NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Name

Capella University

NURS-FPX 6210 Leadership and Management for Nurse Executives

Prof. Name

Date

Strategic Visioning with Stakeholders

Good morning everyone. I am ______. Today, we unveil our strategic plan for elevating quality and safety within St. Mary’s Community Hospital. Our roadmap focuses on robust community partnerships, telemedicine expansion, and technology optimization. Through transparent communication, stakeholder engagement, and alignment with cultural, ethical, and regulatory considerations, we aim to drive meaningful improvements in patient care outcomes.

Strategic Plan Summary for Quality and Safety Improvements in a Care Setting

Three main objectives make up St. Mary’s Community Hospital’s strategic plan, which aims to achieve the desired improvements in quality and safety in the care setting. The first goal centers on establishing robust community partnerships to address healthcare disparities effectively. Within six months, the hospital aims to forge alliances with at least three community clinics and non-profits. This will be preceded by a comprehensive needs assessment conducted within the initial three months to identify priority areas for intervention. Over the subsequent nine months, tailored health education workshops or outreach programs will be developed based on the assessment findings. Additionally, the hospital aims to increase patient referrals from community organizations by 20% within the year (Andrasik et al., 2021).

The second goal involves the expansion of telemedicine services, aiming for a 30% increase in appointments within one year. This expansion will include incorporating specialty consultations and remote monitoring. To support this initiative, the hospital plans to establish five partnerships with community clinics and non-profits. However, challenges such as compatibility issues, data security concerns, and staff resistance to technology adoption must be addressed. Mitigation strategies include conducting thorough risk assessments, providing comprehensive training to staff members, and ensuring interoperability among different healthcare systems and devices (Payán et al., 2022).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The third goal focuses on optimizing technology utilization to enhance patient care processes. Specific initiatives include integrating AI/ML algorithms into clinical decision support systems to improve diagnostic accuracy and ensure interoperability among different healthcare systems and devices. Key metrics include a 20% increase in efficiency through EHR optimization initiatives within one year, a 10% reduction in system errors within one year, and a 25% increase in patient referrals from community organizations. However, challenges such as financial constraints impacting funding availability for technology optimization initiatives and regulatory compliance risks must be addressed.

Mitigation strategies include developing strategic financial plans, exploring alternative funding streams, staying updated on regulatory developments, conducting regular compliance audits, and establishing robust governance frameworks (Aapro et al., 2020). Through these concerted efforts, St. Mary’s Community Hospital aims to achieve meaningful and sustainable improvements in patient care outcomes while upholding its mission, vision, and values.

Stakeholder Communication Strategy for Care Quality & Safety

Identify Key Stakeholders and Constituencies

At St. Mary’s Community Hospital, the success of the strategic plan hinges on effective communication with key stakeholders and constituencies. Hospital leadership is a pivotal decision-maker who must endorse and allocate resources to support the plan. Department heads, such as those overseeing IT, Nursing, and Quality Improvement, are integral for executing specific initiatives and ensuring alignment with organizational goals. Frontline staff, comprising nurses, physicians, and other healthcare professionals, play a vital role in implementing the plan, as they are directly involved in patient care delivery and technological integration. Community organizations, including non-profits and clinics, collaborate closely with the hospital to address healthcare disparities and improve community health outcomes. Lastly, patients, as the ultimate beneficiaries, provide invaluable insights and feedback essential for refining the plan to meet their needs (Petkovic et al., 2020).

Address Cultural and Ethical Factors

Cultural and ethical factors must be considered in crafting the communication strategy to ensure inclusivity and respect. Communication materials should be translated into multiple languages and presented in accessible formats to accommodate linguistic diversity and individuals with disabilities. Additionally, outreach efforts should demonstrate cultural sensitivity, acknowledging and respecting the values, beliefs, and traditions of diverse communities. Regular forums such as town hall meetings, focus groups, and surveys provide opportunities for stakeholders to voice concerns respectfully and contribute to collaborative decision-making (Schouten et al., 2020).

Strategies for Communication 

Strategies for communication should prioritize transparency, flexibility, engagement, and professionalism. Open and transparent communication channels, including regular updates and progress reports, keep stakeholders informed and engaged throughout the planning and implementation process (Holroyd et al., 2020). Varied communication methods, such as email, newsletters, meetings, and social media, cater to diverse stakeholder preferences and accessibility needs. Interactive forums and feedback mechanisms foster ongoing engagement and participation from all stakeholders, creating a collaborative environment conducive to achieving shared goals. Professional and respectful communication ensures that stakeholders feel valued and heard, enhancing understanding and trust (Fedorowicz et al., 2022).

Assumptions Underlying the Communication Strategy

Assumptions underlying the communication strategy include stakeholder receptivity to transparent and honest communication, prioritization of cultural sensitivity, and inclusivity in all communication efforts. It has recognition of varied communication preferences among stakeholders, and understanding that building collaborative partnerships requires ongoing communication and engagement (Lee & Li, 2021). By aligning communication efforts with these assumptions and integrating cultural and ethical considerations, St. Mary’s Community Hospital can effectively convey the strategic plan. It gain buy-in from stakeholders, and foster a collaborative and inclusive environment conducive to its successful implementation and sustainability.

Alignment Actions for Safety and Quality Improvements in a Care Setting

Actions for Aligning Systems and Structure 

Several actions are necessary to align St. Mary’s Community Hospital with its strategic goals. Firstly, the hospital must ensure that its organizational structure supports implementing the strategic plan. This involves clarifying roles and responsibilities, establishing clear lines of communication, and fostering collaboration between departments (Samardzic et al., 2020). Additionally, the hospital’s systems, including information technology, quality improvement, and performance management, need to be aligned with the strategic goals. This may involve upgrading technology infrastructure, implementing new processes, and integrating data systems to support decision-making and accountability (Rudin et al., 2020).

Shared Values, Management Style, Skills, and Staff with Strategic Goals

Aligning shared values with strategic goals requires engaging stakeholders and reinforcing a culture of excellence, innovation, and patient-centered care. Leadership plays a crucial role in shaping the management style to align with the strategic direction. Leaders should exhibit traits such as vision, communication, and adaptability to inspire and motivate staff towards achieving the goals. Additionally, staff training and development programs should be aligned with the skills required to implement the strategic initiatives successfully. This may involve providing ongoing education, mentorship, and professional development opportunities to enhance staff competencies (Zajac et al., 2021).

Changes Needed to Achieve Goals

To achieve these goals, St. Mary’s Community Hospital needs to undergo organizational changes that promote alignment with the strategic plan. This includes revising policies and procedures, restructuring departments, and implementing performance metrics aligned with the strategic objectives. Furthermore, fostering a culture of continuous improvement and accountability is essential to sustain alignment over time. Frequent tracking and assessment of the organization’s progress toward strategic goals will help pinpoint areas for development and guarantee that it stays on course (Brancalion & Lima, 2022).

