Healthcare System Strategic Plan Evaluation Paper

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Healthcare System Strategic Plan Evaluation Paper

Healthcare System Strategic Plan Evaluation Paper

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Strategic Plan Evaluation

The purpose of this assignment is to evaluate strategic efforts by a nursing department in creating a professional practice environment and recommend actions in response to performance, policy change, and workforce demands.  Instructions and review article are included below.

value_of_certification.pdf Download value_of_certification.pdf

Instructions Document for Download Download Instructions Document for Download

Strategic Plan Evaluation: Students evaluate a strategic plan over time and propose new strategies in response to organizational reprioritization, changes in policy, and workforce demands. Students submit a 4 – 5 page evaluation (excluding title and reference pages) using APA format.

Introduction

A strategic plan is the blueprint an organization used to build future success (Roussel, Thomas, & Harris, 2016). The process is inclusive and considers current trends, forecasts, and innovations to set in action activities that need to continue, expand, or be developed to remain competitive in the healthcare industry (p.149). The purpose of this assignment is to evaluate strategic efforts by a nursing department in creating a professional practice environment and recommend actions in response to performance, policy change, and workforce demands.

Case Study

In 2013, the South Healthcare System (SHS) nursing enterprise adopted a strategic plan to create a professional practice environment. The Hallmarks of the Professional Nursing Practice Environment (2002) were used to guide action. Eight (8) strategic goals were proposed: NSG 5230 South Healthcare System Strategic Plan Evaluation Paper

  1. Manifest a philosophy of clinical care emphasizing quality, safety, interdisciplinary collaboration, continuity of care, and professional accountability
  2. Recognize contributions of nurses’ knowledge and expertise to clinical care quality and patient outcomes
  3. Promote executive level nursing leadership
  4. Empower nurses’ participation in clinical decision-making and organization of clinical care system
  5. Maintain clinical advancement programs based on education, certification, and advanced preparation
  6. Demonstrate professional development support for nurses
  7. Create collaborative relationships among members of the health care provider team
  8. Utilize technological advances in clinical care and information systems

In 2018, under new executive leadership, the nurse leadership team evaluated the outcomes for the eight (8) goals. Overall, the nursing enterprise made some gains in establishing a professional practice environment, though the results for professional development were abysmal, particularly in the areas of RN-BSN completion and specialty certification.

The team deduced that the RN-BSN completion rate was significantly affected by the limited tuition-reimbursement policy. However, due to the national movement that all nurses hold a BSN degree within 10 years of RN licensure, SHS recently added 100% tuition reimbursement for BSN completion to its employee benefits. As a result of this benefit change, 40% of the SHS ADNs are currently enrolled in a RN-BSN program. Because of the current performance for this objective, the team decided not to alter the strategies from the 2013 plan for achieving the goal of a 60% BSN workforce in three (3) years. Instead, they agreed to focus their efforts on improving the rate of specialty certification for all nurses, and in particular, for nurses practicing in critical care.

In 2013, of the approximately 500 nurses employed by SHS, less than 10% held a specialty certification; in 2018, the rate was 13%, compared to the goal of 30% (20% CCRN, 10% non-critical care certification). Resources to support certification varied by specialty and setting. For critical care nurses, the plan entailed exam prep mentoring by certified RNs. However, in 2014, there was a severe attrition of critical care nurses which negatively affected the certification mentoring program.

The nursing leadership team began strategic planning by reading an article by Fitzpatrick (2017) on the value of certification supported by published outcomes. After lengthy discussion, the team set a goal for 2021 of 60% certification for BSN critical care nurses and 30% certification rate for BSNs practicing in other specialty nursing practice settings, such as oncology, pediatric nursing, medical-surgical, and homecare. The team researched and evaluated best practices, and selected three strategies for critical care and three for non-critical care to implement system-wide, including a recommendation to financially support certification. They analyzed the impact of competing initiatives, such as BSN completion, and issues with access to testing centers. For each goal, they developed 3 objectives (strategies), and for each strategy, they listed the action steps for development, implementation, and evaluation of that strategy. They also listed their respective required resources, outcome measures, and timeline for completion.

