Name
Chamberlain University
NR-711: Fiscal Analysis & Project Management
Prof. Name
Date
The connection between safety, quality of care, and patient outcomes is fundamental in nursing practice. A culture of safety reduces the likelihood of medical errors, ensures compliance with evidence-based guidelines, and enhances patient trust. When quality initiatives—such as standardized care protocols and continuous monitoring—are implemented, they improve efficiency, reduce complications, and foster better health outcomes. For nurses, this translates into improved decision-making, accountability, and stronger advocacy for patient needs. Ultimately, prioritizing safety and quality not only supports organizational excellence but also strengthens the nurse-patient relationship.
An organizational needs assessment is essential for identifying gaps in performance, resources, and processes. It helps healthcare leaders understand current practices, workforce readiness, and areas requiring improvement. By analyzing internal and external factors, organizations can align goals with patient-centered outcomes. For nurses, participating in needs assessments fosters professional growth and ensures that change initiatives are grounded in realistic, evidence-based priorities.
Collaboration with stakeholders is crucial for sustainable practice change. Engaging stakeholders early builds trust, increases buy-in, and minimizes resistance to change. Strategies such as transparent communication, shared decision-making, and aligning goals with organizational priorities can strengthen collaboration. Nurses play an integral role by advocating for patient-centered care, serving as change agents, and bridging the gap between leadership and frontline staff.
| Concept | Description | Related PCs, POs, and COs |
|---|---|---|
| Continuous organizational improvement and high reliability | Focuses on building systems that are resilient, standardized, and consistent to ensure ongoing improvements in safety and quality of care. | PCs 5, 8; POs 2, 4, 9; CO 1 |
| Organizational needs assessment | A systematic evaluation of strengths, weaknesses, opportunities, and threats that influence healthcare delivery, guiding targeted interventions. | PCs 1, 3, 4; POs 3, 5, 7; CO 2 |
| Stakeholder identification, analysis, and management | Involves recognizing key individuals and groups, evaluating their influence and interest, and developing strategies to engage them in practice change. | PCs 1, 3, 4, 5, 8; POs 2, 3, 4, 5, 7, 9; COs 1, 3 |
The following scholarly articles provide evidence-based insights on organizational readiness, quality improvement, and stakeholder engagement:
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
For further understanding of the weekly topics, the following resources provide models and case studies on quality improvement, stakeholder engagement, and evidence-based practice:
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
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
