PAPER FOR PRESENTATION TO BE BASED ON ATTATCHED-MSN CLASS Prepare a 10-20 slide presentation of the strategic plan you developed in Assessment 2, to be delivered to key stakeholders at a strategic vis

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Prepare a 10-20 slide presentation of the strategic plan you developed in Assessment 2, to be delivered to key stakeholders at a strategic visioning session.


The implementation and success of a strategic plan depends on the support of key stakeholders. This in turn depends on your ability to communicate clearly and persuasively with decision makers and to sell your vision of the future. You must also be able to lead the initiative and sustain strategic direction. This assessment provides you with an opportunity to showcase your strategic thinking and exercise the communication skills necessary to move your strategic plan forward toward implementation.

Note: In this assessment, you will develop a presentation to stakeholders for the strategic plan you developed in Assessment 2.


Your strategic plan has been reviewed, and you have been asked to present your plan—including operational recommendations and strategic control mechanisms—at a strategic visioning session with key stakeholders (senior leaders if your plan is organization-wide, community leaders if your plan is for a community health project, or the nurse manager of a specific department or team). This session is the next step in moving your plan toward implementation.

Your deliverable for this assessment is a slide deck of 10-20 slides to supplement your presentation and facilitate discussion of your plan. You may use Microsoft PowerPoint or any other suitable presentation software. Please use the notes section of each slide to develop your talking points and reference your sources, as appropriate.

If you choose to use PowerPoint and need help designing your presentation, consult PowerPoint Presentations for guidance.

As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.

Reflect on the current cultural climate in your care setting.

  • What aspects of the current cultural climate would aid in achieving one or more specific goals contained in your strategic plan?
  • What aspects of the current cultural climate would present a challenge in achieving one or more specific goals contained in your strategic plan?
  • What leadership theories, models, or strategies could help you turn this challenge into an opportunity?

Effectively communicating with internal and external stakeholders and constituencies can help in achieving strategic initiatives.

  • How would you communicate the essential aspects of the strategic plan you developed in Assessment 2 to stakeholders or groups, both internal and external to your care setting?

Presentation Design Tips

Being able to effectively address any audience is a necessary leadership skill. Remember that you are the speaker, not a projectionist. Your purpose is not to present a slide show. Your audience is there to listen to what you have to say, not read your slides—or worse, listen to you read them. Design your presentation slides to compliment and reinforce your message and engage your listeners.

The following tips will help you create presentation slides that work to your advantage:

  • Focus on the content of your presentation and the development of your main points. Remember that your purpose is to garner support for your plan and build partnerships for implementation.
  • Consider your intended audience and how best to communicate effectively with them.
  • Create slides that support your presentation. They should not be your presentation.

    • Use a professional presentation template, or one used in your organization.
    • Ensure that your slide background provides sufficient visual contrast for your text and graphics.
    • Avoid filling your slides with text. Use speaker notes to record the details you want to communicate to your audience.
    • Be judicious in your use of bulleted lists. You might even consider a separate slide for each main point.
    • Use images and graphics, when appropriate, to illustrate information and make your points. Presentation slides are a visual medium. Images are more effective than text at engaging your audience.
    • Avoid using images that are simply decorative. They can be a visual distraction and do not contribute to your message.
    • Avoid using flashy slide transitions and animations. They can be both distracting and annoying. Keep your slide transitions consistent throughout the presentation.
    • Add a slide to the end of your presentation to prompt questions from the audience.


Note: The requirements outlined below correspond to the grading criteria in the scoring guide, so, at a minimum be sure to address each point. In addition, you are encouraged to review the performance level descriptions for each criterion to see how your work will be assessed.

Communication, Supporting Evidence, and APA Style

  • Present your plan in a professional and respectful way, with the goal of garnering support for your plan and building partnerships for implementation.

    • Address stakeholders’ needs and concerns.
    • Communicate the need to work collaboratively on implementation.
  • Integrate relevant and credible sources of evidence to support your assertions.

    • Cite at least 3-5 sources of scholarly or professional evidence.
  • Apply correct APA formatting to all in-text citations and references.
  • Add a references slide to your slide deck.
  • Proofread your slides to minimize errors that could distract the audience and make it more difficult to focus on the substance of your presentation.


