This document outlines the 2020-2025 strategic plan for the nursing department of a healthcare organization. The strategic plan focuses on three pillars: patient experience, employee experience, and quality/efficiency of care. Some key goals outlined include improving patient satisfaction scores, reducing readmission rates, increasing nurse satisfaction, developing nurse leaders, and promoting evidence-based practices. The strategic plan lists specific initiatives, accountability, metrics, and tactics to achieve these goals over the next five years.
2021-2022 NTTAP Webinar: Building the Case for Implementing Postgraduate NP R...CHC Connecticut
Join us as we discuss the drivers and processes of implementing a postgraduate nurse practitioner residency program at your health center, the benefits of implementing a postgraduate residency program, and the residency tracks for Family, Psychiatric/Mental Health, Pediatric, and Adult-Gerontology Nurse Practitioners.
We will be joined by Charise Corsino, Program Director of the Nurse Practitioner Residency Program, and Nicole Seagriff, Clinical Program Director of the Primary Care Nurse Practitioner Residency Program, from the Community Health Center Inc.
NTTAP Webinar: Postgraduate NP/PA Residency: Discussing your Key Program Staf...CHC Connecticut
Expert faculty will discuss the drivers, benefits, and processes of implementing a postgraduate residency training program at your health center. This session will dive deeper into a discussion on the responsibilities of key program staff, preceptors, mentors, and faculty for successful implementation. This webinar will equip participants with a road map to go from planning to implementation and offer an opportunity for coaching support.
Panelists:
• Program Director of the Nurse Practitioner Residency Program, Charise Corsino, MA
• Clinical Program Director of the Nurse Practitioner Residency Program, Nicole Seagriff, DNP, APRN, FNP-BC
Clinical Workforce Development NCA Informational WebinarCHC Connecticut
Learn more about training and technical assistance offered through Community Health Center Inc.'s National Cooperative Agreement (NCA) on Clinical Workforce Development. Hear more about FREE Learning Collaboratives opportunities to enhance or implement a model of Team-Based Care at your Health Center, and how to implement a Post-Graduate Residency program for Nurse Practitioners and Post-Doc Clinical Psychologists.
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Resi...CHC Connecticut
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Residency Training Programs
Presented by CHC. Inc. and the Weitzman Institute
January 9, 2019 3:00pm (EST)
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Resi...CHC Connecticut
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Residency Training Programs
Presented by CHC. Inc. and the Weitzman Institute
January 9, 2019 3:00pm (EST)
2021-2022 NTTAP Webinar: Building the Case for Implementing Postgraduate NP R...CHC Connecticut
Join us as we discuss the drivers and processes of implementing a postgraduate nurse practitioner residency program at your health center, the benefits of implementing a postgraduate residency program, and the residency tracks for Family, Psychiatric/Mental Health, Pediatric, and Adult-Gerontology Nurse Practitioners.
We will be joined by Charise Corsino, Program Director of the Nurse Practitioner Residency Program, and Nicole Seagriff, Clinical Program Director of the Primary Care Nurse Practitioner Residency Program, from the Community Health Center Inc.
NTTAP Webinar: Postgraduate NP/PA Residency: Discussing your Key Program Staf...CHC Connecticut
Expert faculty will discuss the drivers, benefits, and processes of implementing a postgraduate residency training program at your health center. This session will dive deeper into a discussion on the responsibilities of key program staff, preceptors, mentors, and faculty for successful implementation. This webinar will equip participants with a road map to go from planning to implementation and offer an opportunity for coaching support.
Panelists:
• Program Director of the Nurse Practitioner Residency Program, Charise Corsino, MA
• Clinical Program Director of the Nurse Practitioner Residency Program, Nicole Seagriff, DNP, APRN, FNP-BC
Clinical Workforce Development NCA Informational WebinarCHC Connecticut
Learn more about training and technical assistance offered through Community Health Center Inc.'s National Cooperative Agreement (NCA) on Clinical Workforce Development. Hear more about FREE Learning Collaboratives opportunities to enhance or implement a model of Team-Based Care at your Health Center, and how to implement a Post-Graduate Residency program for Nurse Practitioners and Post-Doc Clinical Psychologists.
