NURS FPX 6200 Assessment 4 Strategic Visioning with Stakeholders

NURS FPX 6200 Assessment 4 Strategic Visioning with Stakeholders Student Name Capella University NURS-FPX6200 Management and Leadership for Nurse Executives Professor Name Submission Date   Strategic Visioning with Stakeholders Slide 1: Hi, I am……., and today I will be sharing a proposed 5–10-year strategic plan for the expansion of telehealth and telemonitoring at our outpatient diabetes clinic. Slide 2: Diabetes mellitus is an increasing issue for adults in all countries and has emerged as one of the major causes of non-communicable diseases globally, with a rising and rapid trend of incidence and immense burden on primary health care services to deliver acceptable quality of care and treatment to all adults with diabetes in a successful manner. The outpatient diabetes clinic follows an integrated approach to the delivery of diabetes care with a focus on prevention, early detection, and sustained care for diabetes patients. The clinic is well utilized by a diverse population of patients, both economically and culturally, and regularly sees many patients who live in underserved and rural areas with significant barriers to care (Jacobs, 2021). This presentation outlines a 5-10 year strategic plan, which was developed from a SOAR analysis conducted by the outpatient clinic to ensure all key stakeholder groups have the necessary resources to enhance the implementation of telehealth remote patient monitoring to improve patient safety, quality outcomes, and organizational sustainability. Figure 1 SOAR Analysis Strategic Goals and Implementation Metrics for Quality and Safety Enhancement Slide 3: There is a need to have strategic planning goals that have measurable patient safety and quality outcomes that are explicitly connected to the priorities of a healthcare organization. These goals will increase the use of telehealth for 70% of diabetic patients within 5 years, use of remote glucose monitoring for all high-risk diabetic patients within 2 years, and decrease hospitalizations due to diabetes by 20% in 7 years. Makhfudli et al. (2025) concluded that nurse-driven digitalized programs for diabetes will improve the self-care behaviors and hemoglobin A1c of type 2 diabetes patients living in a community setting. There are specific initiatives that help each of these goals, such as the implementation of a telehealth platform, the use of EHR-based glucose dashboards, the development of culturally-competent educational materials for the patient, and the development of community outreach organizations to effect sustainable improvements. Weaknesses and Threats Slide 4: It is essential to clearly recognize both the weaknesses and associated risks for the current plan and to openly and honestly communicate these weaknesses in order to develop a plan to implement the long-term strategy. Some of the weaknesses identified include: limitations on the telehealth service delivery model due to insufficient technology infrastructure, lack of digital proficiency of staff, and insufficient access of patients living in rural areas to broadband internet. Okeke et al. (2025) identified two major challenges to the use of technology in community-based health care: lack of technology infrastructure and resistance of staff members to change. As long as these barriers are detected in the early stages, the leaders can design a successful overall plan with detailed risk mitigation strategies to prevent these barriers from affecting successful implementation. Stakeholder Communication Strategy Slide 5: All key stakeholders must be trusted and committed to a strategic plan and a programme of regular communication with all stakeholders – via a series of town hall meetings, interprofessional team briefings, advisory patient roundtables, and quarterly dashboard reports to clinical and administrative leadership – must be put in place for a strategic plan to be effective. From the research of Rejas et al. (2022, stakeholders’ continued involvement and culturally relevant communication strategies have been cited as barriers to increasing patient engagement and interest in a telehealth program. Therefore, by utilizing a clear and defined method of conducting transparent and consistent communication, we will be able to ensure that all groups are kept informed, engaged, and aligned with the clinic’s evolving strategic plan for the entire duration of its implementation. Assumptions Slide 6: The Strategic Planning sustainability framework’s assumptions are: the organization’s ability to enact the plan; the staff members’ willingness to use Charting; and the environment in which the organization operates. The assumption is that their administrative leadership will be stable and continue to support the clinic during the implementation phase of the plan (5-10 years), that they will have resources to develop the telehealth infrastructure, and that they will have adequate staffing levels. According to Rodriguez et al. (2022), continued institutional support of technology and workforce development is necessary for long-term continuous improvement in the quality of care provided to patients with diabetes. The unit’s key assumptions will be developed as contingency plans, and an annual strategic review will be conducted to address any contingency plans to ensure the overall resiliency and long-term sustainability of the strategic plan. Strategic Alignment and Organizational Reconfiguration Plan Slide 7: To realize the clinic’s strategic goals, the clinic’s structure, system, shared values, management practices, staffing model, and professional competency must be systematically changed in a focused way to realize these goals. To meet these objectives, the following strategies will be implemented: Redesign patient care processes to integrate Telehealth into patient visits; Upgrade the EHR system to accept remote glucose monitoring data; Change roles to include a digital approach to patient care coordination; and align leadership values with equity and innovation. These results indicate that primary care organizations (PCOs) that aligned their organizational structure and leadership culture with the digital health priorities of the organization had a significantly higher rate of digital health technology adoption (Brommeyer et al., 2024). These actions will therefore ensure that all parts of the patient care environment continue to be enhanced to achieve the clinic’s safe and quality improvement aims. Evaluation Criteria Slide 8: Properly training and orienting workers to their telehealth roles will facilitate the adoption of new models of telehealth care in a safe, uniform, and clinically trusted way. Success measures of the onboarding process can be measured by employee competency scores, completion rates of telehealth training modules, time until the employee