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

· Competency 1: Identify the challenges and opportunites facing health care.

· Explain why proposed changes to a health care system require policy and financial support to ensure positive, systemic change and to overcome present challenges.

· Competency 2: Compare the effects of different health care finance models and policy frameworks on resources and patient outcomes.

· Provide broad budget estimates to fund specific capital or human resource outlays that are important to the success of a proposed change.

· Competency 3: Evaluate the positive and negative influences of leaders on health care processes and outcomes.

· Assess the potential future for wellness, health, and improved overall care and the role of visionary leaders in achieving the desired goals.

· Cultivate stakeholder interest in and support for the proposed changes to a community health care system.

· Competency 4: Develop proactive strategies to change the culture of the organization by incorporating evidence-based practices.

· Provide compelling evidence that proposed changes to a health care system will produce the intended outcomes.

· Outline a plan for leading transformational, evidence-based change in an organization.

· Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style consistent with applicable organizational, professional, and scholarly standards.

· Develop slides that augment a multimedia presentation.

· Argue persuasively to obtain policy and financial support from policymakers for a proposed community health care change.

· Support assertions, arguments, propositions, and conclusions with relevant and credible evidence.

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NURS-FPX6218

Guiding Questions for Assessment 4

Advocating for Lasting Change

This document is designed to give you questions to consider and additional guidance to help you successfully complete the Advocating for Lasting Change assignment. You may find it useful to use this document as a pre-writing exercise, an outlining tool, or as a final check to ensure that you have sufficiently addressed all the grading criteria for this assignment. This document is a resource to help you complete the assignment. Do not turn in this document as your assignment submission.

Change Proposal Presentation

Develop and record a video presentation to policymakers from the appropriate governing body or regulatory agency requesting policy and financial support for your proposed change. Draw on your work in the previous assignments and consolidate lessons learned.

Explain why proposed changes to a health care system require policy support to ensure positive, systemic change and to overcome present challenges.

What types of policies are applicable to the changes you are proposing? For example, federal, state, and municipal governments; community agencies; and service providers, including health care organizations.

Why are specific policy changes and funding needed?

What assumptions held by policymakers, members of the community or health care providers underlie current policy?

Provide compelling evidence that proposed changes to a health care system will produce the intended outcomes.

How are existing policies affecting current and future outcomes?

How will your proposed changes bring about the desired change?

What evidence do you have to support your conclusions about the efficacy of the proposed changes?

Provide broad budget estimates to fund specific capital or human resource outlays that are important to the success of a proposed change.

What resources are needed to implement and sustain your proposed changes?

What data and information do you have that supports your budget estimates?

Outline a plan for leading transformational, evidence-based change in an organization.

What is your vision for change?

How will your proposed changes affect your organization?

How will you address barriers to change?

What changes in organizational culture are needed to support and sustain change?

How will you ensure ongoing and effective communication?

Who are the key individuals in your organization who are accountable for implementing and sustaining the change?

What evidence supports your plan?

Assess the potential future for wellness, health, and improved overall care and the role of visionary leaders in achieving the desired goals.

Note: Explore the website of HealthyPeople.gov. Use it as a guide when examining the potential future for wellness, healthy people, and improved overall care.

What is your vision for a healthy community?

What are the risks and benefits inherent in your vision?

What leadership style will be effective in driving change to accomplish health and wellness goals?

Cultivate stakeholder interest in and support for the proposed changes to a community health care system.

Who are your stakeholders?

How might they influence your proposal for change?

Articulate your vision for change clearly and concisely.

Anticipate and address stakeholder concerns and acknowledge potential risks.

What objections might you anticipate and how would you counter them?

What evidence supports your claims?

Develop slides that augment a multimedia presentation.

Refer to the presentation design tips below.

Argue persuasively to obtain policy and financial support from policymakers for a proposed community health care change.

Express your main points, arguments, and conclusions coherently and convincingly.

Address the anticipated needs and concerns of your audience.

Rehearse your presentation before making your final recording.

Support assertions, arguments, propositions, and conclusions with relevant and credible evidence.

Integrate relevant and credible evidence from 3–5 peer-reviewed journals or professional industry publications.

Is your supporting evidence clear and explicit?

· How or why does particular evidence support a claim?

· Will your reader see the connection?

Did you summarize, paraphrase, and quote your sources appropriately?

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:

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.

Consider your intended audience and how best to communicate effectively with them.

Focus on the content of your presentation and the development of your key points. Remember that your purpose is to garner support for your change proposal.

Create slides that augment your presentation. They should not be your presentation.

Presentation slides are a visual medium. Images are more effective than text at engaging your audience.