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Resi...CHC Connecticut
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Residency Training Programs
Presented by CHC. Inc. and the Weitzman Institute
January 9, 2019 3:00pm (EST)
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Resi...CHC Connecticut
Planning, Launching, and Sustaining Accreditation-worthy Postgraduate NP Residency Training Programs
Presented by CHC. Inc. and the Weitzman Institute
January 9, 2019 3:00pm (EST)
Building the Case for Starting a Post-Graduate Residency Program for Family a...CHC Connecticut
Webinar held on September 12th 2017:
This webinar will focus on building the case for starting a post-graduate family or psychiatric NP residency program at your health center. This webinar will cover the history, benefits and logistics of the post-graduate Nurse Practitioner residency program, and is ideal for health centers that are interested in learning more about starting a program at their health center.
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
Presentation by Sandra McCarthy Head of Learning & Development at Tallaght Hospital to the European Commission's Expert Group on European Health Workforce
The slides from the ELFT QI open morning on 23 December 2015 - suitable for those wanting to learn more about the approach to quality improvement at East London NHS Foundation Trust
Improving access to seven day services - Taunton 4th March 2015
The first of the regional events for the south took place in Taunton on 4 March. Over 100 delegates from local health and social care organisations came together with patient, public and voluntary sector representatives to hear about the expectations, opportunities and challenges of delivering seven day services and to review and further develop plans for their local communities.
Interactions between the delegates in their local health and social care communities, supported by the NHS Improving Quality team, made this a vibrant event with everyone contributing to the table discussions during the day.
Key themes emerging during the day included:
• The need for system resilience group members to fully understand the skills and “offer” that each of them can bring to the table to improve health and social care seven days a week. This was highlighted in discussions around clinical standard 9, which many groups focussed on as their top priority.
• The need to have an effective system of information sharing between all parts of the health and social care system.
• The huge role that patients and public groups have to play in planning services.
Our purpose is to ensure patients, carers, families and staff have a positive experience of care. We do this by supporting the health and care system to accelerate awareness, understanding and spread of good practice and innovation. This infographic outlines our vision and workstreams.
Why Form a Health Professions Training Program at Your Federally Qualified H...CHC Connecticut
Health Professions Students in FQHCs - Why Form a Health Professions Training Program at Your Federally Qualified Health Center?
This webinar will make a case for the benefits of having health professions students in your health center on both the financial and workforce infrastructure of a FQHC. Participants will be guided through the successes and challenges of hosting health professions students by highlighting model programs.
This webinar was present March 8, 2016 at 3:00 PM Eastern Time
Building the Case for Starting a Post-Graduate Residency Program for Family a...CHC Connecticut
Webinar held on September 12th 2017:
This webinar will focus on building the case for starting a post-graduate family or psychiatric NP residency program at your health center. This webinar will cover the history, benefits and logistics of the post-graduate Nurse Practitioner residency program, and is ideal for health centers that are interested in learning more about starting a program at their health center.
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
Presentation by Sandra McCarthy Head of Learning & Development at Tallaght Hospital to the European Commission's Expert Group on European Health Workforce
The slides from the ELFT QI open morning on 23 December 2015 - suitable for those wanting to learn more about the approach to quality improvement at East London NHS Foundation Trust
Improving access to seven day services - Taunton 4th March 2015
The first of the regional events for the south took place in Taunton on 4 March. Over 100 delegates from local health and social care organisations came together with patient, public and voluntary sector representatives to hear about the expectations, opportunities and challenges of delivering seven day services and to review and further develop plans for their local communities.
