Strategic Process Framework- Implementing a Nurse Practitioner-Led Hypertension Management Program

Strategic Process Framework- Implementing a Nurse Practitioner-Led Hypertension Management Program

Abstract

Strategic process frameworks have become fundamental when providing health care services. They foster an adequate flow of services in facilities by outlining the most suitable steps to be followed in delivering such interventions. This paper presents a strategic plan for successfully implementing a Hypertension Management Program conducted by a Nurse Practitioner in a mid-sized healthcare organization. It is intended to improve patients’ condition with hypertensive disease by following the best practices in the evaluation, individual approaches, information, and continuous control. Further, it outlines the formulation, operationalization, implementation, and evaluation stages of the framework of the organization’s mission of excellent care. The program format also provides vital milestones that define program accomplishments and results, aligning them with organizational goals of enhancing health among patients and the community’s well-being through adherence to key performance indicators (KPIs).

This strategic framework portrays the healthcare facility’s vision of embracing and implementing new healthcare methods and enhancing patient-centred care. By providing solutions to strategic aspects of access, funding, and staff competency, the framework is directed to improve the efficiency of hypertension management at the healthcare level. The KPIs will be periodically assessed to drive an understanding of the program’s success in delivering value aimed at improving healthcare, patients’ outcomes, and organizational performance, which will further inform future modifications and improvements. It stresses the relevant goal of
stakeholders and participants’ engagement and continuous training for sustainable program implementation and improved patient outcomes.

Keywords: Nurse Practitioner, hypertension management, evidence-based practice, healthcare implementation, strategic framework

Strategic Process Framework: Implementing a Nurse Practitioner-Led Hypertension Management Program

Strategic Process Frameworks are defined as the planned structures to be implemented in order to incorporate the utilization of research-based healthcare services or modify the existing ones. The outlined plan proposes a framework for a Hypertension Management Program to be conducted by a Nurse Practitioner in a mid-sized healthcare organization. The proposed study seeks to enhance patient outcomes by assessing and advancing hypertension care models grounded in evidence-based practices. The framework will define the necessary phases of the program, such as formulation, operationalization, implementation, and evaluation of the organizational mission, vision, and objectives, accompanied by a preliminary budget and evaluation metrics of the program.

Proposal and Organization Overview

Proposed Initiative

The initiative emphasizes the introduction of a Nurse Practitioner (NP)- led Hypertension Management Program to enhance the outcomes and prevent hypertension-related emergencies. Here, the patient’s history will be taken, the needs will be assessed, patients will be taught how to manage their hypertension, and appointments will be scheduled after a set period to check the progress of their blood pressure. The organization is a mid-sized healthcare company whose primary mission is to deliver patient care that is safe, effective, efficient, equitable, timely, and patient-centred. It owns several outpatient facilities and is highly devoted to applying evidence-based practices for patients’ improved health and well-being.

Formulation

Organization Mission, Vision, and Values

Mission.

The mission of the healthcare facility is to provide compassionate, high-quality care that improves the health and well-being of our community. We are focused on implementing research findings and progressive approaches to improve patients’ conditions. Our commitment is to offer patient-centred and affordable healthcare services to all patients that we attend to.

Vision Statement

The healthcare facility is envisioned to receive recognition as a superior healthcare provider focusing on the client and achieving excellent healthcare outcomes and a new outlook on health management. It aims to give life to the paradigm that great medical processes and patient care are positioned to improve patients’ lives. The organization aims to be a reliable healthcare provider with a main focus on enhancing the health of the population. By embracing performance improvement and teamwork, the facility intends to transform healthcare delivery.

Organizational Values

Integrity, compassion, excellence, collaboration.

Strategic Issues, Goals, and Strategies

Strategic Issue 1: Limited access to hypertension management services in the community.

Goal: To increase accessibility to NP-led hypertension management programs across all outpatient clinics.

Strategies:

1. Conduct community outreach and education programs to raise awareness about hypertension management (Om Prakash Bera et al., 2023).
2. Establish telehealth options to reach underserved populations and rural areas.
3. Collaborate with local healthcare providers and community organizations to enhance referral networks.

Strategic Issue 2: Ensuring sustainable funding for the NP-led hypertension management program.

Goal: To secure adequate financial resources to support program implementation and ongoing operations.

Strategies:

1. Develop a comprehensive budget proposal highlighting cost-effectiveness and potential savings from reduced complications.
2. Seek grant funding from various agencies and non-profit organizations primarily interested in healthcare technology.
3. Examine reimbursement strategies for the program and insurance bodies that can provide funds for its future functioning.

