Presentation of the policy proposal

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.

SHOW LESS

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.

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

Preparation

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:

· Focus on the content of your presentation and the development of your main points. Remember that your purpose is to deliver a message on ethics that is clear, well organized, and engaging.

· Consider your intended audience and how best to communicate effectively with them.

· Create slides that support your presentation. They should not be your presentation.

. Use a professional presentation template, or one used in your organization.

. Ensure that your slide background provides sufficient visual contrast for your text and graphics.

. Avoid filling your slides with text. Use speaker notes to record the details you want to communicate to your audience.

. Be judicious in your use of bulleted lists. Consider a separate slide for each point.

. Use images and graphics, when appropriate, to illustrate information and make your points. Presentation slides are a visual medium. Images are more effective than text at capturing viewers’ attention.

. Avoid using images that are simply decorative. They can be a visual distraction and do not contribute to your message.

. Avoid using flashy slide transitions and animations. They can be both distracting and annoying. Keep your slide transitions consistent throughout the presentation.

. Add a slide to the end of your presentation to prompt questions from the audience.

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 lawJournal of Law, Medicine & Ethics45(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 surveyApplied Health Economics and Health Policy11(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 reviewImplementation Science12(132), 1–20.

Building Buy–In and Communicating with Stakeholders

· Introduction

· Scene 1

· SAMC Clinical Unit

· Scene 2

· Non-Clinical Stakeholders

· Conclusion

Introduction

Your Policy Proposal was well received by the senior leadership and they now would like you to prepare a presentation for one of the stakeholder groups affected by your proposed ideas. The purpose of this presentation will be to inform the group about the future of organizational policy and practices, the current performance shortfalls, and a rationale for why the new policy and practices are needed.

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SAMC Clinical Unit

Clinical Stakeholders

Some stakeholder needs may conflict with those of other groups. Be sure to consider how or if these conflicts can be reconciled.

Comments

Harold Liss

Physician

I’ve got to tell you, the last thing physicians want to hear about is more metrics or targets or benchmarks. We’re getting buried under metrics and they always seem to be about squeezing more out of us. Burnout is a real problem and that actually has serious implications for quality and patient safety. Physician compensation structures are just focused on requiring or entreating physicians to do more, more, more. That kind of thinking contributes to a lot of the problems we’re seeing in terms of wasteful practices. Most doctors are going to do the right thing most of the time, but the environment is becoming one where decisions are driven by profit over quality care and the culprit is often the fee-for-service system.

Janie Poole

Clinical Nurse

You won’t find a nurse in this organization who doesn’t support quality improvement efforts, but I’ll be honest, most of the nurses I know feel like these initiatives just mean more work for nurses. If you are proposing changes to a clinical procedure or workflow, you will need to be very clear about how it actually imrproves on the current process. Are you solving a real problem or one what just looks like a problem?

Another thing to consider is staffing. We talk about staffing ratios all the time and the fact of the matter is that if you want to see improvements in quality, do something about staffing. That’s the most important area you could target.

The nursing profession has been looking at quality assurance for decades. We’re trained to be particularly sensitive to those aspects of patient care where the quality of nursing care delivered has a clear impact on patient outcomes. That’s why nursing unions and professional organizations are so focused on staffing levels. We know that nurses are the front line for patient care, but we need to have an environment that supports our ability to provide quality care.

Tara Jennings

Nurse Informatics

Consider something like an EHR dashboard that provides real time clinical indicators for a particular unit. These indicators might include fall risk; pressure ulcer risk; medication information… there are so many indicators that could be tracked. The point is that individual nurses, unit nurses or nurse managers all benefit from these kinds of solutions, but also need to be part of designing and developing clinical processes because they are so close to the actual workflow.

Vickie Vasquez

Care Coordinator

Obviously, the details of your plan are important, but in general, you should know that care coordination can often be a key strategy for quality improvement. Care coordination — particularly for conditions like COPD or diabetes — has the potential to improve the effectiveness, safety, and efficiency of the experience a person has with a health system. Well-designed care coordination can deliver improvements not only for patients, but also for the health care system and for the insurance providers, and other third party payers.

Answer these questions based on your observations

Who seems best for presenting to?

What are the areas of significant difference between stakeholders?

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SAMC Offices

Non-Clinical Stakeholders

What should Vila Health leadership understand about the issues these stakeholders are raising?

Comments

Deborah McNary

Community Advocate

First and foremost, thank you for talking with me about this! So much of my work is centered around reacting to health care systems rather than working with the people within those systems. So – my primary focus is elder care, so knowing how your policies and focus affect your older patients is important. It’s also important for us to be able to communicate with you as you’re shaping policies and policy changes. Even if it doesn’t seem apparent that there’s a connection to community health advocates, there might be. Are there metrics you’re tracking that perhaps we could help support – such as eye exams or foot care for diabetic patients? Could care coordination efforts for behavioral and mental health patients be looked at from another angle. The biggest issue, in my opinion, is that the health care system be willing to extend the conversation outside the organization before the decisions are made, not after.

Ruby Young

Board Member

The thing to remember when looking at any of these issues is that the governing boards often have very complex obligations. Board members are expected to put measures in place to track and respond to the organizations quality of care performance obviously. But, we are also expected to be tracking and leading efforts around cost reduction, reimbursement, and reasonable levels of care. So, fiduciary responsiblity is, much as people don’t want to hear this, as much an issue for the board as is patient care. We’re expected to balance these things. To preserve the integrity of the organization

Answer these questions based on your observations

Should either of these stakeholders be considered for the presentation?

What areas of significant difference are there between these stakeholders and those in the first group?