 Processes and Goals for Onboarding Relevant Groups or Individuals

In terms of onboarding relevant groups or individuals, the hospital should have clear goals and processes in place to integrate new staff members and stakeholders into the organization effectively. The hospital’s mission, vision, principles, and strategic objectives are all introduced to new hires through thorough orientation programs. Assigning mentors or buddies to newly hired staff members can also help them integrate into the organization and comprehend their role in accomplishing the strategic objectives. Regular feedback and performance evaluations should be conducted to assess the effectiveness of the onboarding process and make necessary adjustments to ensure its success (Ravaghi et al., 2020). By prioritizing alignment and fostering a culture of accountability and continuous improvement, St. Mary’s Community Hospital can position itself for success in achieving its strategic objectives.

Evaluating Implementation and Outcomes Vs. Current Benchmarks

In evaluating the success of the strategic plan at St. Mary’s Community Hospital, several vital components will be considered to ensure that objectives are met and outcomes are achieved. Successful implementation of the plan involves the effective execution of initiatives outlined within the specified timeframe and budget while also aligning with the hospital’s mission, vision, and values. This requires close monitoring of progress, regular assessment of performance metrics, and adjustment of strategies as needed to address any emerging challenges or opportunities (Godana, 2022). Successful implementation of the strategic plan entails achieving predetermined goals and objectives within the specified timeframe and budget while maintaining alignment with the hospital’s overarching mission, vision, and values. It involves engaging stakeholders, effectively allocating resources, and overcoming obstacles to ensure that initiatives are executed according to plan. Additionally, successful implementation requires fostering a culture of accountability, innovation, and continuous improvement throughout the organization (Linnander et al., 2020). 

The successful outcomes of this project include tangible improvements in patient care processes, enhanced efficiency and effectiveness of healthcare delivery, and increased access to healthcare services for underserved populations. Additionally, successful outcomes may be measured by improvements in patient satisfaction, clinical outcomes, and financial performance metrics. These outcomes reflect the hospital’s ability to achieve its strategic objectives and fulfill its commitment to providing high-quality care to the community (Liu et al., 2021). To compare outcomes to current performance benchmarks, St. Mary’s Community Hospital will utilize a variety of quantitative and qualitative measures. This includes analyzing key performance indicators such as patient satisfaction scores, readmission rates, mortality rates, and financial metrics.

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Benchmarking against industry standards and best practices will provide context for evaluating performance and identifying areas for improvement (Schiopoiu & Ferhati, 2020). Data collection to assess specific goals and outcomes will involve both quantitative and qualitative methods. This may include tracking metrics related to patient outcomes, such as length of stay, infection rates, and medication errors, as well as gathering feedback from patients, staff, and other stakeholders through surveys, focus groups, and interviews. Additionally, data on resource utilization, technology adoption, and process efficiencies will be collected to assess the impact of strategic initiatives (Thubaity & Shalby, 2023).

In prioritizing objectives, St. Mary’s will focus on initiatives that have the most significant potential to drive meaningful improvements in patient care, address healthcare disparities, and enhance organizational effectiveness. Evaluation against benchmarks will involve comparing performance data before and after the implementation of the strategic plan, as well as benchmarking against industry peers and best practices. Areas of uncertainty or knowledge gaps will be addressed through ongoing monitoring, data analysis, and stakeholder feedback to ensure that the strategic plan remains responsive to evolving needs and priorities (Hill et al., 2020). By rigorously evaluating implementation and outcomes against current performance benchmarks, St. Mary’s Community Hospital can determine the effectiveness of its strategic plan, recognize areas of success and areas for progress, and make informed decisions to drive continuous improvement in patient care delivery.

Incorporating Cultural, Ethical, and Regulatory Considerations in the Strategic Plan Design and Implementation

At St. Mary’s Community Hospital, pertinent cultural, ethical, and legal factors are crucial in determining how a strategic plan is created and carried out. Cultural factors comprise the norms, values, and beliefs of various stakeholder groups, such as staff, patients, and the community at large. Ethical considerations involve upholding principles of integrity, respect, and justice in decision-making processes. Regulatory factors encompass compliance with laws, regulations, and standards governing healthcare delivery.

Cultural Considerations

Cultural considerations influence strategic planning by ensuring that initiatives are culturally sensitive and responsive to the needs and preferences of diverse populations. For example, in designing community partnership programs, cultural factors such as language, religion, and traditions are taken into account to ensure inclusivity and accessibility. Strategies for implementation may involve hiring staff from diverse backgrounds. It providing language interpretation services, and tailoring outreach efforts to specific cultural groups (Schouten et al., 2020).

Ethical Considerations

Ethical considerations guide decision-making processes and actions. It ensure that they align with principles of beneficence, non-maleficence, autonomy, and justice. In strategic planning, ethical considerations influence the prioritization of initiatives that prioritize patient safety, respect patient autonomy, and support equitable access to healthcare services. For example, ethical guidelines inform decisions regarding the accountable use of patient data, informed consent processes, and allocation of resources to address healthcare disparities (Henein & Ells, 2021).

Regulatory Considerations

Regulatory considerations shape the design and implementation of strategic initiatives by ensuring compliance with laws, regulations, and standards governing healthcare delivery. This includes adherence to privacy regulations such as HIPAA, accreditation standards from organizations like The Joint Commission, and state and federal healthcare regulations. Strategies for implementation may involve conducting regular audits and training staff on compliance requirements. It also establishes governance structures to oversee regulatory compliance (Eisenberg, 2022).

Application to Leadership Decision-Making

In leadership decision-making, cultural, ethical, and regulatory considerations are integral factors that inform strategic planning and implementation. Leaders must navigate potential conflicts and dilemmas arising from divergent cultural norms, ethical principles, and regulatory requirements. For example, a conflict may arise between a hospital’s ethical obligation to prioritize patient safety and cultural beliefs that influence treatment decisions. In such cases, leaders must engage stakeholders, assess risks, and develop solutions that balance ethical considerations with cultural sensitivity and regulatory compliance (Majers & Warshawsky, 2020).

Addressing Potential Conflicts

Identification and proactive resolution of potential conflicts pertaining to cultural, ethical, and legal issues are imperative for the effective execution of the strategic plan. This may involve establishing clear communication channels, engaging in collaborative decision-making processes, and seeking input from diverse stakeholders. By integrating cultural competence training, ethics education, and regulatory compliance measures into leadership decision-making processes (Wehkamp et al., 2021). St. Mary’s Community Hospital can navigate potential conflicts effectively and promote a culture of ethical, culturally sensitive, and compliant healthcare delivery.