Be judicious in your use of bulleted lists. You might even consider a separate slide for some of your key points.

Use speaker notes to record the details you want to communicate to your audience.

Speaker notes can also serve as an audio recording script.

Use images and graphics, when the visual representation of information facilitates understanding or effectively reinforces key points.

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.

Proofread your slides to minimize errors that could distract the audience and make it more difficult to focus on the substance of your presentation.

Submission Reminders

Have you provided adequate justification for why your proposed changes require policy and financial support?

Have you provided compelling evidence that your proposed changes will produce the intended outcomes?

Have you provided broad budget estimates to fund specific capital or human resource outlays that are important to the success of the proposed change?

Have you outlined your change leadership plan?

Have you described your vision for a healthy community and the role of visionary leaders in achieving the desired goals?

Is your presentation clear, concise, and effective?

· Did you address the anticipated needs and concerns of your audience?

Is your presentation well-supported by 3–5 sources of relevant and credible evidence?

Do you have 10–15 slides that effectively support your presentation, without being your presentation?

Did you proofread your slides?

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CHANGE PROPOSAL 1

CHANGE PROPOSAL 3

Change Proposal

Your Full Name (no credentials)

School of Nursing and Health Sciences, Capella University

NURS-FPX6218 Leading the Future of Health Care

Planning for Community and Organizational Change

Instructor’s Name

Month, Year

Implementation of a Comprehensive Fall Prevention Program at Greenville Community Hospital.

Summary

The proposal outlines a comprehensive fall prevention program targeted at reducing the inpatient fall rates at Greenville Community Hospital (GCH) to meet or go beyond the Agency for Healthcare Research and Quality (AHRQ) benchmarks of 3.0 falls per 1,000 patient days in one year. The GCH presently faces 3.5 falls per 1,000 patient days, surpassing the benchmark by 0.5 falls. Implementing evidence-based fall prevention interventions helps enhance patient safety, reduce injuries and long-term stays in the hospital, increase patient satisfaction levels, and align with value-based healthcare measures.

Benefits and Implications

The fall prevention program provides various crucial benefits, including enhanced safety and client outcomes. In this case, reducing the fall rates will lead to a direct drop in patient injuries, complications, and long-term hospital stays due to falls. It helps improve the clients' overall healthcare outcomes (Heng et al., 2020). The other benefit is linked to improved quality metrics and reimbursement. Meeting the fall prevention benchmarks is aligned with value-based healthcare initiatives, possibly raising the reimbursement rates and preventing penalties under programs such as the Hospital-Acquired Conditions Reduction Program.

The other benefit is the reduction in the medical costs. In this case, preventing falls eliminates the costs of treating fall-related injuries and the long-term stay within the facility. It helps in benefiting the hospital and patients financially (Dykes et al., 2023). There is also a benefit associated with the rise in the level of satisfaction among patients. A safe environment characterized by few fall rates leads to improved patient experience scores and overall satisfaction with healthcare at the GCH.

There is also a benefit associated with the improved hospital reputation. In this case, the successful implementation of an effective fall prevention program shows the commitment of the GCH to the safety of the patients and quality enhancement. Therefore, it results in an improved reputation within the community (Dykes et al., 2023). Enhancing staff morale and retention are other benefits. Providing the staff with appropriate tools and training processes to prevent falls helps increase job satisfaction. It also leads to a drop in the levels of burnout caused by adverse incidences.

In terms of the implications for the community, it goes beyond just the facility or hospital. It leads to a healthier population since reducing fall-associated injuries, especially for elderly persons, leads to a healthier and more active community. There is also an increased level of trust within the local healthcare settings. Demonstrating a commitment to patient safety leads to enhancing the community trust in GCH as a high-quality healthcare provider.

The implications are also linked to the economic benefits. In this case, the drop in the rates of medical costs caused by the falls positively impacts the community. It frees up the resources for other healthcare initiatives. There are also implications of knowledge transfer. The education on fall prevention offered to the patients and family members goes beyond fall prevention practices. It extends to home settings, further dropping the community's fall risks.

Potential Barriers to Change

Various possible barriers can affect the implementation of fall prevention programs. One of the barriers is the resistance to change. The staff might only accept the new procedures or technologies if they consider them disruptive to the existing routines or unnecessarily burdensome. The other barrier is the resource constraints whereby the implementation of the new evaluation tools, environmental modification, and technology interventions demands more financial investments and staff time for the training and implementation process.

There is also a barrier linked to the absence of interdepartmental coordination. Successful fall prevention demands collaboration between various departments—the existence of siloed operations or poor communication tampers with the implementation process. The inconsistent compliance with the procedure also causes a barrier. The staff is likely to follow new fall prevention procedures, more so during busy periods or changes in the shifts.

