MHA FPX 5010 Assessment 3: Developing and Communicating the Strategic Action Plan

Developing and Communicating the Strategic Action Plan

Student Name

Capella University

MHA-FPX5010

Professor Name

Submission Date

Slide 1

Hi, I’m _________ and in this presentation I’m going to share with you a strategic action/communication framework for Nor’easter Medical Center. This presentation seeks to illustrate the way the organization would address issues of workforce stability and the growing interest in health equity around the world. The proposed approach is to develop a joint leadership approach, interactions with stakeholders, and sustainable organizational resiliency. The plan may help achieve sustainable performance and increase the hospital’s ability to reach out to people in rural areas who are not getting the care their community needs while collaborating and adapting to change in a way that is focused on equity.

Slide 2

Identification of Issues

Now facing a host of interrelated problems that limit its capacity to do what it has long committed to and which is vital for the communities it serves – providing equal, consistent care – Maine’s nonprofit Nor’easter Medical Center, which is tasked with offering services to all communities in Maine, is facing a series of connected troubles. One of the main concerns is that the nursing staff shortage is ongoing and so stresses this aspect of the services, making use of an overpriced external nursing staffing solution.

 Additionally, over the years, the lack of morale amongst the staff, with resultant high staff turnover, has impacted on the continuity of care and patient safety. To exacerbate these issues, the hospital is also increasingly adopting flexible working arrangements and innovative application of digital technology, which create a disadvantage for the hospital’s competitiveness in attracting and retaining staff who value innovation and the flexibility in their working lives as highly.

The same issue is highlighted in national workforce trends noted in the American Hospital Association Environmental Scan, which found that capacity gaps in staffing continued to exist, and an increasing need for strategies that utilize technology to create a more flexible workforce to help leverage equitable care delivery. These all point to the need for some kind of action that can help maintain this workforce platform and/or enable it to serve as the basis for health equity goals.

Slide 3

Action Plan Initiatives-1

Financial Stability Enhancement 

Nor’easter Medical Center must not only have a long-term, viable plan to continue to work for health equity, but also do so in a stable workforce, with limited resources in rural areas. A good remedy is to establish a structure with local educational institutions, where they could provide clinical placement and residency opportunities and create job opportunities for early-stage professionals, which may potentially save the workflow of repetitive recruitment and lead to staff retention.

 At the same time, the nonprofit should pursue specific grant opportunities that will assist rural health systems to become more empowered and to add staff – particularly staff focused on equity-oriented programs – at the state and federal levels. The efficiency of the workflow can also be enhanced, which will lead to further reduction in on-the-job injuries due to overtime and burnout, and administrative efficiency (investment in electronic documentation support – voice-assisted charting). A financial planning model in the future will allow the leadership to predict the level of staffing requirements, distribute the resources fairly, and maintain stability of operations that won’t impact access and care to patients.

Slide 4

Action Plan Initiatives-2

Minimizing Inequality in Care Provision

Health equity in care will be a fundamental shift for Nor’easter Medical Center to ensure the best health care, and is a critical step in addressing health inequity. Some of the programs that could be used to help reduce the disparity in care to underserved groups include culturally competent staff training, easy access to a patient’s mental health, and programs that are accessible to the community. Peer mentoring can enhance services and care for patients and CHWs by helping them develop their skills.

 Rewards and/or recognition programmes that value the efforts of the staff to ensure an equitable approach to patient care create a positive work culture, with patients being cared for first. Flexible schedules and workload adjustments for clinical teams to work with highly vulnerable patients, without the hardship of overextended staffing, can also be provided. All these measures will lead to a more inclusive and sustainable health care system whereby equity becomes a key principle of health care services.

Slide 5

Action Plan Initiatives-3

Enhancing Community and Institutional Equity

To compete and be responsive to the evolving health care landscape, Nor’easter Medical Center must adopt behaviors that embrace a health equity mindset both through its own practices and within the community. Non-clinical interactions get you the same level of care as a face-to-face visit for patients in rural or underserved areas, and improve the user experience and reduce barriers.

Caring for patients while tracking patient history and scheduling appointments can be made easier for employees with an AI system that optimizes patient scheduling, documentation, and cuts down on administrative hassles. The skills, benefits, and compensation to staff are compared to the market to ensure that they are prepared and ready to serve diverse populations.

Slide 6

Human Resource and Financial Perspectives of an Action Plan

This action plan for Nor’easter Medical Center is very important to keep the workforce and finances in order especially when it comes to making sure everyone gets the level of care. Nor’easter Medical Center needs to focus on things like resources, such as wellness programs, flexible schedules and rewards for employees. These things can really help keep employees from getting too tired and feeling disconnected from their work.

When Nor’easter Medical Center creates an environment, it can make employees happier more collaborative and more productive. The fact that there are job opportunities in flexible and tech-savvy areas can also help Nor’easter Medical Center attract a more modern and diverse staff, which is what the hospital needs to keep up with the changing times. From a standpoint, it is true that Nor’easter Medical Center has to spend some money to train employees and set up new administrative systems that use artificial intelligence. However, this money is not wasted. Rather a smart investment. In the run it will pay for itself by keeping employees avoiding overtime and making the hospital’s operations more efficient and sustainable which will help Nor’easter Medical Center achieve its goals.

Slide 7

Communication Strategy

Nor’easter Medical Center needs to have a process for getting feedback from employees both online and in person. This will help create a conversation between the hospital and its staff and make sure everyones voices are heard. The main point of this communication should be to focus on how the action plan will improve the wellbeing of employees patient outcomes and health equity goals at Nor’easter Medical Center.

It is also important for Nor’easter Medical Center to tailor its communication to groups of stakeholders such as clinical staff, administrative staff and leadership. This way the hospital can present information in a way that resonates with each groups concerns. By connecting the changes at Nor’easter Medical Center to the hospitals shared values and mission the hospital can create a sense of ownership and motivation among its staff to deliver equitable care.

Slide 8

Effective Leadership Soft Skills

Nor’easter Medical Center needs to develop a plan that focuses on equity and leadership is a part of this process. Leaders at Nor’easter Medical Center should communicate clearly. Set expectations and everyone should be on the same page. Empathy is also crucial when dealing with topics like fatigue, stress and burnout as it helps leaders understand what their employees are going through and create a safe environment.

Encouraging collaboration between departments leads to teamwork and accountability which is necessary for delivering care services equally. Leaders at Nor’easter Medical Center should also. Motivate their staff by reminding them why the hospital is making changes and how these changes align with the hospitals mission. Being adaptable is also important in a healthcare environment like Nor’easter Medical Center, where leaders need to be flexible and respond to challenges as they arise.

Openness is key to building trust. If leaders at Nor’easter Medical Center are transparent about issues and developments, they are more likely to get long-term support from their colleagues and stakeholders.

Slide 9

Conclusion

In general, this action plan is a move to address the major challenges facing Nor’easter Medical Center, such as staff shortages, burnout among clinicians and lack of modernization. Nor’easter Medical Center can strengthen its staff, improve health equity and more by implementing things like affiliation, wellness programs, flexible staffing and cutting-edge technologies. These programs can improve care delivery efficiency increase staff satisfaction and provide quality care to populations. The active participation and involvement of stakeholders and the commitment of the CEOs are crucial to achieving term sustainable growth and fair development at Nor’easter Medical Center.