of how each step can be applied to your QI initiative:

• Create a Sense of Urgency: Informing others how patient care and operating efficiency may be enhanced per the mentioned Mayo Clinic strategic priority can be useful in generating the requisite level of attention. By contacting data concerning patient satisfaction, response time, and tendencies in healthcare, the stakeholders can trace the necessity of launching QI strategies and the possible outcomes of failure to adapt to the patient-oriented care system. 
• Form a Powerful Coalition: Initial stakeholders like clinicians, department leaders, administrative staff, and researchers are identified; now, forming a core team of these people is essential. This coalition will steer this effort, provide the necessary input for decision-making, and mobilize for resource sourcing. Being actively engaged and committed to the institution’s QI goals helps them support and champion change.
• Create a Vision for Change: Before planning how to achieve success with the QI initiative, it is important to understand what success looks like. For instance, the vision could be to improve patients’ satisfaction by minimizing their hospital stay. The vision should also show how the QI initiative supports the Mayo Clinic’s mission and strategic directions, including patient-centered, innovative, and personalized healthcare.
• Communicate the Vision: Instead of having a visionary communication that can be adopted throughout the organization, the vision must be clarified. This can be done via departmental meetings, training sessions, and any other communication that may be necessary. These additional updates will help keep the stakeholders informed about how the QI initiative is progressing and where they and other stakeholders will gain from the efforts. 

Side 8

• Remove Obstacles: The nature of certain barriers that likely hinder the functioning and effectiveness of the QI initiative must also be determined. For instance, a lack of funds in activities within the clinical trials of new treatments or any other could pose a setback. Managers should eliminate these barriers by using organizational resources more effectively, increasing cooperation between teams responsible for the initiative, and redesigning the organization to support the initiative’s success. 
• Create Short-Term Wins: They have expounded that putting in place achievable targets like cutting on patients’ waiting time or improving figures in the patient satisfaction indices makes the team note improvement as soon as it is there. Acknowledging these short-term gains increases staff engagement, and we can show how valuable the QI initiative is to the entity, hence the need for commitment from all the stakeholders involved. 
• Build on the Change: The QI framework should grow and change as more micro-wins are obtained. The department can then use details gained from stakeholders, patients, and other interested parties, as well as other performance indicators, to refine strategies and determine further opportunities for optimization. This will keep up the pace and enhance the survivability of change as permanence comes into the equation.
• Anchor the Changes in the Culture: Embedding improvements into the organization’s culture is key for long-term success. Patient-centered care should be integrated into the department’s core values, practices, and training. Leadership should continue to model patient-first behaviors and reinforce the importance of ongoing improvement, ensuring that the changes become a permanent part of the Mayo Clinic’s healthcare delivery.

Policy Recommendations

Slide 9

 The following policies are recommended based on the evidence in this paper supporting the quality improvement initiative in Mayo Clinic’s Department of Medicine. First, sustained engagement through feedback must be crafted to provide a range of patient preferences regarding treatment (Han et al., 2023). Also, the telemedicine and remote diagnostics policy should be changed to increase the usage of telehealth services and to decrease healthcare inequalities. With a new policy aimed at increasing cooperation with external research collaborators, Mayo Clinic will be able to maintain its cutting-edge approach to solution generation and ensure that the patient-centric approach adopted is considered in clinical practice. Lastly, inadequate policies that are not closed to innovation should be eliminated, and a more flexible environment should be implemented to incorporate the new technologies and care models. 

Policy Implications

Slide 10:

Many of these policies will need some resources, staff training, and structures to implement the changes that come with the new policies. There is a need to observe various legal requirements, especially about telemedicine, clinical trials, and patient privacy (Chen et al., 2023). These strategies include matters of innovation, a concept that has to do with patients being able to access care easily and ultimately an essential factor in patient satisfaction, which places Mayo Clinic in consideration as a patient-centered organization because the culture of accelerated and constant improvement we want to establish the search for external collaborations will enable these changes to directly contribute to the quality improvement initiative for the benefit of the patient.

