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Assignment: Policy Proposal Presentation

Assignment: Policy Proposal Presentation


Optimizing patient outcomes is often the intention of all care facilities and this can readily be achieved through adopting systemic approaches that are based on evidence-based practice (EBP) (Calitri et al., 2014). At the Mercy Medical Center, the need to improve quality as identified by deficits in benchmark performances has sparked off debates on the adoption of new strategies to address these inefficiencies in care (Harvey & Kitson, 2015). As such, quality improvement at the facility that is most likely to optimize care is based on increasing the safe nurse-to-patient ratio. The subsequent discussion delves into the elaboration of proposed quality improvement initiative and how it can be implemented at the facility.


Adequate staffing in a care facility is an integral part of the operationalization of activities in hospitals (Strehlenert et al., 2015). Often, health organizations that focus on translating evidence-based practice into care to optimize quality outcomes must consider the aspect of staffing (Brown & McIntyre, 2014). Particularly, the number of nursing staff must be commensurate to the number of patients the facility admits. However, at the Mercy Medical Center, there is a deficit in the number of nurses that provide care to patients and this limits the achievement of the performance benchmarks as defined by local and state regulations.

Currently, patient-centered care approaches at the facility are compromised due to an inadequate number of nursing staff. Mercy Medical Center has a nurse-to-patient ratio of 1:8 against national recommendations of 1:4 (Lee et al., 2017). The deficit is exacerbated by high rates of nurse turnover at the institution. The high rate of nurse-to-patient ratio is unsafe for optimal care and the nursing staff at the facility are overwhelmed which has also raised concerns of patient neglect (Strehlenert et al., 2015). As such, there is a need to address the highly unsafe nurse-to-patient ratio by employing new members. In its short-term goal, this proposal aims to bridge the gap of staff deficits by reducing the ratio from 1:8 to 1:6. The long-term goal will be to achieve the recommended level of 1:4 in the next two years (Hill & DeWitt, 2018).

The proposal on safe nurse-to-patient ratio at the Mercy Medical Center aims to address the underperforming metrics related to medication errors, readmission rates, patient safety as well as the length of stay. It is established that Hospital CEO’s Dashboard report of the facility does not conform to the standards of care as established by regulatory authorities both at the state and national levels (Harvey & Kitson, 2015). Failure to meet the performance benchmarks also relates to poor management trends at the facility,

Assignment Policy Proposal Presentation

Assignment Policy Proposal Presentation

especially where nurses do not receive competitive remuneration packages as compared to their peers in other facilities within the proximity of Mercy Medical Center (Ssegawa & Muzinda, 2016). This has seen increased turnover at the facility and the inability of the hospital to attract highly skilled nursing staff. For this proposal to meet its intended purpose, stakeholders involved must reevaluate the salaries of healthcare staff including nurses to ensure retention of the professionals (Brown & McIntyre, 2014). Besides, the facility also needs to employ general nurse practitioners and specialized nurses to seal the performance loophole currently witnessed at the hospital. This will be achieved through the formulation of an implementation plan to guide decision on practice.

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Implementation Guidelines of the Project

Name of the Proposed Project: Safe Patient-to-Nurse Ratio Implemented at the Mercy Medical Center
Date of Commencement: August 2019 Date of Completion: July 2020
This project purposes to address quality improvement initiative at the Mercy Medical Center to optimize patient safety and quality outcomes.
Improvement Action Related Standard and Criteria
  1. Registered Nurse Staffing
42CFR 482.23b: Federal regulation requires hospitals to have adequate numbers of licensed registered nurses and licensed practical nurses (Hill & DeWitt, 2018).
  1. Nurse-to-patient ratios
American Nurses Association (ANA) requires nurse-to-patient ratio in critical care to be 1:2, in the emergency department, must be 1:4 and 1:5 at a Skilled Nursing Facility (Lee et al., 2017).
Vision and goal for the project:
  1. Implement safe nurse-to-patient ratios program at the Mercy Medical Center
  2. Develop staffing plans to respond to unpredictable nursing turnover at the facility
The Quality Improvement (QI) Action team for the project is made up of:
Name Position
Ms. Pratt Williams Project Sponsor
Professor Ian Keating Hospital Administer
Dr. Laurence  Winterbottle Project Leader
Dr. Antony Brown Project Coordinator
Mr. Marcus Meacham Committee Member
Our problem analysis of the current situation is summarized as follows:
  1. Lack of adequate registered nurses at the emergency department and critical care units of the facility.
  2. Limited financial resources to meet the recommended nurses staffing ratios as defined by ANA
  3. Inadequate capacity to provide care to a large proportion of clients seeking health services in the facility
The evidence base for the QI approach the team has chosen can be summarized as follows:
  1. Increase staff members by recruiting 40 specialized care nurses and 30 general nurse practitioners
  2. Expand the capacity of Mercy Medical Center to accommodate additional 15 beds
  3. Seek alternative financial resources through grants and fundraising
The following data will be collected, and will include baseline measures of the current situation;
Type of data Who will collect this How often Method of collection
Comparative measures to affirm quality improvement Project Leader Weekly Interview nurses
Information on any unpredictable change Project Coordinator Niweekly Observation
Data to assess whether the project is implemented as planned Project Leader Biweekly Questionnaires
Data for use in evaluation of the project Project Coordinator Monthly Questionnaires
The team will communicate progress and manage the change as follows;
Stakeholder group Frequency of Communication Method of communication Person responsible
Nurse Leaders and the Hospital Administrators Weekly Written to head of departments Project Coordinator
Head of Departments, Nurse Leaders, and All nurses Monthly Oral through meetings Project Leader