 Role of a Nurse Leader in Sustaining a Strategic Direction and Implementing

As a nurse leader at St. Mary’s Community Hospital, my role in effectively applying and sustaining strategic direction is multifaceted and crucial to the organization’s success. Firstly, I am responsible for providing visionary leadership that inspires and motivates staff to embrace the strategic plan and align their efforts with its objectives. This involves communicating the vision, mission, and values of the organization effectively, fostering a culture of accountability, and promoting teamwork and collaboration across departments (Srivarathan et al., 2020).

Secondly, I play a pivotal role in translating strategic goals into actionable plans and initiatives that are feasible, realistic, and aligned with the hospital’s resources and priorities. This includes developing implementation strategies, assigning responsibilities, and monitoring progress toward achieving milestones and objectives. Additionally, I facilitate ongoing evaluation and assessment of the strategic plan to identify areas of strength and areas needing improvement and make necessary adjustments to ensure alignment with organizational goals (Umuhoza et al., 2022).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The application and maintenance of strategic direction at St. Mary’s Community Hospital is made possible by my role as a nurse leader, which is firmly based on leadership and healthcare theories. In order to successfully implement strategic initiatives, teams must be inspired and motivated to embrace change and innovation, according to transformational leadership theory (Hussain & Khayat, 2021). Situational leadership theory guides my approach to adapting leadership styles based on the specific needs and readiness levels of staff members. Systems theory informs my understanding of healthcare organizations as complex systems, helping me anticipate potential challenges and proactively address gaps or mismatches in theories to ensure alignment between strategic goals and operational realities (Ahern & Loh, 2020).

By providing visionary leadership, translating strategic goals into actionable plans, and integrating leadership and healthcare theories into my approach, I can effectively guide the organization toward achieving its long-term objectives. Through ongoing evaluation and assessment, I remain committed to ensuring that the strategic plan remains responsive to evolving needs and priorities, ultimately driving continuous improvement in patient care outcomes.

Leveraging Qualities of Leadership for Successful Strategic Implementation and Direction

My leadership abilities and skills position me effectively to spearhead the successful implementation and sustained direction of the strategic plan at St. Mary’s Community Hospital. Through clear vision and effective communication, I can articulate strategic objectives, ensuring team alignment and buy-in. Moreover, my flexibility and spirit enable me to navigate challenges and setbacks, adjusting approaches as needed to keep the plan on track. Additionally, my strategic thinking and decision-making abilities allow me to anticipate potential issues and proactively address them, guiding the team toward achieving our goals.

Given my comprehensive understanding of the organization’s goals and values, coupled with my demonstrated track record of successful leadership in healthcare settings, I am the ideal candidate to lead this initiative. My past experiences leading teams through complex projects, such as EHR system upgrades, highlight my ability to effectively communicate goals, delegate tasks, and resolve issues promptly, resulting in tangible improvements in efficiency and patient care outcomes (Goel, 2023).

Throughout my career, I have exhibited strong leadership qualities, including effective communication, collaboration, and problem-solving. I have maintained a positive attitude and sought innovative solutions to overcome obstacles, ensuring project success. While I acknowledge areas for personal growth, particularly in strategic planning and change management, I am committed to continuous learning and professional development to enhance my leadership abilities further and drive even greater success in implementing and sustaining strategic direction at St. Mary’s Community Hospital.

Conclusion

In conclusion, our strategic plan at St. Mary’s Community Hospital prioritizes quality and safety improvements through community partnerships, telemedicine expansion, and technology optimization. With transparent communication, stakeholder engagement, and alignment with cultural, ethical, and regulatory considerations, we are poised to drive sustainable enhancements in patient care outcomes. Our commitment to these initiatives reflects our dedication to upholding the highest standards of healthcare delivery. It ensures the well-being of our patients and communities.

References

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Ahern, S., & Loh, E. (2020). Leadership during the COVID-19 pandemic: Building and sustaining trust in times of uncertainty. BMJ Leader, 5(4). https://doi.org/10.1136/leader-2020-000271 

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Brancalion, F. N. M., & Lima, A. F. C. (2022). Process-based management aimed at improving health care and financial results. Revista Da Escola de Enfermagem Da USP, 56. https://doi.org/10.1590/1980-220X-REEUSP-2021-0333en 

Eisenberg, M. A. (2022). Clinical informatics policy and regulations. Clinical Informatics Study Guide, 35–45. https://doi.org/10.1007/978-3-030-93765-2_3 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Fedorowicz, S., Riley, V., Cowap, L., Ellis, N. J., Chambers, R., Grogan, S., Crone, D., Cottrell, E., Carter, D. C., Roberts, L., & Gidlow, C. J. (2022). Using social media for patient and public involvement and engagement in health research: The process and impact of a closed facebook group. Health Expectations. https://doi.org/10.1111/hex.13515 

Godana, C. (2022). Effect of organizational dynamics on strategy implementation in the health sector of Marsabit county. Repository.kemu.ac.ke. http://repository.kemu.ac.ke/handle/123456789/1384 

Goel, S. (2023). Public health leadership “Transformation of dreams to reality.” Indian Journal of Public Health, 67(2), 197–197. https://doi.org/10.4103/ijph.ijph_769_23 

Henein, M., & Ells, C. (2021). Identifying and classifying tools for health policy ethics review: A systematic search and review. Health Care Analysis, 29(1), 1–20. https://doi.org/10.1007/s10728-020-00422-w 

Hill, J. E., Stephani, A.-M., Sapple, P., & Clegg, A. J. (2020). The effectiveness of continuous quality improvement for developing professional practice and improving health care outcomes: A systematic review. Implementation Science, 15(1). https://implementationscience.biomedcentral.com/articles/10.1186/s13012-020-0975-2 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Holroyd, T. A., Oloko, O. K., Salmon, D. A., Omer, S. B., & Limaye, R. J. (2020). Communicating recommendations in public health emergencies: The role of public health authorities. Health Security, 18(1), 21–28. https://doi.org/10.1089/hs.2019.0073 

Hussain, M. K., & Khayat, R. A. M. (2021). The impact of transformational leadership on job satisfaction and organisational commitment among hospital staff: A systematic review. Journal of Health Management, 23(4), 097206342110504. https://doi.org/10.1177/09720634211050463 

Lee, Y., & Li, J. Q. (2021). The role of communication transparency and organizational trust in publics’ perceptions, attitudes and social distancing behaviour: A case study of the COVID‐19 outbreak. Journal of Contingencies and Crisis Management, 29(4). https://doi.org/10.1111/1468-5973.12354 

Linnander, E., McNatt, Z., Boehmer, K., Cherlin, E., Bradley, E., & Curry, L. (2020). Changing hospital organisational culture for improved patient outcomes: Developing and implementing the leadership saves lives intervention. BMJ Quality & Safety, 30(6). https://doi.org/10.1136/bmjqs-2019-010734 