Interactions between the delegates in their local health and social care communities, supported by the NHS Improving Quality team, made this a vibrant event with everyone contributing to the table discussions during the day.
Key themes emerging during the day included:
• The need for system resilience group members to fully understand the skills and “offer” that each of them can bring to the table to improve health and social care seven days a week. This was highlighted in discussions around clinical standard 9, which many groups focussed on as their top priority.
• The need to have an effective system of information sharing between all parts of the health and social care system.
• The huge role that patients and public groups have to play in planning services.
Our purpose is to ensure patients, carers, families and staff have a positive experience of care. We do this by supporting the health and care system to accelerate awareness, understanding and spread of good practice and innovation. This infographic outlines our vision and workstreams.
Why Form a Health Professions Training Program at Your Federally Qualified H...CHC Connecticut
Health Professions Students in FQHCs - Why Form a Health Professions Training Program at Your Federally Qualified Health Center?
This webinar will make a case for the benefits of having health professions students in your health center on both the financial and workforce infrastructure of a FQHC. Participants will be guided through the successes and challenges of hosting health professions students by highlighting model programs.
This webinar was present March 8, 2016 at 3:00 PM Eastern Time
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
TECHNICAL TRAINING MANUAL GENERAL FAMILIARIZATION COURSEDuvanRamosGarzon1
AIRCRAFT GENERAL
The Single Aisle is the most advanced family aircraft in service today, with fly-by-wire flight controls.
The A318, A319, A320 and A321 are twin-engine subsonic medium range aircraft.
The family offers a choice of engines
Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
block diagram and signal flow graph representation
UPMC W8 Communication and Collaboration in Healthcare.pdf
1. UPMC W8 Communication and Collaboration in Healthcare
UPMC W8 Communication and Collaboration in HealthcareUPMC W8 Communication and
Collaboration in HealthcareWeek 8 Question 1: How and why is strategic planning
important to your organization? How does a strategic plan an organization’s overall vision
and mission? How does a strategic plan leadership decision making processes? You are
encouraged to integrate examples from the strategic plan(s) you discovered last week from
your place of employment and/or practice experience site. My goal is to be a change agent
in the city for mental health services. To continue to provide services to the underserved
populations and clients who have Medicaid and Medicare. Question 2: What has been your
experience with the process of strategic planning? I have my own practice and set goals
based on the vision. I have been in practice for 5 years and I continue to build year to year
as I take risk due to goals and financial picture. Why is it valuable for a DNP prepared leader
to be involved in the strategic planning process of an organization considering they are
called upon to lead care initiatives? PATIENT CARE SERVICES Nursing and Patient Care
Services’ mission is to lead, educate, and nurture excellence in evidence-based care
efficiently, effectively, and safely to patients, families, and communities we serve.
Vision:ORDER NOW FOR CUSTOMIZED, PLAGIARISM-FREE PAPERS Our vision is to
empower staff in a respectful, ive, compassionate environment to utilize their skills,
knowledge, and expertise to deliver excellent patient care. By utilizing a multidisciplinary,
collaborative practice, we cultivate an enriched learning environment. As patient advocates,
we provide positive patient outcomes and overall satisfaction through state-of-the-art care
and commitment to our diverse community. 2020-2025 Nursing Strategic Plan Service
Pillar Improve the patient experience as evidenced by improving overall hospital HCAHPS
top box rating. Strategic Initiative Interprofessional Care Coordination Patient/Family
Engagement Population Health/Community Engagement Developing Partnerships Goal
Promote a culture of service excellence improving the patient experience through the
development of partnerships with interdisciplinary care teams. Promote a culture of service
excellence improving the patient experience through the development of partnerships with
patients and families. Increase access to care by distribution of informational and
promotion of hospital and community-based services. Increase collaboration and
partnerships within the community to enhance services provided to patients and education
for staff. Accountability/ Responsibility John Silipigni Council: Nursing Leadership Gigi
Crowley Heather Ambrose Councils: Nursing Leadership Professional Practice Melissa
Young Nicole Travis Stephanie Bobby Heather Ambrose John Silipigni Beth Quinn Councils:
2. Community Needs Readmission Melissa Young Heather Ambrose John Silipigni Beth Quinn
Magnet SOE Tactics SE1EO EP5 EP6EO SE13 1. EP3 EP17 EP20EO EP21EO 1. SE10 SE11 2.
