NURS FPX 6210 Assessment 2 Strategic Planning

Strategic Goals and Outcomes for Improvements

The Cleveland Clinic intends to improve the safety and efficacy of medical services by defining strategic objectives and results that tackle HAIs. These objectives are specific, quantifiable, and directed at the crucial aspect determined by the SWOT evaluation. The clinic’s shorter-term target is to reduce the prevalence of HAIs in intense-risk facilities, including Intensive-Care Units (ICUs), by 35% during one year. This goal will be met through the execution of programs based on research, such as efficient Infection Prevention and Control (IPC) strategies. It entails strengthening hygiene practices, expanding prevention resources, upgrading monitoring systems, and providing staff with IPC training. The effectiveness of this immediate target will be measured by measuring the decrease in HAIs / 1,000 patient days in ICU (Braun et al., 2020).

Regarding the long run, Cleveland Clinic intends to foster a positive safety culture that prioritizes IPC throughout the Clinic. This goal will be accomplished over five years using a diverse approach. The primary initiatives will involve ongoing education and staff training. Furthermore, improving patient engagement and awareness, execution of an extensive monitoring system and evaluation framework, and improved cooperation for the prevention of HAI practices (Kubde et al., 2023). Educating patients with comprehension about infection-avoiding strategies helps to mitigate HAIs significantly. Using modern disinfection systems such as ultraviolet radiation, electrostatic sprayers, and peroxide gas to sanitize apparatuses. The long-term objective is to attain a 60% decrease in infections, determined by HAI metrics per 1,000 patient days (Kubde et al., 2023).

NURS FPX 6210 Assessment 2 Strategic Planning

The shorter-term aim contributes to the longer-run objective by building the framework for overall medical enhancements. A 30% decline in infections in the ICU indicates the efficacy of focused IPC measures and provides support for a clinic cultural change. By targeting the first risky regions, the clinic can improve its IPC strategies, acquire useful data, and develop a framework for broader use. This early accomplishment will assist in getting buy-in from stakeholders such as physicians, nurses, pharmacists, managers, and patients, which is vital for the continued effort needed to attain the ultimate objective (Salous et al., 2021).

The time frames for these objectives are reasonable, based on scientific processes and past data from the same efforts in different medical systems. The one-year deadline for the shorter objective enables the quick execution of specific strategies and timely input on their efficacy. The long-term objective’s five-year schedule allows plenty of time to implement lasting modifications in culture and operations, ensuring that IPC enhancements are thoroughly integrated into clinic processes (Salous et al., 2021). By relating these objectives, the Cleveland Clinic can mitigate HAIs, ultimately establishing a secure setting while sticking to the Clinic’s vision and purpose.

NURS FPX 6210 Assessment 2 Strategic Planning

Potential Barriers

Attaining these objectives can be hampered by several obstacles, like a shortage of resources, change resistance among patients and staff, and competing goals within the Clinic. Frequent workshops, upgrading to better hygienic equipment, and incorporating cutting-edge advances can be a burden on the Clinic budget. Furthermore, external variables, such as the emergence of unexpected global epidemics, can impede our IPC methods. Finally, excessive patient and staff turnover is also a barrier. New hires will require periodic training, and if this is not adequately managed, it can cause problems in HAI prevention (Kubde et al., 2023).

To address these challenges, the clinic must involve stakeholders in the execution of IPC projects. The Clinic must allocate enough resources and promote IPC as a crucial component of medical care plan (Kubde et al., 2023). By addressing barriers and applying proven strategies, Cleveland Clinic can boost the safety or efficacy of care and build a safety culture that promotes IPC.

Relevance of Strategic Goals & Outcomes of the Values

Cleveland Clinic’s proposed strategic goals for HAI mitigation and outcomes are firmly integrated with the clinic’s vision, mission, and core values. The Clinic is committed to delivering quality, collaborative, and personalized treatment to all patients. The suggested objectives are consistent with this mission, concentrating on increasing the standard and safety of medical care delivery. Additionally, the Clinic’s vision is to be known as a leader in research, innovation, and quality (Cleveland Clinic, 2024). The suggested objectives are consistent with this vision by reflecting the Clinic’s dedication to adopting research-based strategies and fostering an atmosphere of safety that values IPC.

By attaining these objectives, Cleveland Clinic can prove itself as a medical care provision leader while also contributing to the advancement of a better medical setting. Furthermore, the suggested objectives are consistent with the Clinic’s values, such as a dedication to patient security, excellence, and compassion. By lowering the HAI rate and fostering a culture of safety, the Clinic shows its commitment to these principles and offers a secure and compassionate setting for patients (Cleveland Clinic, 2024).

Regardless of the importance of these stated goals, certain uncertainties and insufficient knowledge can hinder their effective execution. For example, the clinic can experience difficulties in obtaining the funding it needs to undertake and sustain the recommended solutions in the long run. Additionally, staff and patients can be resistant to modifications, which can impede the implementation of novel IPC procedures (Magadze et al., 2022).