The project intends to address the poor performing benchmarks at the Mercy Medical Center by improving the nurse-to-patient ratio. The implementation of the project will ensure quality care to respond to concerns of patient neglect. However, adequate finances need to be allocated to ensure the sustainability of the proposed program.

Prepare a presentation of the policy proposal you developed in Assessment 2 for one of the stakeholder groups identified in your proposal. Inform the group about the future of organizational policy and practices, the current performance shortfalls, and the rationale for why the new policy and practices are needed. In addition, explain how the group will benefit from this change in order to obtain their buy in and support.

Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, you must complete the assessments in this course in the order in which they are presented.

An important aspect of change leadership is the ability to address diverse groups of stakeholders and create buy in and support for your ideas and proposals for change. This assessment provides you with an opportunity to demonstrate and hone these skills.

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

Competency 1: Analyze the effects of health care policies, laws, and regulations on organizations, interprofessional teams, and personal practice.
Explain how a proposed change in institutional policy or practice guidelines related to an existing health care policy or law would affect a stakeholder group.
Competency 3: Lead the development and implementation of ethical and culturally sensitive policies that improve health outcomes for individuals, organizations, and populations.
Propose an institutional policy or practice guidelines related to an existing local, state, or federal health care policy or law.
Explain how proposed change in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group.
Competency 4: Evaluate relevant indicators of performance, such as benchmarks, research, and best practices, for health care policies and law for patients, organizations, and populations.
Interpret for stakeholders the relevant benchmark metrics that illustrate the need for a policy or practice guidelines.
Competency 5: Develop strategies to work collaboratively with policy makers, stakeholders, and colleagues to address environmental (governmental and regulatory) forces.
Propose strategies for collaborating with a stakeholder group to implement and apply proposed institutional policy or practice guidelines related to a local, state, or federal health care policy or law.
Competency 6: Apply various methods of communicating with policy makers, stakeholders, colleagues, and patients to ensure that communication in a given situation is professional, clear, efficient, and effective.
Apply persuasive and effective communication strategies when presenting to a group of stakeholders.
Competency Map
Use this online tool to track your performance and progress through your course.
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Improving quality and outcomes is a key focus for health care organizations. With a focus on quality, the Centers for Medicare and Medicaid Services (CMS) publish publicly reported data online and update it quarterly, which allows patients to compare hospitals on a wide range of metrics. These metrics can also be used to inform policy changes at local, state, and federal levels.

It is important that health care leaders be able to clearly articulate policy positions and recommendations and garner buy in and support from stakeholder groups for policy and practice changes in their organizations. Unfortunately, there is often a lack of effective communication. Consequently, it is important for health care leaders, when leading change, to ensure that clear and open communication is ongoing and informative.

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Questions to Consider
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.

How would you ensure that a policy proposal you are presenting to stakeholders is effective for obtaining their support?
What strategic planning model would you adopt for setting compliance, quality improvement, and implementation goals for your proposed policy?
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Suggested Resources
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The NHS-FP6004 – Health Care Policy and Law Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.

Communicating and Collaborating With Stakeholders
This media simulation provides information on the preparation and communication steps that should be completed prior to delivering a presentation to a group of stakeholders. It also provides an opportunity to reflect on stakeholders\’ wants and needs, as well as how to craft a message that will resonate with specific stakeholders.