Implement/maintain Care Coordination Rounds on all nursing units. Implement Unit
Huddle/Safety Rounds at the beginning of each shift incorporating interdisciplinary team
members as needed. Metrics • • • • UPMC W8 Communication and Collaboration in
HealthcareIncrease HCAHPS Overall rate this hospital score 9/10. Increase HCAHPS nurse
communication domain. Increase HCAHPS transitions of care domain. Increase HCAHPS
adopter question scores. Enhance the UPMC Experience Nurse Bundle: a.
AIDET+Promise/Managing Up b. Nurse Leader Rounding c. Communications boards d.
Bedside Shift Report e. Hourly Rounding 2. Engage and strengthen the Patient Advisory
Council, Walk it Forward Committee, and PFCC Committee. 1. Conduct and evaluate a
Community Needs Assessment identifying needs for: community education programs,
general population health risks, and audiences to target. 2. Expand telehealth services
through remote monitoring program and increased use of the Patient Portal. 3. Expand the
Parent Partnership Unit to provide services for medicine-dependent patients. • • • •
Decrease 7 & 30 day readmissions. Decrease average length of stay for NAS infants. Increase
the compliance of patients involved in the PACES program, decreasing ED/inpatient visits.
1. • • Decrease 7 & 42 day OB readmissions. Increase HCAHPS transitions of care domain. 2.
Increase behavioral health resources. a. Increase postpartum depression screening for NICU
mothers. b. Provide education for staff managing patients with psychiatric needs. Increase
early interventions for newborns to hit milestones. • • • Increase Ambulatory Surgery
HCAHPS Informed regarding delays. Increase HCAHPS Overall rate this hospital score 9/10.
Increase NICU HCAHPS Overall rate this hospital score 9/10. Decrease patient falls.
PATIENT CARE SERVICES Nursing and Patient Care Services’ mission is to lead, educate,
and nurture excellence in evidence-based care efficiently, effectively, and safely to patients,
families, and communities we serve. Vision: Our vision is to empower staff in a respectful,
ive, compassionate environment to utilize their skills, knowledge, and expertise to deliver
excellent patient care. By utilizing a multidisciplinary, collaborative practice, we cultivate an
enriched learning environment. As patient advocates, we provide positive patient outcomes
and overall satisfaction through state-of-the-art care and commitment to our diverse
community. 3. 4. Enhance services and collaboration: Preoperative Testing Center,
Freestanding Neighborhood Centers, and Community Programs (County Housing
Committee, Sober Living Facilities, WIC, Healthy Start). Expand home health for obstetric
medical assistance patients. People Pillar Improve the employee experience as evidence by
improved overall Nurse Satisfaction Survey and reduce employee turnover.UPMC W8
Communication and Collaboration in HealthcareStrategic Initiative Goal Accountability/
Responsibility Heather Ambrose Kim Brooks Leadership Development Succession Planning
Recruitment/Retention Provide leadership development opportunities for staff as well as
nursing leaders to enhance engagement. Provide career development opportunities for staff
and current nursing leaders to enhance engagement. Implement best practice in
recruitment and retention of nurse and PCT’s. Councils: Evidence Based Practice &
Development Magnet SOE SE3 SE4EO SE7EO SE8EO SE9 Tactics 1. 2. Heather Ambrose Kim
Brooks TL6 TL7 3. 1. 2. Council: Nursing Leadership Jill Young-Hague Kim Brooks Councils:
3. Operations Professional Education 3. EP10EO 1. 2. 3. 4. Enhance professional nurse
development: a. Preceptor Class b. Charge Nurse Fellowship c. Encourage participation in
My Nursing Career d. Develop and implement Career Journey Template e. Continue My
Nurse Residency Program f. Expand council leadership and membership opportunities.