Analysis of Strategic Goals about Technology, Ethics, Culture, and Regulations

Ethical Environment

Considering the ethical setting, the clinic’s goals are based on the ethical principles of autonomy, beneficence, and nonmaleficence, with the security of patients and standard of care as top priorities. The Cleveland Clinic is striving to reduce the prevalence of HAIs and enhance patients’ quality of life and health outcomes by employing evidence-based strategies. For instance, the clinic maintains the ethical norms of beneficence and nonmaleficence by protecting patients’ clinical information (Varkey, 2021). Clinic management can avert damage from privacy violations by adhering to Health Insurance Portability and Accountability Act (HIPAA) rules. 

Cultural Environment

In the context of cultural context, the clinic’s objectives are consistent with the concepts of cultural proficiency, as they recognize the need to personalize interventions to the particular needs and desires of marginalized individuals. The Clinic’s safety culture effort involves patient engagement, which can help ensure that HAI mitigation methods are culturally sensitive and responsive to the needs of varied patient groups. For example, cultural variables such as language hurdles, prejudice, and distrust of medical settings have an impact on the provision of healthcare. Sociocultural variables drive these differences. Thus, clinics must focus on cultural proficiency and specialized approaches (Chauhan et al., 2020).

Use of Technology

Regarding technology usage, the clinic’s objectives are consistent with the philosophy of innovation, which is to harness technology to enhance IPC initiatives. For instance, the clinic can employ electronic health records and case management systems to track the prevalence of infections and identify patterns, enabling customized measures to be applied quickly and efficiently (Classen et al., 2024). Furthermore, adding an environment monitoring system helps to reduce HAI and improve outcomes (Kubde et al., 2023).

Healthcare Policies, Laws, and Regulations

In the context of medical policies and legislation, the clinic’s goals are consistent with several regulatory standards for IPC, including the Centers for Disease Control and Prevention (CDC) and Healthy People 2030. They focus on improving hygiene practices and patient and staff education to reduce HAIs (CDC, 2022; Healthy People 2030, 2020). The clinic also aims to meet regulatory standards for services and quality by applying evidence-based strategies and developing a culture of safety. However, certain limitations exist to their effective execution.

For example, the clinic can need additional resources, such as financing or a workforce, which can influence the extent and efficacy of solutions such as hand hygiene and disinfection technology. Moreover, it can be difficult to involve all stakeholders in the IPC process, especially patients (Kubde et al., 2023). To enhance the efficacy and effect of its strategic goals and achievements, the Clinic must recognize and address these limits.

Relevance of Leadership and Healthcare Theories

The implementation of leadership and medical theories is critical to accomplishing Cleveland Clinic’s suggested objectives and outcomes. The strategy plan incorporates the SWOT evaluation and BSC framework to ensure a holistic approach to safety and quality enhancements, notably HAI reduction. In the short term, the theory of Transformational Leadership (TL) will be critical for encouraging, motivating, and engaging medical professionals.

TL promotes a safety culture that focuses on IPC. TL can communicate an intriguing plan for HAI elimination, motivating staff to participate in novel strategies while maintaining a high level of care (Alharbi et al., 2021). Regarding longer-term objectives, the Health Belief Model (HBM) will lead to widespread acceptance of IPC practices. Patients are inclined to take preventive measures if they recognize the significance of the situation and believe that certain acts can mitigate the danger. Educating staff and patients about HAI and the practical steps to prevent it helps promote a safety culture in the clinic setting (Ramadhani et al., 2022).

NURS FPX 6210 Assessment 2 Strategic Planning

Incorporating such theories of leadership with a SWOT assessment allows for the identification of strengths, such as skilled and competent staff, and weaknesses, such as irregular communication (Hosseinnejad et al., 2022). The BSC approach links strategic efforts to the Clinic’s vision and mission, ensuring that short- and long-term objectives are carried out through regular evaluation and monitoring (Braun et al., 2020).

Given the setting and constraints of these theories, their implementation can be adjusted to the clinic’s specific demands and challenges, resulting in improved safety culture and quality of care. However, certain constraints can occur in medical theories.  For example, all Cleveland Clinic leaders do not have the capabilities or attributes required to apply TL effectively. Not all personnel can be amenable to novel IPC practices or technology provided through the HBM. Thus, it is critical to understand the background and restrictions of these theories and customize them according to the particular demands and barriers of HAI prevention efforts. (Ramadhani et al., 2022). 

Leadership Qualities and Skills

The successful implementation of the suggested plan to mitigate HAI rates in Cleveland Clinic’s vulnerable units like the ICU and create a safety culture necessitates the presence of leaders with an extensive set of attributes and skills. Efficient interpersonal and collaborative abilities are required for leaders to involve and encourage staff, patients, and other stakeholders in IPC efforts. This is especially essential given the SWOT analysis results, highlighting the need for improved interaction and cooperation among clinicians. Leaders who display honesty, empathy, and responsibility can foster trust and develop positive interactions with other stakeholders, easing the adoption of novel procedures (Chen & Cojocaru, 2022).