  • Summarize your plan for achieving 2-3 main goals. Include corresponding metrics, targets, and initiatives to help achieve the desired quality or safety improvements in the care setting.

Note: It may be useful to think about what you hoped to achieve in addressing your care setting’s positive core or specific area of concern in Assessment 1. For example:

  • Progress toward achieving the Triple Aim.
  • Better patient safety outcomes.
  • Lower readmission rates.
  • Higher volume of patients and care.
  • Increased financial gain.
  • Minimizing staff burnout.
  • Improved relationship and trust with the community or a specific population.

In addition, remember to consult the literature, research studies, and resources from professional and governmental organizations when developing metrics, targets, and initiatives.

  • Explain how you will communicate your plan to those stakeholders and constituencies who are essential to implementing your plan and sustaining strategic direction.

    • Identify the key individuals or groups with whom you must communicate.
    • Identify the cultural or ethical factors, if any, that are relevant to the design of your communication plan, including how key individuals or groups typically prefer to be contacted.
  • Describe the actions you will take to align your care setting’s structure, systems, shared values, management style, staff, and skills with your strategic goals.

    • Describe the changes that are needed to achieve your goals.
    • Describe the goals and processes for on-boarding relevant individuals or groups.
  • Explain how you will evaluate the success of your strategic plan.

    • Define successful implementation.
    • Describe the successful outcomes for this project.
    • Explain how you will compare outcomes to current performance benchmarks.
    • Explain how you will collect data to evaluate whether you have achieved specific goals and outcomes.
    • Identify your priorities, assuming you cannot accomplish everything.
  • Explain how relevant cultural, ethical, and regulatory considerations influenced the design of your strategic plan and strategies for its implementation.
  • Explain your role, as a nurse leader, in successfully implementing your proposed plan and sustaining strategic direction.

    • Explain how leadership and health care theories support your role.
  • Explain why your leadership qualities and skills will enable you to successfully implement your plan and sustain strategic direction.

    • Explain why you should be the one to lead this initiative.
    • Explain how you have demonstrated some or all of these qualities in past work.

Additional Requirements

In addition to your slide deck, submit any other relevant documentation or links for this assessment (if you used presentation software or technology other than PowerPoint).

Portfolio Prompt: You may choose to save this learning activity to your ePortfolio.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria:

  • Competency 1: Evaluate qualities and skills that promote effective leadership within health care organizations.

    • Explain how ones’ own leadership qualities and skills will help the team successfully implement a strategic plan and sustain strategic direction, including plans that acknowledge opportunities for personal growth.
  • Competency 2: Apply strategies to lead high-performing health care teams to meet organizational quality and safety goals.

    • Summarize a strategic plan aimed at achieving desired quality or safety improvements within a care setting.
    • Describe the necessary actions for aligning the structure, systems, shared values, management style, staff, and skills of a care setting with strategic goals.
    • Explain how the implementation and outcomes of a strategic plan will be evaluated against current performance benchmarks.
  • Competency 3: Apply cultural, ethical, and regulatory considerations to leadership decision making.

    • Explain how relevant cultural, ethical, and regulatory considerations influence the design of a strategic plan and strategies for its implementation.
  • Competency 4: Integrate leadership and health care theories into the role of the nurse leader.

    • Explain one’s role, as a nurse leader, in successfully implementing a strategic plan and sustaining strategic direction.
  • Competency 5: Communicate with stakeholders and constituencies to build collaborative partnerships and create inclusive work environments.

    • Explain a strategy for communicating with stakeholders and constituencies who are essential to implementing a strategic plan and sustaining strategic direction.
    • Communicate analyses clearly and in a way that demonstrates professionalism and respect for stakeholders and colleagues.
    • Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

