NURS FPX 8020 Assessment 3 - Capella DNP.pdf

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1. NURS FPX 8020 Assessment 3 : Quality Improvement
Proposal
Capella University
NURS FPX 8020
Professor Name
Date









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2. Slide 01: Quality Improvement Proposal
Good afternoon. Today, I am presenting a Quality Improvement (QI) initiative for Suncrest
Home Health and Hospice. This proposal focuses on strengthening patient-centered care and
enhancing family support while balancing financial performance and internal efficiency. Using
the balanced scorecard framework, this initiative integrates evidence-based strategies,
stakeholder collaboration, and structured performance tracking. The goal is to create measurable
and sustainable improvements that advance both patient well-being and organizational
outcomes.
Slide 02: Cause for Strategic Prioritization
Improving patient and family experiences is essential for long-term organizational growth and
regulatory compliance. Evidence shows that higher satisfaction is directly linked to improved
health outcomes, greater adherence to treatment, and stronger loyalty to care providers (Smith et
al., 2022). For Suncrest, prioritizing personalized communication, culturally sensitive care, and
tailored treatment plans will help raise satisfaction scores by at least 15% within the next year.
Additionally, Medicare reimbursement is increasingly tied to patient satisfaction metrics
(CMS, 2025). This means higher ratings not only improve trust but also influence financial
performance. Engaging families more actively in care planning can also reduce complaints and
foster stronger community reputation (Johnson & Keller, 2021). Regular real-time feedback
surveys will serve as the foundation for continuous improvement.
Slide 03: Key Factors from the SWOT Analysis
A SWOT analysis highlights the major drivers of this initiative:
• Strengths: Dedicated staff, strong compliance history, and organizational commitment to
quality care.
• Weaknesses: Communication gaps, occasional workflow inefficiencies, and limited staff
training in advanced engagement techniques.
• Opportunities: Integration of advanced electronic health records (EHRs), culturally
responsive programs, and expansion of telehealth services.
• Threats: Policy changes in Medicare reimbursement, rising operational costs, and risk of
staff burnout.
By addressing weaknesses with targeted training and technology integration while leveraging
strengths and opportunities, Suncrest can enhance patient trust and long-term sustainability.
Slide 04: Key Performance Indicators (KPIs)
To track success, the initiative will monitor several Key Performance Indicators (KPIs):
• Patient satisfaction score: Target ≥ 90% satisfaction.
• Referral rates: Aim for a 15% increase in referrals within 12 months.

3. • Complaint resolution time: Reduce average resolution time by 20%.
• Family engagement metrics: Increase participation in care planning sessions.
• Staff training completion rates: ≥ 95% of staff completing communication and
engagement training.
• Employee retention: Improved retention rates as a reflection of job satisfaction.
• Regulatory compliance: Maintain 100% adherence to CMS quality requirements.
These KPIs will allow continuous monitoring, with results feeding into quarterly performance
reviews to adjust strategies as needed.
Slide 05: Stakeholder Collaboration for QI Initiative
Stakeholder engagement is the backbone of this QI project. Patients, families, frontline nurses,
caregivers, and leadership teams will all be included in the planning and evaluation process.
• Patients and families: Provide real-world feedback on care quality and communication.
• Nurses and caregivers: Offer insights into daily workflow challenges and training
needs.
• Leadership teams: Ensure alignment of resources and long-term strategic goals.
• Regulatory bodies: Guarantee compliance with healthcare standards and quality
measures.
Collaboration will be facilitated through focus groups, structured surveys, and regular
meetings. This inclusive model ensures that perspectives from all levels shape a care system that
is sustainable, evidence-based, and patient-centered (Taylor & Brown, 2023)
Slide 06: Contemporary Change Theory
The QI initiative will follow Kotter’s Eight-Step Change Model to ensure smooth
implementation:
1. Create urgency – Highlight patient dissatisfaction and communication gaps.
2. Form a coalition – Engage nurses, patient advocates, and leadership.
3. Develop a vision – Emphasize improved communication and individualized care.
4. Communicate the vision – Share goals via staff meetings, workshops, and patient
materials.
5. Empower action – Address workflow inefficiencies and equip staff with training.
6. Generate short-term wins – Celebrate early improvements in satisfaction surveys.
7. Sustain acceleration – Continue refining care strategies.
8. Anchor change in culture – Integrate improvements into long-term policy and staff
development.
By using this model, Suncrest can overcome resistance, maintain momentum, and ensure that
improvements are permanent and measurable (Miller et al., 2023).
Slide 07: Policy Recommendation to Facilitate the QI Initiative

4. To support the initiative, Suncrest should adopt a revised communication and feedback policy
that includes:
• Quarterly satisfaction surveys for patients and families.
• Real-time feedback mechanisms integrated into EHRs.
• Mandatory communication training for all staff, with role-play and simulation
exercises.
• Culturally responsive care guidelines requiring personalized care plans.
• Transparent reporting of satisfaction scores to leadership for accountability.
This policy change will strengthen the organization’s reputation, foster trust, and align with
Medicare’s quality benchmarks. By linking feedback to actionable improvement goals,
Suncrest can increase referrals, reduce complaints, and boost long-term satisfaction levels
(Anderson et al., 2024).
Slide 08: Conclusion
In conclusion, the proposed Quality Improvement initiative represents a structured, evidence-
based strategy to enhance patient and family satisfaction at Suncrest Home Health and Hospice.
By leveraging SWOT insights, KPI tracking, stakeholder collaboration, and Kotter’s
change theory, the organization can foster sustainable improvements in both care quality and
operational outcomes.
As demonstrated in this proposal, revising communication policies, training staff, and integrating
feedback systems will ensure that Suncrest achieves its strategic goals. This initiative not only
strengthens organizational reputation but also reaffirms a commitment to individual-centered
care and long-term success.
References
• Anderson, R., Patel, K., & Hughes, M. (2024). Patient-centered quality improvement in
home health care. Journal of Healthcare Leadership, 16(2), 45–58.
• Centers for Medicare & Medicaid Services (CMS). (2025). Patient satisfaction and
quality reporting guidelines. https://www.cms.gov
• Johnson, L., & Keller, S. (2021). Family engagement in home-based care: Strategies for
improved satisfaction. Nursing Outlook, 69(3), 215–223.
• Miller, T., Davis, H., & Chen, Y. (2023). Applying Kotter’s change theory in healthcare
improvement projects. Journal of Nursing Management, 31(4), 145–152.
• Smith, A., Roberts, J., & Hayes, P. (2022). The relationship between patient satisfaction
and health outcomes. International Journal of Nursing Studies, 129, 104211.
• Taylor, B., & Brown, C. (2023). Stakeholder-driven improvement in palliative and home
health settings. Journal of Nursing Care Quality, 38(1), 32–39.

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fpx-8020-assessment-3-quality-improvement/