Develop nurse leadership development program: a. Standardized orientation for leadership
roles b. Initiate 360-degree reviews c. Nurse leadership residency d. Maintain evidence-
based span of control ratios Increase number of certified nurses. Initiate and individual
development plans for staff professional growth. Utilize Talent Management Review and
Talent Roundup feedback for planning and development. Maintain and conduct Nurse
Leader Residency twice annually. Implement peer interviewing process for all levels of
patient care services staff. Implement rotational programs for new hires. Maintain robust
Student Nurse Internship Program. Expand utilization of Shift Select to all units. Metrics • •
• • • Increase Nurse Satisfaction score related to professional development. Decrease nurse
turnover: annual and 1st year. Decrease nurse leader turnover: annual and 1st year.
Increase number of certified nurses. • Decrease nurse leader turnover outside the health
system. Increase number of nurse leader promotions of internal (UMPC) candidates. • • •
Decrease RN turnover: annual and 1st year. Decrease PCT/HUC turnover: annual and 1st
year. Decrease nurse vacancy. PATIENT CARE SERVICES Nursing and Patient Care Services’
mission is to lead, educate, and nurture excellence in evidence-based care efficiently,
effectively, and safely to patients, families, and communities we serve. Vision: UPMC W8
Communication and Collaboration in HealthcareOur vision is to empower staff in a
respectful, ive, compassionate environment to utilize their skills, knowledge, and expertise
to deliver excellent patient care. By utilizing a multidisciplinary, collaborative practice, we
cultivate an enriched learning environment. As patient advocates, we provide positive
patient outcomes and overall satisfaction through state-of-the-art care and commitment to
our diverse community. Heather Ambrose Kim Brooks SE5 SE6EO 1. 2. BSN Strategy
Healthy Workforce Increase BSN prepared nurses towards achieving 80%. Improve safe
practice environment for all patient care services staff. Councils: Evidence Based Practice &
Development Professional Education Jill Young-Hague EP14 EP15 1. Council: Operations 2.
3. Identify non-BSN prepared nurses and develop individual plans towards education.
Implement resources for nurses looking for advanced education: a. School fair b. Preceptor
resources c. Capstone/EBP project fair d. Cohort classes Provide de-escalation courses to
front line staff and leaders. Establish process to ensure staff can take uninterrupted breaks
and meals. Provide and educate on the use of proper lifts and patient handling. • Increase
number of BSN prepared nurses annually. • Improve nurse satisfaction of the work
environment score. Decrease the number of staff injuries: sprains/strains, BBP exposure,
patient induced injuries. • Quality/Efficiency Pillar Improve the quality and efficiency of
care through quality improvement, evidence-based practice, and nursing research. Strategic
Initiative Goal Innovative Staffing Models Confirm patient care services are fully working to
their scope of practice and identify opportunities to create unique staffing models to meet
patient needs by department/service. Accountability/ Responsibility Jill Young-Hague
Evidence-Based Practice (EBP) and Research EP9 Council: Operations Tactics 1. 2. 3. Kim
Brooks Increase evidence-based practice and nursing research implementation across
4. nursing. Magnet SOE Council: Evidence Based Practice and Development Council SE2EO
NK1 NK2 NK3 NK4 NK5 1. 2. 3. 4. 5. Metrics Standardize competencies across service lines
for low volume/high risk nursing skills and tasks. Identify advancement opportunities and
training for Advance Patient Care Technicians. Expand and utilize Resource PCT program. •
Provide dedicated project time for contributions toward EBP and research. Promote
development and expansion of My Nurse Residency EBP projects. Initiate a minimum of two
new nurse driven IRB projects annually. nurse participation in EBP & Research
Fellowship. Increase dissemination of nursing best practice through conference
participation, presentations, and publications. a. Advance resources to staff with abstract,
poster, and publication development. • • • Increased My Voice survey satisfaction related to
job duties and growth and development. Decrease PCT turnover: annual and 1st year.
