NSG 5230 South College South 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 Download Instructions Document for 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: 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: Objectives Actions 1. Apply to SHS foundation for funding. Provide support for certification preparation. Required Resources Outcome Me 1. $159 review course (40% BSN CC nurses) 1. Founda Donation 2. Organize 6-week 2-hr. 2. 12 hrs. CE hrs. per peer-review study session nurse & 2 hrs. per peerper yr. reviewer 3. Reimburse on-line 3. Payroll line item certification review course 2. CE Hou 3. Unit Bu Report Nursing Specialty (non-critical care) Certification Goal: Objectives Actions 1. Apply to SHS foundation for funding. Provide support for certification preparation. Conclusion References Resources Outcome Me 1. $100 review course (20% BSN nurses) 1. Founda Donation 2. Organize 6-week 2-hr. 2. 12 hrs. CE hrs. per peer-review study session nurse & 2 hrs. per peerper yr. reviewer 3. Reimburse on-line 3. Payroll line item certification review course 2. CE Hou 3. Unit Bu Report American Association of Colleges of Nursing (2002). Hallmarks of the professional nursing practice environment. Retrieved from www.aacn.nche.edu/publications/whitepapers/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. This assignment will be submitted below through Canvas and automatically run through TurnItIn South College MSN Nurse Executive Program Nursing 5230 Operational Planning and Management 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: 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 1 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% noncritical 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. 2 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 . Submit your plan to the Strategic Plan assignment site on or before day 7 @ 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 3 Title Page (with Running Head) Introduction Vision Strategic Goals Opportunities Threats Strategies for Increasing Specialty Certification 4 Action Plan Table 1. SHS Strategic Plan: Demonstrate professional development support for nurses Critical Care Specialty Certification Goal: Objectives Provide support for certification preparation. Actions 1. Apply to SHS foundation Required Resources 1. $159 review course (40% for funding. 2. Organize 6-week 2-hr. peer- BSN CC nurses) 2. 12 hrs. CE hrs. per nurse review study session per yr. 3. Reimburse on-line Outcome Measures 1. Foundation Timeline 1. 1 mo. Donation 2. CE Hours 2. 3 mo. 3. Unit Budget 3. Yrs. 1, & 2 hrs. per peer-reviewer 3. Payroll line item certification review course Report 2, & 3 Nursing Specialty (non-critical care) Certification Goal: Objectives Provide support for certification preparation. Actions 1. Apply to SHS foundation Resources 1. $100 review course (20% for funding. 2. Organize 6-week 2-hr. peer- BSN nurses) 2. 12 hrs. CE hrs. per nurse review study session per yr. 3. Reimburse on-line Outcome Measure 1. Foundation Timeline 1. 1 mo. Donation 2. CE Hours 2. 3 mo. 3. Unit Budget 3. Yrs. 1, & 2 hrs. per peer-reviewer 3. Payroll line item certification review course Report 5 2, & 3 6 Conclusion References American Association of Colleges of Nursing (2002). Hallmarks of the professional nursing practice environment. Retrieved from www.aacn.nche.edu/publications/whitepapers/hallmarks-practice-environment. Fitzpatrick, J. (2017). The value of nursing certification: Revisited and reinforced. The Journal of the Association for Vascular Access, 22(2), 131-134. 7 E D I T O R I A L The Value of Nursing Certification: Revisited and Reinforced Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN Case Western Reserve University, Cleveland, OH Abstract Background: Nursing is the largest health care profession in the United States, and as such employment and professional development trends for this group are instructive. A significant ratio of individuals holding the vascular access-board certified credential are registered nurses. A large portion of the nursing workforce holds specialty certification, but this process is mainly voluntary and heavily dependent on the motivation of individual nurses. Certification rates among registered nurses lag behind other health care professions such as medicine. Review of Literature: A summary of recent research centered on nursing certification is presented and divided into 3 major categories: value of certification perceived by nurses, traits associated with certification, and relationship between nursing certification and patient outcomes. Conclusions: Although there are many studies available on nursing certification, additional work in the field is needed to promote and show benefits of specialty nursing certifications. Keywords: certification, patient outcomes, research, traits, value Background ertification is “the formal process by which a certifying agency validates a nurse’s knowledge, skills, and abilities in a defined role and clinical area of practice.”1 Certified nurses are those with specialized knowledge, skills, and experience validated through an acceptable method of evaluation by a specialty board.2 Certification is an external mark of an individual health care practitioner’s overall competence in performing the evaluated work; it is not a measure of specific competencies in relation to outcomes of the work. There is some tension in American health care professions regarding certifications and not all practitioners are firm supporters of certification. Part of that tension arises from ambiguities regarding the nexus between certification and the terms competent and competency. Competence refers to a potential ability and/or a capability to function in a given situation. Competency focuses on one’s actual performance in a situation. 3 Competence, in the form of knowledge needed to perform …

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