Building Buy-In and Communicating with Stakeholders.

This article explores Health in All Policies (HiAP) as a framework for stakeholder collaboration in the public health sector to help leaders incorporate the principles of health, well-being, and equity into policy development and implementation.

Pepin, D., Winig, B. D., Carr, D., & Jacobson, P. D. (2017). Collaborating for health: Health in all policies and the law. Journal of Law, Medicine & Ethics, 45(S1), 60–64.

This study showed that there are different degrees of stakeholder acceptability between policy interventions and future funding options as well as perceptions of their feasibility.

Tordrup, D., Angelis, A., & Kanavos, P. (2013). Preferences on policy options for ensuring the financial sustainability of health care services in the future: Results of a stakeholder survey. Applied Health Economics and Health Policy, 11(6), 639–652.
This study advocates for the use of research implementation strategies for promoting evidence-informed policy and management decisions in health care.

Sarkies, M. N., Bowles, K.-A., Skinner, E. H., Haas, R., Lane, H., & Haines, T. P. (2017). The effectiveness of research implementation strategies for promoting evidence-informed policy and management decisions in healthcare: A systematic review. Implementation Science, 12(132), 1–20.

Leading Policy Creation and Transformation
These resources explore leadership models in health care settings:

Trastek, V. F., Hamilton, N. W., & Niles, E. E. (2014). Leadership models in health care—A case for servant leadership. Mayo Clinic Proceedings, 89(3), 374–381.

Vestal, K. (2014). Change fatigue: A constant leadership challenge. Nurse Leader, 11(5), 10–11.

National Center for Healthcare Leadership. (2016). NCHL health leadership competency model. Retrieved from http://nchl.org/static.asp?path=2852%2C3238

Additional Resources for Further Exploration
PowerPoint Presentations Guide.

Using Kaltura [PDF].

Assessment Instructions
In this assessment, you will build on the policy proposal work you completed in Assessment 2.


The policy proposal you developed was well received by senior leadership. As a result, they have asked you to put together a presentation for one of the stakeholder groups that you identified in your proposal.

Your deliverable for this assessment is a slide deck to support your presentation. 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, a link to Microsoft tutorials is provided in the Supplemental Resources. An additional PowerPoint guide is linked in the Resources.

The design and organization of your presentation will determine how many slides you need. However, in this instance, senior leaders have suggested that 8–12 slides is a reasonable expectation for this presentation.

Presentation Requirements

Note: The tasks outlined below correspond to grading criteria in the scoring guide.

In your presentation, in an order that makes sense for your presentation, senior leaders have asked that you:

Interpret for stakeholders the relevant benchmark metrics that illustrate the need for a change in organizational policy and practice.
Provide a brief review of the metrics you are trying to improve for this stakeholder group, based on the dashboard benchmark evaluation you completed in Assessment 1.
Be sure to interpret the dashboard metrics in a way that is understandable and meaningful to the stakeholder group to which you are presenting.
Explain your proposed change in policy and practice guidelines and how it relates to applicable local, state, or federal health care laws or policies.
What specific changes are you proposing?
How will these changes help drive performance improvement?
Why are policy and practice guidelines important, from an organizational standpoint?
What is the overall goal of the proposed policy or practice guidelines?
Explain how your proposed change in policy or practice guidelines will affect the tasks and responsibilities of the stakeholder group to which you are presenting.
How might your proposal change what tasks the stakeholder group performs or how they currently perform them?
How might your proposal affect the stakeholder group\’s workload?
How might your proposal alter the responsibilities of the stakeholder group?
How might your proposal improve working conditions for the stakeholder group?
Explain how your proposed change in policy or practice guidelines will improve the quality of work and outcomes for the stakeholder group to which you are presenting.
How will your proposed changes improve the group\’s quality of work?
How will your proposed change improve outcomes for the group?
How will these improvements enable the stakeholder group to be more successful?
Explain your strategies for collaborating with the stakeholder group to implement your proposed change in policy or practice guidelines.
What role will the stakeholder group play in implementing your proposal?
How could the stakeholder group collaborate with you and others during the implementation of your proposal?
Why is the stakeholder group\’s collaboration important to successful implementation of your proposal?
Design your presentation to be persuasive and effective in communicating with the stakeholder group.
Is your presentation logically organized, clear, and professional?
Presentation Design

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:

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