Liu, M., Hu, L., Guo, R., Wang, H., Cao, M., Chen, X., & Liu, Y. (2021). The influence of patient and hospital characteristics on inpatient satisfaction at Beijing district-level hospitals. Patient Preference and Adherence, Volume 15, 1451–1460. https://doi.org/10.2147/ppa.s314910 

Majers, J. S., & Warshawsky, N. (2020). Evidence-based decision-making for nurse leaders. Nurse Leader, 18(5). https://doi.org/10.1016/j.mnl.2020.06.006 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Payán, D. D., Frehn, J. L., Garcia, L., Tierney, A. A., & Rodriguez, H. P. (2022). Telemedicine implementation and use in community health centers during COVID-19: Clinic personnel and patient perspectives. SSM – Qualitative Research in Health, 2, 100054. https://doi.org/10.1016/j.ssmqr.2022.100054 

Petkovic, J., Riddle, A., Akl, E. A., Khabsa, J., Lytvyn, L., Atwere, P., Campbell, P., Chalkidou, K., Chang, S. M., Crowe, S., Dans, L., Jardali, F. E., Ghersi, D., Graham, I. D., Grant, S., Smith, R. G., Guise, J.-M., Hazlewood, G., Jull, J., & Katikireddi, S. V. (2020). Protocol for the development of guidance for stakeholder engagement in health and healthcare guideline development and implementation. Systematic Reviews, 9(21), 1–11. https://doi.org/10.1186/s13643-020-1272-5 

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Rudin, R. S., Fischer, S. H., Damberg, C. L., Shi, Y., Shekelle, P. G., Xenakis, L., Khodyakov, D., & Ridgely, M. S. (2020). Optimizing health IT to improve health system performance: A work in progress. Healthcare, 8(4), 100483. https://doi.org/10.1016/j.hjdsi.2020.100483 

Samardzic, M. B., Doekhie, K. D., & Wijngaarden, J. D. H. V. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health, 18(1). https://human-resources-health.biomedcentral.com/articles/10.1186/s12960-019-0411-3 

Schiopoiu, A. B., & Ferhati, K. (2020). The managerial implications of the key performance indicators in healthcare sector: A cluster analysis. Healthcare, 9(1), 19. https://doi.org/10.3390/healthcare9010019 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Schouten, B. C., Cox, A., Duran, G., Kerremans, K., Banning, L. K., Lahdidioui, A., Muijsenbergh, M. van den, Schinkel, S., Sungur, H., Suurmond, J., Zendedel, R., & Krystallidou, D. (2020). Mitigating language and cultural barriers in healthcare communication: Toward a holistic approach. Patient Education and Counseling, 103(12). https://doi.org/10.1016/j.pec.2020.05.001 

Srivarathan, A., Lund, R., Christensen, U., & Kristiansen, M. (2020). Social relations, community engagement and potentials: A qualitative study exploring resident engagement in a community-based health promotion intervention in a deprived social housing area. International Journal of Environmental Research and Public Health, 17(7), 2341. https://doi.org/10.3390/ijerph17072341 

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Umuhoza, S. M., Musange, S. F., Nyandwi, A., Gatome-Munyua, A., Mumararungu, A., Hitimana, R., Rulisa, A., & Uwaliraye, P. (2022). Strengths and weaknesses of strategic health purchasing for universal health coverage in Rwanda. Health Systems & Reform, 8(2). https://doi.org/10.1080/23288604.2022.2061891 

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NURS FPX 6210 Assessment 2 Strategic Planning

Name

Capella University

NURS-FPX 6210 Leadership and Management for Nurse Executives

Prof. Name

Date

Strategic Planning

In an era marked by dynamic healthcare challenges, St. Mary’s Community Hospital strategically prioritizes goals targeting Electronic Health Record (EHR) system training. These objectives are intricately linked with the hospital’s overarching mission, vision, and values, ensuring alignment with its core principles. The assessment comprehensively examines the nexus between these goals and diverse factors, including technology, ethics, culture, regulations, and leadership theories. As St. Mary’s navigates the complex healthcare landscape, it underscores the significance of leadership attributes such as vision, communication, and adaptability in driving the successful implementation and sustainability of these strategic initiatives.

Strategic Goal Statements and Outcomes

St. Mary’s Community Hospital has created strategic goal statements and effects to promote particular quality and safety improvements within the medical facility after conducting a thorough SWOT analysis. In the short term, the hospital aims to establish robust community partnerships to address healthcare disparities effectively. This involves forging alliances with at least three community clinics and non-profits within the next six months. To ensure targeted and impactful interventions, a comprehensive needs assessment will be conducted in the initial three months.

This assessment will provide crucial insights into priority areas for intervention, guiding the development of tailored health education workshops or outreach programs over the subsequent nine months. Concurrently, efforts will be made to increase patient referrals from community organizations by 20% within the year, ensuring equitable access to healthcare services for all segments of the population. Conversely, the hospital’s long-term goal centers on optimizing technology utilization to enhance patient care processes over five years. The activities and timelines for achieving this goal are specific and measurable, with quarterly milestones outlined for each year.

The short-term goal of establishing community partnerships directly supports the long-term goal of enhancing technology utilization by fostering collaboration and addressing immediate healthcare needs. By forging strategic alliances and implementing targeted interventions, St. Mary’s can lay the groundwork for long-term improvements in patient care delivery through technological advancements. Potential barriers such as community engagement challenges, technological implementation hurdles, and financial constraints will be impartially considered and addressed through transparent communication, comprehensive training, and strategic resource allocation (Renukappa et al., 2022).

Relevance of Proposed Goals to the Vision, Mission, and Values

St. Mary’s Community Hospital, after conducting a thorough SWOT analysis, has developed strategic goals and outcomes aimed at driving specific quality and safety improvements within the care setting. These goals are meticulously crafted to align with the hospital’s mission, vision, and values while addressing critical areas of concern identified through the analysis. In the short term, the hospital is committed to establishing robust community partnerships to address healthcare disparities effectively. By forging alliances with at least three community clinics and non-profits within the next six months, St. Mary’s aims to ensure equitable access to healthcare services for all segments of the population. However, uncertainties may arise regarding community engagement challenges.

These uncertainties include the willingness of community organizations to collaborate, their capacity to participate effectively in healthcare initiatives, and potential cultural or language barriers. St. Mary’s must navigate these challenges by fostering open communication channels, building trust through community outreach efforts, and adapting strategies to accommodate diverse community needs and preferences (Srivarathan et al., 2020).