Increase IRB nurse-driven research. Increase dissemination of nursing professional
contributions: increase number of presentations and publications. PATIENT CARE
SERVICES Nursing and Patient Care Services’ mission is to lead, educate, and nurture
excellence in evidence-based care efficiently, effectively, and safely to patients, families, and
communities we serve. Vision: Our vision is to empower staff in a respectful, ive,
compassionate environment to utilize their skills, knowledge, and expertise to deliver
excellent patient care. By utilizing a multidisciplinary, collaborative practice, we cultivate an
enriched learning environment. As patient advocates, we provide positive patient outcomes
and overall satisfaction through state-of-the-art care and commitment to our diverse
community. UPMC W8 Communication and Collaboration in Healthcareb. 6. John Fairbaugh
Technology Advancements Implement new technologies to increase communication,
improve care efficiency and patient safety. Council: Informatics Lisa Manetta Quality and
Efficiency Quality and Efficiency Decrease HACs below the national benchmark if none
available improve from previous year outcomes. NK5 NK6 Council: Quality & Safety 1. 2. 3.
TL2EO TL5EO EP4EO EP7EO EP8EO EP16EO EP18EO EP19EO 1. 2. 3. 4. Lisa Manetta John
Silipigni 1. Council: Readmissions 2. Reduce readmissions. Encourage staff attendance at
conferences and dissemination of learning upon return. Encourage nurse participation and
leadership in professional organizations. Implement messaging technology to improve
communication among care team members. Enhance IV Pump integration. Explore
implementation for telesitter program for safety sit needs. Implement best practices for site
dressing changes. Improve hand hygiene and PPE compliance Decrease falls with injury.
Increase patient education, ensure SCD compliance, and pharmacologic administration.
Identify patients at high-risk for readmission and develop appropriate discharge planning.
Increase utilization of discharge checklist. Increase utilization of ED U-Turn Program. •
Increase nurse satisfaction in the RN/MD communication domain. Increase HCAHPS Nurse
Communication domain. Decrease medication errors. • • • • • • • Decrease CLABSI
infections. Decrease HAI’s Decrease falls. Decrease VTEs. • Decrease 7 & 30 day
readmissions. Finance Pillar Improve the quality and efficiency of care as evidence by a
reduction in readmissions. Strategic Initiative Goal Flexible Staffing Align resources to
identify gaps and adjust staffing needs to deliver safe, quality patient care within budget.
Patient Care Retention Increase patient care services staff retention to decrease financial
impact of turnover/onboarding. Accountability/ Responsibility Heather Ambrose Council:
5. Operations Kim Brooks Council: Professional Education Magnet SOE EP9 Tactics Metrics 1.
2. 3. 4. Develop flexible staffing plans for each department. Improve patient throughput and
discharge processes. Develop an acuity tool for staffing. Implement a cross-training
program for eligible staff. • • • Decrease wait times in ED, PACU, and LDR. Decrease
overtime. Decrease call time utilization. 1. 2. Redesign orientation to streamline
efficienciesUPMC W8 Communication and Collaboration in Healthcare. Initiate mentorship
program to enhance employee engagement, development, and . • Decrease first year
turnover. PATIENT CARE SERVICES Nursing and Patient Care Services’ mission is to lead,
educate, and nurture excellence in evidence-based care efficiently, effectively, and safely to
patients, families, and communities we serve. Vision: Our vision is to empower staff in a
respectful, ive, compassionate environment to utilize their skills, knowledge, and expertise
to deliver excellent patient care. By utilizing a multidisciplinary, collaborative practice, we
cultivate an enriched learning environment. As patient advocates, we provide positive
patient outcomes and overall satisfaction through state-of-the-art care and commitment to
our diverse community. 3. Beth Quinn Vivian Petticord Service Line Enhancement Lead
women’s health services for the system as established through best practices. Magnet SOE’s
unassigned in strategic plan: OO – Kim Brooks TL1 TL3 TL4 TL8 TL9EO SE7EO SE8EO SE12
EP1EO EP2EO EP11 EP13 NK7 Council: Womens Health Networking EP12 1. 2. 3. 4.
