NR 711 Week 1 Fiscal Analysis

NR 711 Week 1 Fiscal Analysis

Student Name

Chamberlain University

NR-711: Fiscal Analysis & Project Management

Prof. Name

Date

Weekly Objectives

1. Evaluate how safety and quality of care can influence nursing practice and patient outcomes (PCs 5, 8; POs 2, 4, 9; CO 1)

The relationship between safety, quality of care, and patient outcomes is a cornerstone of nursing practice. A strong culture of safety minimizes the risk of medical errors, encourages adherence to evidence-based practices, and fosters patient trust. When healthcare organizations adopt quality improvement initiatives—such as standardized care pathways, continuous monitoring, and feedback mechanisms—they enhance overall efficiency and reduce complications.

For nurses, prioritizing safety and quality leads to improved decision-making, heightened accountability, and stronger advocacy for patient needs. Ultimately, the emphasis on safety and quality strengthens the nurse-patient relationship and supports both individual and organizational excellence in healthcare delivery.

2. Examine elements of the organizational needs assessment (PCs 1, 3, 4; POs 3, 5, 7; CO 2)

An organizational needs assessment serves as a systematic approach to identifying performance gaps, resource deficiencies, and process inefficiencies. It provides healthcare leaders with critical insights into existing practices, workforce competencies, and areas requiring enhancement. By assessing internal strengths and external challenges, organizations can align strategic objectives with patient-centered outcomes.

For nurses, engaging in needs assessments promotes professional development, enhances analytical thinking, and ensures that quality improvement initiatives are grounded in evidence-based priorities. This process supports data-driven decision-making and guides effective organizational change.

3. Apply effective strategies to collaborate with stakeholders for a successful practice change project (PCs 5, 8; POs 2, 4, 9; COs 1, 3)

Collaboration among stakeholders is essential for the success of any practice change project. Early engagement fosters trust, promotes mutual understanding, and reduces resistance to change. Effective strategies include transparent communication, shared decision-making, and goal alignment with organizational priorities.

Nurses play a pivotal role in facilitating collaboration by advocating for patient-centered approaches, acting as change agents, and serving as liaisons between leadership and frontline staff. Through these efforts, nurses help ensure that practice changes are not only implemented effectively but also sustained over time.

Main Concepts

Required Articles

The following scholarly articles provide evidence-based insights into organizational readiness, performance improvement, and stakeholder collaboration in nursing practice:

Chavarkar, M. G., Hultgren, M., & Lommel, L. (2021). Revising an organizational readiness tool for Doctor of Nursing Practice projects. Nurse Educator, 46(3), 170–173. https://doi.org/10.1097/NNE.0000000000000896

Dawson, A. (2019). A practical guide to performance improvement: Implementation of systematic methodologies. AORN Journal, 110(1), 40–48. https://doi.org/10.1002/aorn.12723

Melander, S., Hampton, D., Garritano, N., Makowski, A., Hardin-Pierce, M., Scott, L., Tovar, E., & Biddle, M. (2021). Strengthening the impact of Doctor of Nursing Practice projects in education and clinical practice. The Nurse Practitioner, 46(8), 33–38. https://doi.org/10.1097/01.NPR.0000751804.78165.5a

Zavaleta, K. W., & Clements, C. M. (2019). Addressing safe opioid prescribing: A structured framework for organizational needs assessment. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 3(2), 246–247. https://doi.org/10.1016/j.mayocpiqo.2019.03.005

Binder, C., Torres, R. E., & Elwell, D. (2021). Use of the Donabedian model as a framework for COVID-19 response at a hospital in suburban Westchester County, New York: A facility-level case report. Journal of Emergency Nursing, 47(2), 239–255. https://doi.org/10.1016/j.jen.2020.10.008

Ingram, M. E., Studer, A., Schechter, J., Martin, S. A., Patel, M., Roben, E., Burjek, N. E., Birmingham, P. K., & Raval, M. V. (2021). Implementing PDSA methodology for pediatric appendicitis increases care value for a tertiary children’s hospital. Pediatric Quality & Safety, 6(4), e442. https://doi.org/10.1097/pq9.0000000000000442

NR 711 Week 1 Fiscal Analysis

Jeffs, L., Merkley, J., Sinno, M., Thomson, N., Peladeau, N., & Richardson, S. (2019). Engaging stakeholders to co-design an academic practice strategic plan in an integrated health system: The key roles of the nurse executive and planning team. Nursing Administration Quarterly, 43(2), 186–192. https://doi.org/10.1097/naq.0000000000000340

Jordan, Z., Lockwood, C., Munn, Z., & Aromataris, E. (2019). The updated Joanna Briggs Institute model of evidence-based healthcare. International Journal of Evidence-Based Healthcare, 17(1), 58–71. https://doi.org/10.1097/XEB.0000000000000155

Storey, S., Wagnes, L., Lamothe, J., Pittman, J., Cohee, A., & Newhouse, R. (2019). Building evidence-based nursing practice capacity in a large statewide health system. The Journal of Nursing Administration, 49(4), 208–214. https://doi.org/10.1097/nna.000000000000073