NURS FPX 6210 Assessment 2 Strategic Planning

Additionally, expanding telemedicine services to include specialty consultations and remote monitoring is another short-term goal. St. Mary’s plans to achieve a 30% increase in telemedicine appointments while establishing five partnerships with community clinics and non-profits within the next year. However, uncertainties may arise regarding technological implementation hurdles. These uncertainties include compatibility issues, data security concerns, and staff resistance to technology adoption. St. Mary’s must address these uncertainties by engaging IT experts, conducting thorough risk assessments, and providing comprehensive training to staff members to ensure successful technology implementation (Albahri et al., 2023).

In the long term, the hospital aims to optimize technology utilization to enhance patient care processes over five years. By integrating AI/ML algorithms into clinical decision support systems, St. Mary’s plans to achieve a 15% improvement in diagnostic accuracy. Additionally, achieving interoperability between different healthcare systems and devices is a priority, ensuring seamless information exchange for better patient outcomes. However, uncertainties may arise regarding financial constraints and regulatory compliance risks. Financial uncertainties may impact the availability of funding for technology optimization initiatives, while regulatory uncertainties may arise from changes in healthcare regulations or data privacy laws. St. Mary’s must develop strategic financial plans, explore alternative funding streams, stay abreast of regulatory developments, conduct regular compliance audits, and establish robust governance frameworks to mitigate these uncertainties proactively (Umuhoza et al., 2022).

NURS FPX 6210 Assessment 2 Strategic Planning

To measure success and progress, specific numeric targets have been set for each goal. For instance, a 20% increase in efficiency is targeted through the implementation of EHR optimization initiatives, and a 10% reduction in system errors is expected through the consolidation of technological advancements. These numeric targets provide clear metrics for evaluating the effectiveness of the initiatives over time. By proactively addressing potential uncertainties and developing comprehensive strategies to mitigate risks, St. Mary’s Community Hospital aims to achieve meaningful and sustainable improvements in patient care outcomes while upholding its mission, vision, and values.

Analysis of Strategic Goals about Technology, Ethics, Culture, and Regulations

Several important factors are taken into consideration when assessing how much the strategy goals and outcomes, as well as the method by which they are achieved, address different factors. Firstly, the ethical environment is a paramount consideration in healthcare settings. The strategic goals at St. Mary’s Community Hospital, particularly those focusing on enhancing patient care processes through technology, are evaluated in terms of their alignment with ethical principles. However, ethical concerns may arise regarding the responsible use of patient data and the potential for bias in algorithmic decision-making. These concerns necessitate robust data governance frameworks, transparency in algorithm development, and ongoing ethical review processes to ensure patient autonomy, privacy, and justice are upheld. Impartial consideration of the limitations of these goals and outcomes involves acknowledging potential ethical dilemmas and ensuring that strategies are ethically sound and transparent (Kaplan, 2020).

Secondly, the cultural environment is carefully considered in the formulation of strategic goals and outcomes. St. Mary’s recognizes the importance of cultural sensitivity and inclusivity in healthcare delivery. However, it may be challenging to engage and communicate effectively with patients from different backgrounds due to language barriers and cultural differences. To mitigate these challenges, St. Mary’s employs culturally competent healthcare professionals, provides language interpretation services, and tailors health education materials to meet the cultural preferences of patients. Impartially considering the limitations in this context involves acknowledging potential cultural barriers and actively addressing them to ensure equitable access to healthcare services for all patients (Schouten et al., 2020)

NURS FPX 6210 Assessment 2 Strategic Planning

Thirdly, the use of technology is a central aspect of St. Mary’s strategic goals and outcomes. However, the adoption and integration of technology into healthcare workflows may need help with interoperability issues, data security concerns, and staff resistance to change. St. Mary’s addresses these challenges by investing in robust IT infrastructure, implementing cybersecurity measures, and providing comprehensive training and support to staff members.

Impartial consideration of the limitations involves recognizing potential technological hurdles and implementing strategies to overcome them effectively (Akindote et al., 2024). Lastly, the strategic goals and outcomes are evaluated in light of applicable healthcare policies, laws, and regulations. St. Mary’s ensures compliance with regulatory requirements related to data privacy, patient consent, and healthcare standards. Additionally, the hospital proactively monitors changes in healthcare policies and regulations, adapting its strategies and practices accordingly to remain in alignment with legal requirements and industry standards. Impartial consideration of the limitations involves recognizing potential regulatory complexities and ensuring that strategies are compliant with applicable laws and regulations (Yang et al., 2020).

Integration of Leadership and Healthcare Theories in Strategic Goals

In achieving the proposed strategic goals and outcomes at St. Mary’s Community Hospital, various leadership and healthcare theories will be integrated to provide a robust framework for success. Transformational leadership theory, for instance, will guide nurse leaders in inspiring and motivating teams to embrace change and innovation, which is essential for implementing technological advancements such as AI integration and EHR optimization. By fostering a culture of innovation and continuous improvement, nurse leaders can cultivate a supportive environment conducive to achieving long-term objectives (Hussain & Khayat, 2021).

Furthermore, situational leadership theory will be employed to adapt leadership styles based on the specific needs and readiness levels of staff members. This theory emphasizes the importance of flexibility and responsiveness. In the short term, as the hospital embarks on establishing community partnerships to address healthcare disparities, nurse leaders may adopt a more directive leadership style to provide clear guidance and support during the initial stages of partnership development. As partnerships mature and become more collaborative, a more participative leadership style may be appropriate to empower team members and foster shared decision-making (Ahern & Loh, 2020).

NURS FPX 6210 Assessment 2 Strategic Planning

Healthcare theories such as the Systems Theory will also inform the strategic approach at St. Mary’s Community Hospital. This theory views healthcare organizations as complex systems composed of interconnected parts. Nurse leaders will consider the holistic implications of proposed interventions, recognizing that improvements in technology utilization or community partnerships can impact various aspects of patient care delivery, organizational culture, and stakeholder engagement.

By adopting a systems thinking approach, nurse leaders can anticipate potential challenges and proactively address gaps or mismatches in theories, ensuring alignment between strategic goals and operational realities (Siniora, 2022). Overall, the integration of relevant leadership and healthcare theories into the part of the nurse leader at St. Mary’s Community Hospital will facilitate the achievement of proposed strategic goals and objectives. By leveraging transformational leadership principles, situational leadership strategies, and systems thinking approaches, nurse leaders can effectively navigate complexities, inspire organizational change, and drive continuous improvement.

Leadership Qualities and Skills

In evaluating leadership qualities crucial for implementing and sustaining the proposed plan at St. Mary’s Community Hospital, visionary leadership emerges as indispensable. A leader with a strong vision can effectively communicate long-term goals, rallying stakeholders around a shared purpose and fostering alignment toward common objectives. Effective communication skills ensure clarity, transparency, and alignment throughout the implementation process, while strong interpersonal skills are vital for promoting positive relationships and building trust among diverse stakeholders (Goel, 2023). Additionally, resilience and adaptability are critical qualities for navigating uncertainties and sustaining strategic direction amidst challenges and setbacks.