Establish onboarding best practices to reduce 1st year turnover. Expand service line
operations. Implement nurse driven protocol for PP patients presenting to the ED with
hypertension. Engage system partners through standardization of best practices. Engage
internal and external experts to lead new initiatives impacting women’s health. • • Reduce
costs through standardization of care. Implementation /compliance of protocol An
Exploratory Study of Healthcare Strategic Planning in Two Metropolitan Areas James W.
Begun, Ph.D., James A. Hamilton Term Professor, Division of Health Services Research and
Policy, University of Minnesota-Twin Cities, Minnesota, and Amer A. Kaissi, Ph.D., assistant
professor. Department of Health Care Administration, Trinity University, San Antonio, Texas
E X E C U T I V E S U M M A R Y Little is known about empirical variation in the extent to
which healthcare organizations conduct formal strategic planning or the extent to which
strategic planning affects performance. Structural contingency and complexity science
theory offer differing interpretations of the value of strategic planning. Structural
contingency theory emphasizes adaptation to achieve organizational fit with a changing
environment and views strategic planning as a way to chart the organization’s path.
Complexity science argues that planning is largely futile in changing environments.
Interviews of leaders in 20 healthcare organizations in the metropolitan areas of
Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a
common and valued function in healthcare organizations. Respondents emphasized the
need to continuously update strategic plans, involve physicians and the governing board,
and integrate strategic plans with other organizational plans. Most leaders expressed that
strategic planning contributes to organizational focus, fosters stakeholder participation and
commitment, and leads to achievement of strategic goals. UPMC W8 Communication and
Collaboration in HealthcareBecause the widespread belief in strategic planning is based
largely on experience, intuition, and faith, we present recommendations for developing an
6. evidence base for healthcare strategic planning. For more information on the concepts in
this article, please contaa Dr. Begun at begunOOl® umn.edu. To purchase an electronic
reprint of this article, go to wvkfw.ache.org/pubs/jhmsub. cfm, scroll down to the bottom of
the page, and click on the purchase link. 264 HEALTHCARE STRATEGIC PLANNING IN TWO
METROPOLITAN AREAS S trategic planning is commonly believed to be important to the
effective functioning of organizations, including healthcare organizations. Strategic planning
typically is taught in graduate health administration curricula, often within courses in
general management, operations management, strategic management, strategy, or
marketing. New developments, particularly in strategic planning methodologies and tools,
are presented at professional association meetings and other executive education settings.
Anecdotally, there is wide variation in how healthcare organizations plan strategically.
Some integrate the strategic planning fijnction with marketing, others assign the
responsibility to a planner, and others diffuse responsibility for strategic planning among
the whole top management team. There is little standardization in the way that healthcare
organizations do their planning, and it is unclear whether strategic planning leads to
advantages in performance or in the marketplace. As with many management practices,
evidence of the effectiveness or value of strategic planning is lacking (Kovner, Elton, and
Billings 2000). We conducted interviews with 20 healthcare organization leaders in two
different metropolitan areas to determine (1) if and how strategic planning is performed
and (2) the perceived impact of planning on performance. Our purpose is to give richer
insight into the state of strategic planning in healthcare organizations and the perceived
consequences of strategic planning in two market areas. We then present recommendations
for more systematic study in representative national settings to advance the evidence base
for healthcare strategic planning. UPMC W8 Communication and Collaboration in
Healthcare