Instructions

Develop a 3-year strategic plan to support specialty certification for BSNs, specifically, 60% of critical care nurses, and 30% of non-critical care. In the plan, describe the vision (future state), including the relationship between specialty certification and professional nursing practice, and the impact of specialty certification on patient, staff, and organizational outcomes. Select a strategic goal for critical care and one for non-critical care. In addition to a CINHL search, review the reference list from the Fitzpatrick (2017) article for evidence-based resources.

For each strategic goal, analyze the opportunities and threats relative to a successful outcome (for this case-study assignment, internal strengths and weaknesses are not assessed). Select three evidence-based strategies consistent with the setting and that leverage opportunities and counter threats. For each strategy, list the objective, the action steps for the development, implementation, and evaluation, required resources, outcome measures, and timeline.

Use the following APA format to describe your plan (use 1.5 instead of double spacing); Consult Perdue Owl On-line Writing Lab APA Formatting and Style Guide (Links to an external site.) . Submit your plan to the Strategic Plan assignment site on or before Tuesday @ 1159 EST.

Grading: This assignment is worth 100 points and contributes toward 20% of the final course grade. Scoring criteria include:

  • Describes vision of a professional nursing practice environment relative to nursing specialty certification = 20 points
  • Describes opportunities and threats impacting successful attainment of nursing specialty certification = 20 points
  • Describes three evidence-based strategies for increasing nursing specialty certification appropriate for the critical care and non-critical care setting = 20 points
  • Develops a comprehensive 3-year strategic plan to increase nursing specialty certification = 30 points (add strategies to Table 1 and insert in document; to change the plan layout to landscape and resume portrait orientation for conclusion and references, Go to page layout tab, click on arrow in right corner, and apply orientation using “this point forward” option as appropriate.)
  • Submits paper on time, uses proper grammar and spelling, and follows APA format = 10 points

Title Page (with Running Head)

Introduction

Vision

Strategic Goals

Opportunities

Threats

Strategies for Increasing Specialty Certification

Action Plan

Table 1. SHS Strategic Plan: Demonstrate professional development support for nurses
Critical Care Specialty Certification Goal: 
ObjectivesActionsRequired ResourcesOutcome MeasuresTimeline
Provide support for certification preparation.1.      Apply to SHS foundation for funding.2.      Organize 6-week 2-hr. peer-review study session per yr.3.      Reimburse on-line certification review course 1.      $159 review course (40% BSN CC nurses)2.      12 hrs. CE hrs. per nurse & 2 hrs. per peer-reviewer3.      Payroll line item1.      Foundation Donation2.      CE Hours 3.      Unit Budget Report1.      1 mo. 2.      3 mo. 3.      Yrs. 1, 2, & 3
     
     
     
Nursing Specialty (non-critical care) Certification Goal: 
ObjectivesActionsResourcesOutcome MeasureTimeline
Provide support for certification preparation.1.      Apply to SHS foundation for funding.2.      Organize 6-week 2-hr. peer-review study session per yr.3.      Reimburse on-line certification review course 1.      $100 review course (20% BSN nurses)2.      12 hrs. CE hrs. per nurse & 2 hrs. per peer-reviewer3.      Payroll line item1.      Foundation Donation2.      CE Hours 3.      Unit Budget Report1.      1 mo. 2.      3 mo. 3.      Yrs. 1, 2, & 3
     
     
     

Conclusion

References

American Association of Colleges of Nursing (2002). Hallmarks of the professional nursing practice environment. Retrieved from www.aacn.nche.edu/publications/white-papers/hallmarks-practice-environment (Links to an external site.).

Fitzpatrick, J. (2017). The value of nursing certification: Revisited and reinforced. The Journal of the Association for Vascular Access, 22(2), 131-134.

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