Leaders must be able to pivot in response to changing circumstances, demonstrating agility and resourcefulness to overcome obstacles. Furthermore, strategic thinking and decision-making skills are essential for guiding the hospital through complex and dynamic environments. Leaders must have the capacity to evaluate circumstances, predict forthcoming patterns, and make well-informed choices that are consistent with the organization’s goals and principles (Nzinga et al., 2021). By identifying underlying assumptions guiding the evaluation, such as the belief in the importance of effective leadership and the transferability of specific skills, leaders gain insights into their approach and areas for growth. This reflective process allows leaders to refine their leadership style, develop new competencies, and effectively lead their teams toward achieving strategic goals and objectives (Cummings et al., 2020).

Conclusion

In conclusion, St. Mary’s Community Hospital’s strategic goals for EHR training exhibit a robust alignment with its mission and values, considering technology, ethics, culture, regulations, and leadership theories. Through establishing community partnerships and leveraging technology, the hospital aims to enhance patient care while addressing disparities. Leadership qualities like vision and adaptability are crucial for successful implementation and sustainability. Overall, a comprehensive approach integrating these elements ensures the hospital’s strategic endeavors are poised for meaningful impact in navigating complex healthcare challenges.

References

Ahern, S., & Loh, E. (2020). Leadership during the COVID-19 pandemic: Building and sustaining trust in times of uncertainty. BMJ Leader, 5(4). https://doi.org/10.1136/leader-2020-000271 

Akindote, O. J., Adegbite, A. O., Omotosho, A., Anyanwu, A., & Maduka, C. P. (2024). Evaluating the effectiveness of it project management in healthcare digitalization: A review. International Medical Science Research Journal, 4(1), 37–50. https://doi.org/10.51594/imsrj.v4i1.698 

Albahri, A. S., Duhaim, A. M., Fadhel, M. A., Alnoor, A., Baqer, N. S., Alzubaidi, L., Albahri, O. S., Alamoodi, A. H., Bai, J., Salhi, A., Santamaría, J., Ouyang, C., Gupta, A., Gu, Y., & Deveci, M. (2023). A systematic review of trustworthy and explainable artificial intelligence in healthcare: Assessment of quality, bias risk, and data fusion. Information Fusion, 96. https://doi.org/10.1016/j.inffus.2023.03.008 

Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2020). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115. https://doi.org/10.1016/j.ijnurstu.2020.103842 

Goel, S. (2023). Public health leadership “Transformation of dreams to reality.” Indian Journal of Public Health, 67(2), 197–197. https://doi.org/10.4103/ijph.ijph_769_23 

Hussain, M. K., & Khayat, R. A. M. (2021). The impact of transformational leadership on job satisfaction and organisational commitment among hospital staff: A systematic review. Journal of Health Management, 23(4), 097206342110504. https://doi.org/10.1177/09720634211050463 

NURS FPX 6210 Assessment 2 Strategic Planning

Kaplan, B. (2020). Revisiting health information technology ethical, legal, and social issues and evaluation: Telehealth/telemedicine and COVID-19. International Journal of Medical Informatics, 143(1). https://doi.org/10.1016/j.ijmedinf.2020.104239 

Nzinga, J., Boga, M., Kagwanja, N., Waithaka, D., Barasa, E., Tsofa, B., Gilson, L., & Molyneux, S. (2021). An innovative leadership development initiative to support building everyday resilience in health systems. Health Policy and Planning, 36(7), 1023–1035. https://doi.org/10.1093/heapol/czab056 

Renukappa, S., Mudiyia, P., Suresh, S., Abdalla, W., & Subbarao, C. (2022). Evaluation of challenges for adoption of smart healthcare strategies. Smart Health, 26, 100330. https://doi.org/10.1016/j.smhl.2022.100330 

Schouten, B. C., Cox, A., Duran, G., Kerremans, K., Banning, L. K., Lahdidioui, A., Muijsenbergh, M. van den, Schinkel, S., Sungur, H., Suurmond, J., Zendedel, R., & Krystallidou, D. (2020). Mitigating language and cultural barriers in healthcare communication: Toward a holistic approach. Patient Education and Counseling, 103(12). https://doi.org/10.1016/j.pec.2020.05.001 

Siniora, D. (2022). A systems approach in clinical, organizational and professional ethics in healthcare. Electronic Theses and Dissertations. https://dsc.duq.edu/etd/2146/ 

Srivarathan, A., Lund, R., Christensen, U., & Kristiansen, M. (2020). Social relations, community engagement and potentials: A qualitative study exploring resident engagement in a community-based health promotion intervention in a deprived social housing area. International Journal of Environmental Research and Public Health, 17(7), 2341. https://doi.org/10.3390/ijerph17072341 

NURS FPX 6210 Assessment 2 Strategic Planning

Umuhoza, S. M., Musange, S. F., Nyandwi, A., Munyua, A. G., Mumararungu, A., Hitimana, R., Rulisa, A., & Uwaliraye, P. (2022). Strengths and weaknesses of strategic health purchasing for universal health coverage in Rwanda. Health Systems & Reform, 8(2). https://doi.org/10.1080/23288604.2022.2061891 

Yang, B. K., Johantgen, M. E., Trinkoff, A. M., Idzik, S. R., Wince, J., & Tomlinson, C. (2020). State nurse practitioner practice regulations and U.S. health care delivery outcomes: A systematic review. Medical Care Research and Review, 78(3), 1077558719901216. https://doi.org/10.1177/1077558719901216 

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis

Name

Capella University

NURS-FPX 6210 Leadership and Management for Nurse Executives

Prof. Name

Date

Part 1: Appreciative Inquiry Discovery and Dream

Stories Synthesis of Evidence for Excellence in Quality Safety Goals

At St. Mary’s Community Hospital, our unwavering dedication to quality and safety has led to significant success stories that highlight our commitment to providing exceptional patient care. A particularly notable incident occurred during a sudden cardiac arrest, where our emergency response team demonstrated remarkable efficiency. CPR was initiated immediately, and the defibrillator was accessed without delay, resulting in the restoration of the patient’s heart rhythm within minutes. This decisive action, combined with seamless staff coordination and adherence to safety protocols, achieved an impressive 90% survival rate in similar emergencies, reflecting our dedication to patient safety and quality care (Thorén, 2023).

Another significant example within St. Mary’s was when a diligent nurse’s keen observation prevented a potentially dangerous medication error. During routine medication administration, the nurse noticed a dosage discrepancy and promptly consulted both the pharmacist and the prescribing physician. Through collaborative efforts and meticulous attention to detail, the team successfully averted the error, safeguarding the patient’s well-being. This incident highlights our hospital’s commitment to medication safety and error prevention, resulting in a commendable 95% reduction in medication-related adverse events over the past year (Fuchshuber & Greif, 2022).

