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 central to modern nursing practice. A strong safety culture minimizes medical errors, ensures adherence to best practice standards, and promotes patient trust in healthcare services. Quality improvement initiatives—such as adopting standardized protocols, leveraging electronic health records for real-time monitoring, and engaging in continuous staff training—enhance patient safety and overall health outcomes. For nurses, these initiatives improve critical thinking, foster accountability, and strengthen advocacy roles. Prioritizing safety and quality not only supports organizational goals but also cultivates a therapeutic nurse-patient relationship that leads to greater satisfaction and improved health indicators.
2. Examine elements of the organizational needs assessment (PCs 1, 3, 4; POs 3, 5, 7; CO 2)
An organizational needs assessment plays a vital role in evaluating performance gaps, resource limitations, and workflow inefficiencies. This process allows healthcare leaders to identify areas requiring strategic intervention by analyzing both internal structures and external influences. A comprehensive assessment examines patient outcomes, staff readiness, financial resources, and regulatory compliance. For nurses, active participation in needs assessments enhances professional development by aligning clinical practice with institutional priorities. Ultimately, a well-executed needs assessment provides a roadmap for sustainable quality improvement and evidence-based 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)
Stakeholder collaboration is critical to implementing successful and lasting practice changes. Early stakeholder engagement encourages transparency, builds trust, and enhances buy-in, which reduces resistance to change. Effective strategies include fostering open communication, involving stakeholders in shared decision-making, and aligning proposed initiatives with organizational goals. Nurses serve as key facilitators by advocating for patient-centered approaches, leading interprofessional collaboration, and bridging the gap between leadership and frontline care teams. When stakeholders are engaged meaningfully, practice changes are more sustainable and directly benefit patient care outcomes.
Main Concepts
| Concept | Description | Related PCs, POs, and COs |
|---|---|---|
| Continuous organizational improvement and high reliability | Emphasizes creating systems that are standardized, resilient, and adaptable to ensure consistent advancements in safety and quality of care. | PCs 5, 8; POs 2, 4, 9; CO 1 |
| Organizational needs assessment | A structured evaluation of organizational strengths, weaknesses, opportunities, and threats (SWOT), guiding leaders toward evidence-based interventions in healthcare delivery. | PCs 1, 3, 4; POs 3, 5, 7; CO 2 |
| Stakeholder identification, analysis, and management | Involves recognizing key individuals and groups, assessing their level of influence and interest, and applying strategies to engage them in change projects effectively. | PCs 1, 3, 4, 5, 8; POs 2, 3, 4, 5, 7, 9; COs 1, 3 |
Required Articles
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
NR 711 Week 1 Fiscal Analysis
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
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
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