Analytical skills are also required for leaders to recognize potential obstacles and devise solutions for addressing them. These abilities empower leaders to make informed choices, track progress, and assess the efficacy of measures, which is consistent with the BSC model’s emphasis on measuring performance and administration. According to the BSC approach, executives who can examine data from multiple perspectives are able to make educated choices that lead to safety and quality enhancements (Chang & Lin, 2022).

Furthermore, versatility and adaptability are essential skills for medical leaders, as they need to adjust to evolving demands and concerns while remaining focused on long-term objectives and outcomes. These traits assist leaders in managing the changing medical landscape and effectively implementing solutions based on evidence (Chang & Lin, 2022). These qualities of leadership are crucial for Cleveland Clinic to accomplish its strategy objectives and retain outstanding patient care. 

It is assumed that leadership is a vital component in achieving security and quality in healthcare and that successful leadership is an ability that can be acquired and improved through experience. The analysis also presupposes that the organizational framework and assets are sufficient for advancing the plan and stakeholder buy-in. Lastly, the medical regulations and policies that administer Cleveland Clinic assist the suggested strategy and attain outcomes and objectives (Chen & Cojocaru, 2022).

Conclusion

To summarize, Cleveland Clinic’s strategy plan incorporates the SWOT assessment and BSC model to mitigate HAIs and build a culture of safety through the IPC initiative. A successful leadership style is crucial to accomplishing these objectives and maintaining long-term progress. By resolving possible hurdles and employing solutions based on research, the clinic intends to deliver top-notch, personalized care and lower HAIs.

References

Alharbi, A., Rasmussen, P., & Magarey, J. (2021). Clinical nurse managers’ leadership practices in Saudi Arabian hospitals: A descriptive cross‐sectional study. Journal of Nursing Management, 29(6), 1454-1464. https://doi.org/10.1111/jonm.13302

Braun, B. I., Chitavi, S. O., Suzuki, H., Soyemi, C. A., & Puig-Asensio. M. (2020). Culture of Safety: Impact on improvement in infection prevention process and outcomes. Current Infectious Disease Reports, 22(12). https://doi.org/10.1007/s11908-020-00741-y

CDC. (2022). Infection control. Cdc.gov. 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 

NURS FPX 6210 Assessment 2 Strategic Planning

Chauhan, A., Walton, M., Manias, E., Walpola, R. L., Seale, H., Latanik, M., & Harrison, R. (2020). The safety of health care for ethnic minority patients: A systematic review. International Journal for Equity in Health, 19, 1-25. https://doi.org/10.1186/s12939-020-01223-2

Chen, D., & Cojocaru, S. (2023). Navigating a pandemic: Leadership dynamics and challenges within infection prevention and control units in Israel. Healthcare, 11(22), 2966–2966. https://doi.org/10.3390/healthcare11222966

Classen, D. C., Rhee, C., Dantes, R. B., & Benin, A. L. (2024). Healthcare-associated infections and conditions in the era of digital measurement. Infection Control & Hospital Epidemiology, 45(1), 3-8. https://doi.org/10.1017/ice.2023.139

Cleveland Clinic. (2024). Mission, Vision & Values. clevelandclinic.org. https://my.clevelandclinic.org/about/overview/who-we-are/mission-vision-values

Costa, R. L. D., Pereira, L., Dias, Á., Gonçalves, R., & Jerónimo, C. H. (2022). Balanced scorecard adoption in healthcare. International Journal of Electronic Healthcare, 12(1), 22-40. https://doi.org/10.1504/IJEH.2022.119581

NURS FPX 6210 Assessment 2 Strategic Planning

Healthy People 2030. (2020). Health care-associated infections — Healthy People in action. health.gov. https://health.gov/healthypeople/objectives-and-data/browse-objectives/health-care-associated-infections/healthy-people-in-action

Hosseinnejad, A., Rassouli, M., Jahani, S., Elahi, N., & Molavynejad, S. (2022). Requirements for creating a position for community health nursing within the Iranian primary health care system: A SWOT analysis. Frontiers in Public Health, 9, 793973. https://doi.org/10.3389/fpubh.2021.793973

Kubde, D., Badge, A. K., Ugemuge, S., & Shivani Shahu. (2023). Importance of hospital infection control. Curēus. https://doi.org/10.7759/cureus.50931

Magadze, T. A., Nkhwashu, T. E., Moloko, S. M., & Chetty, D. (2022). The impediments of implementing infection prevention control in public hospitals: Nurses’ perspectives. Health SA Gesondheid (Online), 27, 1-8. https://doi.org/10.4102/hsag.v27i0.2033

Ramadhani, S. L., Suyono, T., Khu, A., & Happy, H. (2022). Health Belief Model effect on nurses hand hygiene adherence. International Journal of Educational Research & Social Sciences, 3(2), 225-231. http://dx.doi.org/10.51601/ijhp.v3i2.118

Salous, A. K., D’Adamo, C. R., Rubin, J., Zweigle, J., Cantos, E. A., Lopez-Perez, M., & Ahuja, V. (2021). Stakeholder engagement significantly decreased colorectal surgical site infections. Surgical Infections, 22(3), 305-309. https://doi.org/10.1089/sur.2019.134

Varkey, B. (2020). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. https://doi.org/10.1159/000509119

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