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis

In addition to these impactful stories, St. Mary’s actively monitors and analyzes data pertaining to patient outcomes, safety incidents, and quality indicators. Our data indicates a 20% improvement in patient outcomes over the last two years, attributable to our continuous efforts to enhance care delivery and patient safety protocols. Moreover, St. Mary’s has received accreditations from prestigious organizations such as the Joint Commission and the National Committee for Quality Assurance (NCQA), affirming our adherence to rigorous quality and safety standards. These accreditations serve as external validation of our commitment to excellence in patient care and safety (Naidoo & Arifi, 2024).

While we celebrate these achievements, St. Mary’s remains focused on ongoing improvement. We conduct detailed root-cause analyses of safety incidents to identify systemic issues and implement targeted enhancements. Gathering feedback from patients and their families is also essential to our continuous improvement efforts, ensuring that their voices are integral to shaping our care delivery practices (Hatlie et al., 2020). Additionally, benchmarking our performance against peer hospitals allows us to identify further areas for advancement. Through collaborative teamwork, data-driven practices, and a steadfast dedication to our mission, St. Mary’s Community Hospital continues to set the standard for quality and safety in patient care.

Proposal for Positive, Attainable Improvement Goals for Quality and Safety

To further enhance quality and safety in our care environment, we propose two attainable improvement goals: the implementation of cultural competency training for all staff members and the enhancement of patient communication strategies. Achieving these goals aims to elevate ethical standards in care while fostering a culturally sensitive environment that respects the diverse needs of our patient population. Cultural competency training will equip our staff with the necessary knowledge and skills to recognize and address the unique cultural backgrounds, values, and preferences of our patients. This approach is expected to lead to more inclusive and respectful care practices, aligning with our commitment to providing ethical care that upholds patient autonomy and dignity. Furthermore, by reducing cultural barriers to care, we anticipate a decrease in health disparities and improved patient outcomes, thereby contributing to a more equitable healthcare system (So & Rodrigues, 2021).

Improving patient communication strategies, such as implementing language interpretation services and offering educational materials in multiple languages, will support our goal of delivering culturally sensitive care. Effective communication is vital for promoting patient understanding, engagement, and satisfaction, ultimately enhancing the safety and quality of care. Additionally, clear and culturally attuned communication fosters trust between patients and providers, strengthening therapeutic relationships and enriching the overall patient experience (Kwame & Petrucka, 2021).

These proposed goals align seamlessly with our care setting’s mission, vision, and values. Our mission statement emphasizes our commitment to providing high-quality, patient-centered care to everyone, regardless of cultural background. Similarly, our vision of cultivating an inclusive healthcare environment resonates with the objectives of cultural competency training and enhanced communication strategies. Furthermore, these goals reflect our core values of integrity, compassion, and diversity by prioritizing respect for patients’ cultural identities and ensuring equitable access to quality care (Varkey, 2021). We assume that investing in staff training and communication strategies will yield tangible improvements in patient outcomes. Additionally, we believe our staff members are willing and capable of participating in training and implementing new communication approaches. Overall, these improvement goals are based on the conviction that enhancing cultural competency and communication will lead to significant advancements in quality and safety, aligning with our care setting’s commitment to excellence and patient-centered care (Horváth & Molnár, 2021).

Part 2: SWOT Analysis

SWOT Analysis for Quality and Safety Goals

Conducting a thorough SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of St. Mary’s Community Hospital, particularly in relation to quality and safety goals, is essential for assessing our current position and outlining a path for improvement. We utilized the Baldrige Excellence Framework, a reputable assessment tool in the healthcare sector, allowing us to evaluate both external opportunities and risks as well as our internal strengths and weaknesses. This SWOT analysis aligns perfectly with our hospital’s mission to deliver exceptional care to our community and resonates with our commitment to quality and safety.

The findings from this analysis reveal areas where we excel and those requiring improvement to achieve our quality and safety goals. Strengthening adherence to safety protocols and enhancing feedback mechanisms are critical steps for improving patient safety. Additionally, embracing opportunities such as community partnerships and telemedicine services will further enhance quality and accessibility. Proactively addressing threats, including regulatory changes and competition, ensures our ongoing commitment to quality and safety (Berry et al., 2020).

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis

Throughout the analysis, conflicting data and perspectives were impartially considered to provide a balanced assessment. Input from diverse stakeholders, including frontline staff, management, patients, and external partners, was sought to accurately capture various viewpoints (Pletcher et al., 2024). The SWOT analysis serves as a valuable tool for St. Mary’s Community Hospital, guiding us in identifying areas for improvement and capitalizing on growth opportunities. By leveraging our strengths, addressing weaknesses, and mitigating threats, we remain committed to excellence in patient care and safety, aligned with our mission of serving our community with compassion and integrity.

Part 3: Comparison of Approaches

In evaluating St. Mary’s Community Hospital, both the Appreciative Inquiry (AI) and SWOT approaches provide distinct perspectives, reflecting unique mindsets, data-gathering methods, and communication styles. Adopting an AI perspective focuses on positivity, growth, and innovation, envisioning optimal outcomes while identifying success stories within the hospital. In contrast, the SWOT perspective takes a more analytical approach, aiming to pinpoint internal weaknesses and external threats alongside strengths and opportunities for improvement. Utilizing the AI approach at St. Mary’s emphasizes collecting narratives and evidence of past successes related to quality and safety goals, including successful patient outcomes and effective interventions (Merriel et al., 2022).

Conversely, the SWOT approach necessitates gathering quantitative and qualitative data on internal strengths, weaknesses, external opportunities, and threats. This process involves analyzing metrics, patient feedback, and stakeholder perspectives to identify areas for improvement (Saragih et al., 2022). Both approaches require effective communication and interaction among colleagues, albeit with differing emphases. Within the AI framework, communication at St. Mary’s emphasizes fostering open dialogue, collaboration, and creativity to envision a positive future, encouraging colleagues to share success stories and ideas for improvement in a supportive environment (Graas & Gobbens, 2023).

In contrast, interactions within a SWOT framework may involve more structured discussions focused on data analysis, identifying challenges, and developing strategic plans (Benzaghta et al., 2021). While both approaches involve recognizing assumptions and biases, AI encourages reframing assumptions to focus on strengths and opportunities, while SWOT prompts reflection on weaknesses and threats. Integrating elements of both AI and SWOT approaches at St. Mary’s Community Hospital can provide a comprehensive understanding of organizational dynamics and facilitate strategies for achieving quality and safety goals. By leveraging the strengths of each approach, the hospital can foster a culture of continuous improvement and innovation while proactively addressing challenges.