Strategic Issue 3: Maintaining staff engagement and competency in hypertension management practices.Goal: To sustain the appropriate preparedness and capability of the staff to give quality hypertension management services.Strategies:1.      Encourage, develop, and create forums for continuing education for the NPs and related support staff.2.      Include performance appraisal, a feedback system, and productivity to check competency levels.3.      Assist a nurturing organizational culture and climate characterized by cooperation and information exchange and the propagation of a learning culture (Lam et al., 2021).

Operationalizing

The proposal implies detailed preparation in program development, human resource development, resource management, and gradual rollout in numerous outpatient clinics. Key components include developing evidence-based protocols for hypertension management, securing necessary equipment and educational resources, and conducting pilot testing followed by full rollout (Smith et al., 2020). The initial costs of a program are estimated at $250,000, which includes the cost of initial setup, operating expenses, and the cost of training aimed at promoting efficient program implementation and hence guaranteed success.

Execution

Communication will be transparent, with updates and explicit sharing of the program’s goals and accomplishments with the stakeholders, including the staff, patients, and the community. Incentives for participation and adherence to program protocols will be established to encourage engagement and accountability among staff and patients (Adler et al., 2020). Key stakeholders, such as relevant healthcare personnel involving patients, caregivers, healthcare administrators, and other patient organizations, will play vital roles in decision-making. This is to achieve organizational goals and meet the community’s healthcare demands.

Monitoring

Key performance indicators (KPIs) that will be used to assess the NP-led hypertension management program will therefore comprise shifts in the intensity of blood pressure among patients in the plan in addition to the frequency of appropriate use of prescribed medication as well as the frequency of hypertension-associated negative impacts (Buis et al., 2024). Such indicators will help determine how much the program has succeeded in enhancing the patient’s health status and containing the healthcare expenses. Also, the patient’s satisfaction level with the suggested program and the percentage rate of follow-up appointments will be assessed through patient feedback.

Conclusion

In conclusion, the Strategic Process Framework represents a logical model for the Nurse Practitioner (NP) Hypertension Management Program, aiming to improve patient care through the application of research findings. The identified strategic issues related to care access, funding sustainability, and staff competencies collectively constitute the framework, which, in turn, aligns with the healthcare facility’s mission of delivering patient-centered, quality care. Regular tracking and evaluation of performance indicators will help identify the program’s impact in enhancing the quality of patients’ experiences in healthcare delivery systems and help the organization achieve its strategic mission and vision.

References

Adler, A. J., Laar, A. K., Kotoh, A. M., Legido-Quigley, H., Perel, P., Lamptey, P., & Lange, I. L. (2020). Barriers and facilitators to implementing a community-based hypertension improvement project in Ghana: a qualitative study of ComHIP. BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-019-4774-x

Buis, L. R., Kim, J., Sen, A., Chen, D., Dawood, K., Kadri, R., Muladore, R., Plegue, M., Richardson, C. R., Djuric, Z., McNaughton, C., Hutton, D., Robert, L. P., Park, S. Y., & Levy, P. (2024). The Effect of an mHealth Self-Monitoring Intervention (MI-BP) on Blood Pressure Among Black Individuals With Uncontrolled Hypertension: Randomized Controlled Trial. JMIR MHealth and UHealth, 12(1), e57863. https://doi.org/10.2196/57863

Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 66. https://www.sciencedirect.com/science/article/pii/S2199853122008356

Om Prakash Bera, Mondal, H., & Bhattacharya, S. (2023). Empowering Communities: A Review of Community-Based Outreach Programs in Controlling Hypertension in India. Cureus, 15(12). https://doi.org/10.7759/cureus.50722

Smith, J. D., Mohanty, N., Davis, M. M., Knapp, A. A., Tedla, Y. G., Carroll, A. J., Price, H. E., Villamar, J. A., Padilla, R., Jordan, N., Brown, C. H., & Langman, C. B. (2020). Optimizing the implementation of a population panel management intervention in safety-net clinics for pediatric hypertension (The OpTIMISe–Pediatric Hypertension Study). Implementation Science Communications, 1(1). https://doi.org/10.1186/s43058-020-00039-z

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Create a Strategic Process Framework to support an evidence-based healthcare service or change in current service relevant to your current practice or support of your DNP scholarly project. This will inform your business proposal and financial plan due in Module 7. Your strategic framework needs to address how your proposal or initiative will help your organization achieve its mission, vision, and goals. For example, how will your plan be operationalized? Are there steps? A potential budget request? Once implemented, give preliminary thought to how you will monitor which key performance indicators (some mentioned last week) you might track?

Be sure to address each component of the framework:

Formulation
Operationalizing
Execution and
Monitoring
A writing template is provided in the instructions below.

Instructions:

Create a Strategic Process Framework and turn in this assignment by the Sunday due date
Download and use the template: DNP 804 Strategic Process Framework Assignment Template.docx. Download DNP 804 Strategic Process Framework Assignment Template.docx
Upload the completed and proofread assignment in the assignment area.