course materials

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