Part 4: Analysis of Relevant Leadership Characteristics and Skills

Both the AI and SWOT approaches provide unique but complementary insights into the leadership traits and skills essential for spearheading potential performance improvement projects at St. Mary’s Community Hospital. For AI-based initiatives, leaders must embody visionary qualities that inspire positivity and collaboration. Visionary leaders articulate a compelling project direction, fostering enthusiasm and innovation among team members. Maintaining a positive outlook is crucial for boosting morale and cultivating an environment conducive to creative problem-solving. Collaboration skills are also vital for building strong relationships and leveraging the collective expertise of the team to identify opportunities and envision a brighter future (Abell, 2020).

Conversely, projects based on the SWOT analysis require leaders with analytical skills, critical thinking abilities, and strategic planning acumen. Leaders must effectively interpret data while employing critical thinking to evaluate internal strengths and weaknesses, as well as external opportunities and threats objectively. The ability to plan strategically is crucial for developing actionable plans

Conclusion

In conclusion, it effectively synthesizes stories and evidence, proposing attainable improvement goals aligned with quality and safety objectives. Through a comprehensive SWOT analysis, key findings are identified, and areas for improvement are proposed, consistent with the care setting’s mission and values. The comparison of AI and SWOT approaches highlights nuanced insights, while an analysis of leadership characteristics underscores their role in facilitating successful improvement projects. Overall, it demonstrates a thorough understanding of organizational dynamics and presents actionable strategies for enhancing quality and safety outcomes.

References

Abell, K. J. N. (2020). American Nurse: The official Journal of the American Nurses Association (ANA). American Nurse. https://www.myamericannurse.com/appreciative-inquiry-building-teamwork-and-leadership/

Benzaghta, M. A., Elwalda, A., Mousa, M., Erkan, I., & Rahman, M. (2021). SWOT analysis applications: An integrative literature review. Journal of Global Business Insights, 6(1), 54–72. https://doi.org/10.5038/2640-6489.6.1.1148

Berry, J. C., Davis, J. T., Bartman, T., Hafer, C. C., Lieb, L. M., Khan, N., & Brilli, R. J. (2020). Improved safety culture and teamwork climate are associated with decreases in patient harm and hospital mortality across a hospital system. Journal of Patient Safety, 16(2), 1. https://doi.org/10.1097/pts.0000000000000251

Burgener, A. M. (2020). Enhancing communication to improve patient safety and to increase patient satisfaction. The Health Care Manager, 39(3), 128–132. https://doi.org/10.1097/hcm.0000000000000298

Fuchshuber, P., & Greif, W. (2022). Creating effective communication and teamwork for patient safety. The SAGES Manual of Quality, Outcomes and Patient Safety, 443–460. https://doi.org/10.1007/978-3-030-94610-4_23

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis

Graas, R. V., & Gobbens, R. J. (2023). Learning and developing together for improving the quality of care in a nursing home, is appreciative inquiry the key? Healthcare (Basel, Switzerland), 11(13), 1840. https://doi.org/10.3390/healthcare11131840

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis Hatlie, M. J., Nahum, A., Leonard, R., Jones, L., Nahum, V., Krevat, S. A., Mayer, D. B., & Smith, K. M. (2020). Lessons learned from a systems approach to engaging patients and families in patient safety transformation. The Joint Commission Journal on Quality and Patient Safety, 46(3), 158–166. https://doi.org/10.1016/j.jcjq.2019.12.001

Horváth, Á., & Molnár, P. (2021). A review of patient safety communication in multicultural and multilingual healthcare settings with special attention to the U.S. and Canada. Developments in Health Sciences, 4(3). https://doi.org/10.1556/2066.2021.00041

Kwame, A., & Petrucka, P. M. (2021). A literature-based study of patient-centered care and communication in nurse-patient interactions: Barriers, facilitators, and the way forward. BMC Nursing, 20(158), 1–10. https://doi.org/10.1186/s12912-021-00684-2

Merriel, A., Wilson, A., Decker, E., Hussein, J., Larkin, M., Barnard, K., O’Dair, M., Costello, A., Malata, A., & Coomarasamy, A. (2022). Systematic review and narrative synthesis of the impact of appreciative inquiry in healthcare. BMJ Open Quality, 11(2), e001911. https://doi.org/10.1136/bmjoq-2022-001911

Naidoo, M., & Arifi, M. (2024). Disseminating best practice equity innovations in health care: A synopsis of study groups with health care executives. M-RCBG Associate Working Paper Series. https://nrs.harvard.edu/URN-3:HUL.INSTREPOS:37377595

Nugraheni, R., & Kirana, G. R. (2021). SWOT Analysis of hospital health services in DKT TK IV hospital Kediri 2019. STRADA Jurnal Ilmiah Kesehatan, 10(1), 756–764. https://doi.org/10.30994/sjik.v10i1.550

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis

Ofei, A. M. A., Barnes, T., & Paarima, Y. (2022). Strategic leadership in nursing. In www.intechopen.com. IntechOpen. https://www.intechopen.com/chapters/82308

NURS FPX 6210 Assessment 1 Care Setting Environmental Analysis Olatoye, N. F. O., Elufioye, N. O. A., Okoye, C., Nwankwo, E., & Olakunle, J. (2024). Leadership styles and their impact on healthcare management effectiveness: A review. International Journal of Science and Research Archive, 11(1), 2022–2032. https://doi.org/10.30574/ijsra.2024.11.1.0271

Pletcher, A., Woodward, K., Hoge, N., Blair-Stahn, N., Lindstedt, P., Gohari, Z., Flaxman, A., & Iribarren, S. (2024). Interprofessional care team, staffing, and setting characteristics that impact patient outcomes: A review of reviews. MedRxiv (Cold Spring Harbor Laboratory). https://doi.org/10.1101/2024.01.04.24300868

Saragih, J. F. H., Nugraheni, S. A., & Adi, M. S. (2022). Benefits of using SWOT analysis and balanced scorecard for the development of the quality of health services : Narrative review. Jurnal Aisyah : Jurnal Ilmu Kesehatan, 7(S1), 263–272. https://doi.org/10.30604/jika.v7iS1.1076

So, N., & Rodrigues, M. (2021). Cultural competency. Springer EBooks, 115–134. https://doi.org/10.1007/978-3-030-68992-6_6

Thorén, A. (2023). Prediction and monitoring of in-hospital cardiac arrest. In openarchive.ki.se. Inst för medicin, Solna / Dept of Medicine, Solna. https://openarchive.ki.se/xmlui/handle/10616/48825

Varkey, B. (2020). Principles of clinical ethics and their application to practice. Medical Principles and Practice, 30(1), 17–28. https://doi.org/10.1159/000509119