There is a barrier of non-compliance from the patient's side. Some patients might resist fall prevention interventions, viewing them as restrictive or unnecessary. There is a barrier related to the procedures involved in data collection and analysis challenges. The accurate process of tracking fall rates and successfully analyzing prevention measures needs suitable data systems and procedures.

The barriers can be changed into opportunities that help resolve the conflict. There is a need for comprehensive staff education whereby it is necessary to offer detailed training on the role of fall prevention, the new procedures, and technologies. It is essential to focus on how such changes benefit patients and the staff (Shaw et al., 2020). The other strategy is to champion and use of the peer leaders. It is essential to identify and empower the fall prevention champions across the departments towards modelling suitable practices and encouraging their adoption among their peers.

There is a need to have clear communication of progress and goals. The regular process of sharing fall prevention objectives, information about the progress, and success stories towards upholding motivation and engagement tis crucial (Shaw et al., 2020). There is a need to have phased implementation. In this case, the gradual process of rolling out the changes is essential. It allows for adjustment and feedback at every phase.

There is a need for an interdisciplinary fall prevention team. Establishing a team with representatives from departments such as nursing, pharmacy, physical therapy, and other vital units is essential. They help supervise the implementation process and address the challenges faced by the departments (Turner et al., 2020). There is a need for patients and families to be educated. In this case, it is essential to develop clear, easy-to-access materials to educate patients and families about fall risks and prevention approaches and encourage active involvement.

Stakeholder Communications

Successful communication with diverse stakeholders is essential to the success of the initiative. The main stakeholders in this case are the hospital administration, nursing leadership, patient safety officers, quality improvement team, risk management department, the frontline nursing staff, physical and occupational therapy units, and clinical educators (Silva et al., 2022). The process of engaging the stakeholders and making sure that there is understanding and support for the recommended changes involves the implementation of various communication approaches.

One of the communication approaches is the executive briefing. It involves the presentation of a comprehensive overview of the fall prevention program to the facility's administration. A highlight of the possible benefits, the requirements of the resources, and their alignment with the strategic objectives are also presented (Turner et al., 2020). The other communication approach is the departmental presentation. In this case, there is a need to perform targeted presentations for every critical department, focusing on their particular role in fall prevention and tackling the department's particular issues.

There is a need for town hall staff to host open forums for all the staff. It allows the staff to learn about the initiative, ask questions, and offer feedback. There is a need for regular updates. It involves the provision of monthly progress reports to all the stakeholders, including the fall rate data, implementation milestones, and success stories (George & Massey, 2020). There is also a feedback mechanism which involves the establishment of continuous feedback from all levels of the organization, making sure that the stakeholders feel heard and contributing to the refinement of the program.

References

Dykes, P. C., Curtin-Bowen, M., Lipsitz, S., Franz, C., Adelman, J., Adkison, L., Bogaisky, M., Carroll, D., Carter, E., Herlihy, L., Lindros, M. E., Ryan, V., Scanlan, M., Walsh, M.-A., Wien, M., & Bates, D. W. (2023). Cost of Inpatient Falls and Cost-Benefit Analysis of Implementation of an Evidence-Based Fall Prevention Program. JAMA Health Forum, 4(1). https://doi.org/10.1001/jamahealthforum.2022.5125

George, V., & Massey, L. (2020). Proactive Strategy to Improve Staff Engagement. Nurse Leader, 18(6), 532–535. https://doi.org/10.1016/j.mnl.2020.08.008

Heng, H., Jazayeri, D., Shaw, L., Kiegaldie, D., Hill, A.-M., & Morris, M. E. (2020). Hospital falls prevention with patient education: A scoping review. BMC Geriatrics, 20(1), 1–12. https://doi.org/10.1186/s12877-020-01515-w

Shaw, L., Kiegaldie, D., & Farlie, M. K. (2020). Education interventions for health professionals on falls prevention in health care settings: a 10-year scoping review. BMC Geriatrics, 20(1). https://doi.org/10.1186/s12877-020-01819-x

Silva, J. A. M., Mininel, V. A., Agreli, H. F., Peduzzi, M., Harrison, R., & Xyrichis, A. (2022). Collective leadership to improve professional practice, healthcare outcomes and staff well-being. Cochrane Database of Systematic Reviews, 2022(10). https://doi.org/10.1002/14651858.cd013850.pub2

Turner, K., Staggs, V. S., Potter, C., Cramer, E., Shorr, R. I., & Mion, L. C. (2020). Fall prevention practices and implementation strategies. Journal of Patient Safety, 18(1). https://doi.org/10.1097/pts.0000000000000758

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