PAPER FOR PRESENTATION TO BE BASED ON ATTATCHED-MSN CLASS Prepare a 10-20 slide presentation of the strategic plan you developed in Assessment 2, to be delivered to key stakeholders at a strategic vis
12 Reducing Patient Falls Strategic Plan within the St. James Facility Name University FPX 6210 Name Date Reducing Patient Falls Strategic Plan within the St. James Facility According to Ganz & Latham (2020), patient fall is a condition that causes patients to change their movement position, landing on the floor or ground. For chronically ill and elderly patients, falls may lead to higher healthcare costs due to additional complications, lengthened stay in the hospital, morbidity, and higher mortality risks. Patient falls are attributed to negligence and poor performance of the healthcare practitioners; therefore, they may lead to lawsuits, fines, and reduced healthcare insurance reimbursements. When patients fall, the Medicare and Medicaid programs gradually reduce the funding to the facility due to intolerant policies about hospital-acquired diseases. Therefore healthcare facilities have to cater to the higher costs of injuries caused by falls leading to loss. Generally, falls causes harm to the patient and the facility involved, which is why appropriate measures should be implemented. Over the years, the patient fall reports have reduced gradually due to the proper implementation of Bedside shift reports and rounding per half hour. For this paper, we will develop a strategic plan to address the patient falls at the St. James facility using the SWOT analysis program completed last week. During the process, we will understand the facility’s goals, objectives, values, mission, and vision statement. There will be an alignment analysis between the strategic goals and applying healthcare stipulations, technology, cultural and ethical environments. There will be a discussion of SWOT analysis goals and leadership theories that can be used to apply the long-term and short-term goals. Lastly, there will be an analysis of leadership traits and qualities used to implement the strategic plan effectively. The Strategic (Plan) Goals Statements and Outcomes According to Cuevas-Trisan (2019), falls are a significant issue reported, thus increasing falls. However, in our facility, different programs have been adopted to reduce falls, including patient education, in-service training for practitioner reports generation, identification of fall risks for patients, and data collection; falls still occur in large numbers. For this strategic plan, we will understand why falls have increased and propose a five-year goal and short-term milestones to reduce falls at the St. James facility. Within our units, the fall rate is 3.12 per 1000 patient days. The short-term strategic plan will seek to reduce falls by 1.1 per 1000 patient days in the department. The fall rates will be assessed quarterly for more accurate results during project implementation. Over the five years plan, the falls should have reduced to 1 fall per 1000 patient days; the patient falls per 1000 days is the most appropriate assessment method to provide accurate and precise numerical values about the phenomenon. During the assessment process, we will seek to improve the general practice by developing fall prevention programs and checking for the trajectory. During the quality measurement and implementation, one must assess a situation and make relevant improvements. Therefore, during the program’s performance, we will count by tracking the falls. At the St. James facility, a quality and patient safety committee meet typically every first Wednesday of the month. Therefore, during the meeting, the managers will be requested to nominate individuals to be anti-fall educators. The educator’s role will be to train other practitioners on the importance of reducing falls through the proper use of equipment, charms, and bed alarms. The fall-risk patients will also be provided with yellow bands and socks. When new practitioners are hired at the facility, they will undergo a six month mentorship program followed by an evaluation to help them understand the reduction of falls process. Since our facility would like to comply with the HR and BSR regulations fully, yearly in-service training will ensure proper competencies in reducing falls. The Values, Mission, and Mission Statements The healthcare leadership should be strong, have visions, and adopt the proper culture to ensure healthcare practitioners perform their best. However, the standards selected by leaders should be based on the organization’s values, mission, and vision. The mission at St. James facility is to ensure patients are provided with safe, reliable, and high-quality care. The facility should ensure the care provided is consistent with the patient’s needs, interests, and satisfaction levels. The leaders should be determined to meet the patient’s interests and alleviate the suffering for the mission to be attained. The vision should inspire everyone in the facility to improve the care delivered. At St. James facility, the vision statement understands that patient care should be personalized and unique. Additionally, it encourages holistic care to focus on not just the treatment but also preventative care. A great culture forms the values of our facility, which means the inner traits of everyone. Our culture is related to good communication, feedback from the management, teamwork, and individual responsibility. (Morse, 2002). Our facility values the safety of patients, which is why the reduction of patient falls improves both the safety and quality of care delivered, thus leading to satisfaction. The