Conclusion

In conclusion, implementing a QI initiative focused on patient-centered care within Mayo Clinic’s Department of Medicine is crucial for enhancing patient outcomes and satisfaction. The department can drive innovation and improve healthcare delivery by aligning this initiative with Mayo Clinic’s strategic priority of delivering superior, personalized care. The SWOT analysis highlights strengths and opportunities, such as integrating cutting-edge research and technology, while addressing challenges like resource strain. Key performance indicators, such as patient satisfaction and retention rates, will be vital in measuring success. Engaging stakeholders and applying Kotter’s 8-Step Change Model ensures the initiative’s smooth implementation and long-term sustainability. Ultimately, this QI initiative will solidify Mayo Clinic’s leadership in healthcare excellence.

References

Adams, C., Walpola, R., Schembri, A. M., & Harrison, R. (2022). The ultimate question? Evaluating the use of net promoter score in healthcare: A systematic review. Health Expectations, 25(5). https://doi.org/10.1111/hex.13577 

Brewster, A. L., Lee, Y. S. H., Linnander, E. L., & Curry, L. A. (2021). Creativity in problem solving to improve complex health outcomes: Insights from hospitals seeking to improve cardiovascular care. Learning Health Systems, 6(2). https://doi.org/10.1002/lrh2.10283 

Caine, N. A., Ebbert, J. O., Raffals, L. E., Philpot, L. M., Sundsted, K. K., Mikhail, A. E., Issa, M., Schletty, A. A., & Shah, V. H. (2022). A 2030 vision for the Mayo Clinic Department of Medicine. Mayo Clinic Proceedings, 97(7), 1232–1236. https://doi.org/10.1016/j.mayocp.2022.02.010 

Carini, C., & Seyhan, A. A. (2024). Tribulations and future opportunities for artificial intelligence in precision medicine. Journal of Translational Medicine, 22(1). https://doi.org/10.1186/s12967-024-05067-0

NURS FPX 8010 Assessment 4 Quality Improvement Proposal

Chen, A., Ayub, M. H., Mishuris, R. G., Rodriguez, J. A., Gwynn, K., Lo, M. C., Noronha, C., Henry, T. L., Jones, D., Lee, W. W., Varma, M., Cuevas, E., Onumah, C., Gupta, R., Goodson, J., Lu, A. D., Syed, Q., Suen, L. W., Heiman, E., & Salhi, B. A. (2023). Telehealth policy, practice, and education: A position statement of the society of general internal medicine. Journal of General Internal Medicine, 38(11), 1–8. https://doi.org/10.1007/s11606-023-08190-8 

Engle, R. L., Mohr, D. C., Holmes, S. K., Seibert, M. N., Afable, M., Leyson, J., & Meterko, M. (2021). Evidence-based Practice and patient-centered care: Doing Both Well. Health Care Management Review, 46(3), 174–184. https://doi.org/10.1097/HMR.0000000000000254 

Han, S., Xu, M., Lao, J., & Liang, Z. (2023). Collecting patient feedback as a means of monitoring patient experience and hospital service quality – learning from a government-led initiative. Patient Preference and Adherence, 17(1), 385–400. https://doi.org/10.2147/PPA.S397444 

Levitan, S. E., & Schoenbaum, S. C. (2021). Patient-centered care: Achieving higher quality by designing care through the patient’s eyes. Israel Journal of Health Policy Research, 10(1), 1–5. https://doi.org/10.1186/s13584-021-00459-9 

NURS FPX 8010 Assessment 4 Quality Improvement Proposal

Pel, E., Engelberts, I., & Schermer, M. (2021). Diversity of interpretations of the concept “patient‐centered care for breast cancer patients”; a scoping review of current literature. Journal of Evaluation in Clinical Practice, 28(5). https://doi.org/10.1111/jep.13584 

Sittrop, D., & Crosthwaite, C. (2021). Minimising risk—The application of Kotter’s change management model on customer relationship management systems: A Case Study. Journal of Risk and Financial Management, 14(10), 496. MDPI. https://www.mdpi.com/1911-8074/14/10/496