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Conclusion

As you’ve seen, the issues you’re exploring affect various stakeholder roles in very different ways. As you prepare your presentation, consider why you chose to focus on the group you selected and how their needs relate to the needs of the other stakeholder groups you heard from. You should also consider how to create buy-in from the chosen stakeholder group; perhaps highlighting ways your policy and guidelines will benefit their work. You may find it helpful to download the responses you made in this activity for later reference.

SAMC Offices

Non-Clinical Stakeholders

What should Vila Health leadership understand about the issues these stakeholders are raising?

Comments

Deborah McNary

Community Advocate

First and foremost, thank you for talking with me about this! So much of my work is centered around reacting to health care systems rather than working with the people within those systems. So – my primary focus is elder care, so knowing how your policies and focus affect your older patients is important. It’s also important for us to be able to communicate with you as you’re shaping policies and policy changes. Even if it doesn’t seem apparent that there’s a connection to community health advocates, there might be. Are there metrics you’re tracking that perhaps we could help support – such as eye exams or foot care for diabetic patients? Could care coordination efforts for behavioral and mental health patients be looked at from another angle. The biggest issue, in my opinion, is that the health care system be willing to extend the conversation outside the organization before the decisions are made, not after.

Ruby Young

Board Member

The thing to remember when looking at any of these issues is that the governing boards often have very complex obligations. Board members are expected to put measures in place to track and respond to the organizations quality of care performance obviously. But, we are also expected to be tracking and leading efforts around cost reduction, reimbursement, and reasonable levels of care. So, fiduciary responsiblity is, much as people don’t want to hear this, as much an issue for the board as is patient care. We’re expected to balance these things. To preserve the integrity of the organization

Answer these questions based on your observations

Should either of these stakeholders be considered for the presentation?

What areas of significant difference are there between these stakeholders and those in the first group?

 Back to top

Conclusion

As you’ve seen, the issues you’re exploring affect various stakeholder roles in very different ways. As you prepare your presentation, consider why you chose to focus on the group you selected and how their needs relate to the needs of the other stakeholder groups you heard from. You should also consider how to create buy-in from the chosen stakeholder group; perhaps highlighting ways your policy and guidelines will benefit their work. You may find it helpful to download the responses you made in this activity for later reference.

Policy Proposal Presentation Scoring Guide

CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Interpret for stakeholders the relevant benchmark metrics that illustrate the need for a policy or practice guidelines. Does not interpret for stakeholders the relevant benchmark metrics that illustrate the need for a policy or practice guidelines. Interprets the relevant benchmark metrics for stakeholders, but lacks clarity, meaning, or some of the information needed to illustrate the need for a policy or practice guidelines. Interprets for stakeholders the relevant benchmark metrics that illustrate the need for a policy or practice guidelines. Interprets for stakeholders the relevant benchmark metrics that illustrate the need for a policy or practice guidelines, including details or perspectives that will be especially relevant for the specific stakeholder group.
Propose an institutional policy or practice guidelines related to an existing local, state, or federal health care policy or law. Does not propose an institutional policy or practice guidelines related to an existing local, state, or federal health care policy or law. Proposes an institutional policy or practice guidelines, but proposal lacks needed clarity about its scope or goals. Proposes an institutional policy or practice guidelines related to an existing local, state, or federal health care policy or law. Proposes an institutional policy or practice guidelines related to an existing local, state, or federal health care policy or law, and identifies assumptions on which the proposal is based.
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. Does not 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. Provides an inaccurate or superficial explanation of how a proposed change in institutional policy or practice guidelines related to an existing health care policy or law would affect a stakeholder group. Explains how a proposed change in institutional policy or practice guidelines related to an existing health care policy or law would affect a stakeholder group. Explains how a proposed change in institutional policy or practice guidelines related to an existing health care policy or law would affect a stakeholder group, and identifies knowledge gaps, unknowns, missing information, unanswered questions, or areas of uncertainty (where further information could improve the analysis).
Explain how a proposed change in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group. Does not explain how proposed changes in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group. Attempts to explain how proposed changes in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group, but the argument is weak or lacks relevance for the stakeholder group. Explains how a proposed change in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group. Explains how proposed changes in policy or practice guidelines would improve the quality of work and outcomes for a particular stakeholder group, and impartially considers and addresses conflicting data or perspectives.
Propose strategies for collaborating with a stakeholder group to implement and apply proposed changes in institutional policy or practice guidelines related to a local, state, or federal health care policy or law. Does not propose strategies for collaborating with a stakeholder group to implement and apply proposed changes in institutional policy or practice related to a local, state, or federal health care policy or law. Proposes strategies to implement and apply proposed changes, but strategies are weak or lack insight into the position and perspectives of the stakeholder group. Proposes strategies for collaborating with a stakeholder group to implement and apply proposed changes in institutional policy or practice guidelines related to a local, state, or federal health care policy or law. Proposes strategies for collaborating with a stakeholder group to implement and apply proposed changes in institutional policy or practice related to a local, state, or federal health care policy or law. Shows insight to stakeholder perspectives by addressing possible objections.
Apply persuasive and effective communication strategies when presenting to a group of stakeholders. Does not apply persuasive and effective communication strategies when presenting to a group of stakeholders. Includes some persuasive elements in presentation, but some elements of tone or style are inappropriate for the stakeholder group, or errors detract from the quality of the presentation. Applies persuasive and effective communication strategies when presenting to a group of stakeholders. Applies persuasive and effective communication strategies when presenting to a group of stakeholders, and includes details that demonstrate attention to the interests and concerns of the stakeholder audience.