Ethical, Cultural, Technological, and Regulations Improvement Over the years, nurses have understood relevant ethical issues determining how they should accomplish their roles in the healthcare facility. Ethics usually determine the nurse’s actions not just to follow the law but also due to morality and to do the right thing. The ANA code of ethics ensures there is safety in the healthcare environment. While numerous technological advancements have been developed to reduce falls within the St. James facility. Hey include chair and med alarms, call bell options and technologically advanced beds for patients at fall risk. The technology is used in assessing patients’ falls after admission based on factors like age, illnesses, whether they fell previously, etc. However, falls have increased within the facility since alarms and sensors on the beds and chairs do not work as intended. Finally, numerous healthcare regulations and measures have been developed and implemented at the local and federal levels to prevent falls—an example is the reimbursement for Medicare and Medicaid patients. Additionally, facilities can be sued for negligence when falls lead to additional costs. Goals Analysis The SWOT analysis will be used in the evaluation of the strategic goals. St. James facility’s strengths are ensuring high-quality care delivery to patients through in-service training and mentorship. Secondly is teamwork from the employees, communication, and dedication of the management to continuous improvement. The weaknesses are poor staff-to-patient ratio leading to overwhelming and burnout. Additionally, the technology needs to be appropriately implemented to meet the needs and interests of the patients. The opportunities are that we can tap the in-service training programs to improve the competencies and skills of our healthcare practitioners. (Kalisch et al. 2012). The facility can also hire more employees to improve the quality delivered and attention provided to every patient. Finally, the strategic plan’s threats are the increased healthcare demand by elderly patients at risk of falling. The Leadership and Healthcare Theory Transformational leadership usually encourages leaders to inspire and motivate their employees toward achieving a specific goal. Therefore, transformational leadership will be needed to reduce the risk of influencing practitioners’ thoughts, expectations, and perceptions toward the strategic plan. (Morse, 2008). However, the leader should be trustworthy, have an open communication policy, and be respected by employees to use the style effectively. Additionally, when making healthcare goals, employees’ opinions will be more respected to ensure their loyalty and wiliness to reduce falls. Transformational leadership should be used when expanding, improving, and promoting change to the current process to a fall-free policy in the organization. The administration should also understand the facility’s gaps and room for improvement to encourage required care. However, if communication fails in the process, then transformation leadership will become unsuccessful, leading to a loss of interest in the process. Finally, there should be continuous feedback and conflict resolution programs to ensure the interests of the leaders are aligned with employees. The Leadership Qualities and Skills For the healthcare quality and safety strategies to be effectively achieved, Transformational leadership ensures relevant improvements are made. Therefore, the actions by the leadership should be oriented towards improving communication, teamwork, motivation, and inspiration to the employees. The traits should also meet the facility’s long and short-term objectives. At St James facility, the successful reduction of falls shall be fostered through healthcare attendant’s education, leadership loyalty to the plan, and stakeholder’s willingness. Transformational leaders should be good communicators to share their plans and vision with the other employees. They should also guide others through open communication forums and listen to employees’ issues relating to the delivered plans. Additionally, the leader should be courageous enough to cover the challenges and make hard decisions. Courage is also used when taking risks and making changes others have ignored over the years. Finally, the leader should inspire others to make positive changes, thus achieving the needed goals. Conclusion The goal of St James facility is to ensure safe, quality, and adequate care is provided to the patients. Over the years, the facility has developed numerous measures to reduce falls, especially for older adults, through chair and bed alarms and sensors. However, they often fail, leading to patient risk. For our plan, we seek to provide healthcare practitioners with in-service training and mentorship to eliminate falls gradually. The leaders will also effectively provide communication, inspiration, and motivation for the staff to achieve the required goals. References Cuevas-Trisan, R. (2019). Balance problems and fall risks in the elderly. Clinics in geriatric medicine, 35(2), 173-183. Ganz, D. A., & Latham, N. K. (2020). Prevention of falls in community-dwelling older adults. New England journal of medicine, 382(8), 734-743. Kalisch, B. J., Tschannen, D., & Lee, K. H. (2012). Missed nursing care, staffing, and patient fall. Journal of nursing care quality, 27(1), 6-12. Morse, J. M. (2002). Enhancing the safety of hospitalization by reducing patient falls. American journal of infection control, 30(6), 376-380. Morse, J. M. (2008). Preventing patient falls. Springer Publishing Company.

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