NR703 Week 7 Leading & Managing High-Value Healthcare Discussion

NR703 Week 7 Leading & Managing High-Value Healthcare Discussion

NR703 Week 7 Leading & Managing High-Value Healthcare Discussion

Purpose

The purpose of this discussion is to identify a practice problem and examine the material and human resources needed to support a fiscally responsible practice change solution to address the practice problem.

Instructions

For this discussion, review the lesson for this week and identify a practice problem. Using the practice problem, address the following:

1. Investigate the material and human resources needed to support a fiscally responsible practice change solution to address the practice problem.
2. Analyze the role of the advanced practice nurse in addressing the solution.
3. Propose strategies for project leadership.

Construct your responses using the CARE Plan method.

Please click on the following link to review the DNP Discussion Guidelines on the Student Resource Center program page:

• Link (webpage): DNP Discussion Guidelines.

Also Read:

Professional DNP Leadership Capacity Assignment NR703 Week 7

Program Competencies

This discussion enables the student to meet the following program competences:

2. Applies organizational and system leadership skills to affect systemic changes in corporate culture and to promote continuous improvement in clinical outcomes. (PO 6)
3. Appraises current information systems and technologies to improve health care. (POs 6, 7)
4. Creates a supportive organizational culture for flourishing collaborative teams to facilitate clinical disease prevention and promote population health at all system levels. (PO 8)

Course Outcomes

This discussion enables the student to meet the following course outcomes:

2. Investigate the role of advanced nursing practice in innovation and transformation to propose solutions impacting healthcare systems. (PCs 2, 4; PO 6)
3. Differentiate attributes of effective leaders and followers in influencing healthcare. (PCs 2, 4; PO 6)
4. Assimilate attributes for interprofessional collaboration across healthcare settings. (PC 6; PO 8)
5. Formulate selected strategies for leadership and influence across healthcare systems. (PC 6; PO 8)

Due Dates

• Initial Post: By 11:59 p.m. MT on Wednesday
• Follow-Up Posts: By 11:59 p.m. MT on Sunday

NR703 Week 7: Leading Healthcare’s Management Priorities Student Lesson Plan

Overview

• Program Competencies

• Course Outcomes
• Weekly Objectives
• Main Concepts

2. Applies organizational and system leadership skills to affect systemic changes in corporate culture and to promote continuous improvement in clinical outcomes. (PO 6)
3. Appraises current information systems and technologies to improve health care. (POs 6, 7)
4. Creates a supportive organizational culture for flourishing collaborative teams to facilitate clinical disease prevention and promote population health at all system levels. (PO 8)

Schedule

Section	Read/Review/Complete	Course Outcomes	Due
Prepare	Assigned Readings	COs 1, 2, 3, 4, 5	Wednesday
Explore	Lesson	COs 1, 2, 3, 4, 5	Wednesday
Translate to Practice	Discussion: Initial Post	COs 2, 3, 4, 5	Wednesday
Translate to Practice	Discussion: Follow-Up Posts	COs 2, 3, 4, 5	Sunday
Translate to Practice	Assignment	COs 1, 2, 3, 4, 5	Sunday
Reflect	Reflection	COs 1, 2, 3, 4, 5	No submission

Foundations for Learning

Start your learning this week by reviewing the following:

American Physical Therapy Association. (2018, February 22). Understanding the value of “value-based care” [Video]. YouTube. https://youtu.be/en0Iw9bDo_Q

Student Learning Resources

Click on the following tabs to view the resources for this week.

• Required Textbooks

• Required Articles
• Additional Resources

Broome, M. E., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.

• Read Chapter 9

White, K., Dudley-Brown, S., & Terhaar, M. (2021). Translation of evidence into nursing and healthcare (3rd ed.). Springer Publishing Company.

• Read Chapter 11

Learning Success Strategies

• Reflect on previous discussions from NR715 and NR716 about the Global Burden of Disease (GBD), including pandemic responses, and consider how you, as a DNP-prepared nurse, will manage the problem in a practice setting.
• Develop your ideas and thoughts through the interactive discussion. Review the discussion guidelines and rubric to optimize your performance.
• You have access to a variety of resources to support your success. Click on the DNP Resources tab on the home page to access program and project resources.
• Your course faculty is here to support your learning journey. Reach out for guidance with study strategies, time management, and course-related questions.

Interacting with Feedback

Each week your course faculty will provide feedback in the rubric and on any assignment you have submitted. Take a moment to review the following video on how to view rubric feedback in Canvas:

• Link (video): Looking at FeedbackLinks to an external site.(2:26)

Review the following video on how to accept/reject track changes when viewing course faculty feedback on your assignment:

• Link (video): Word: Track Changes and Comments(4:19)

NR703 Week 7 Lesson – Leading & Managing High-Value Healthcare Management Priorities

Leadership’s Role in Materials Resource Management Across Systems

Planning strategically and operationally to address the disease conditions identified as the eight National Practice Problems and how they impact a healthcare organization requires sound fiscal and human resources management. Leading from the future includes strategically preparing to care for those who will need specialized services.

Consider how you, as a leader in a practice setting, might prepare to manage the resources required to address a hospital service line for one of the eight National Practice Problems causing increased mortality and morbidity in the setting. In the United States, illnesses such as ischemic heart disease, chronic obstructive pulmonary disease, colorectal cancer, and lung and breast cancer are all common practice problems.

The magnitude of any one of these conditions can be intimidating for a leader charged with its intervention and management at the practice level. In your practice setting, a number of key leadership questions must be answered.

• What should the strategic plan for this disease or condition include?
• Which intervention(s) should be applied?
• Who are the key stakeholders?
• What and who are the needed resources?
• How should I approach this challenge as a transformational leader?

Human and Materials Resource Management

It is important that DNP-prepared nurses understand the human capital required to apply an intervention in a practice change project. As we have determined in Week 2, it is first critical to identify the project’s stakeholders and discover the practice gaps through a needs assessment. Stakeholders will include not only the affected population who are treated at the practice site but also those key individuals who bring the expertise to treat, manage, finance, and support the project (Dang & Dearholt, 2018).

Responsible materials management requires you as a practice leader to ask questions about equipment, support services, supplies, and the necessary infrastructure to manage these assets. This may include interprofessional collaboration with key stakeholders from many different organizational departments, including materials management, finance, and maintenance. Clinical departments and human resources may also partner with you to determine the material requirements for clinical pathways and the additional expertise you may need to plan for disease management intervention.

Both human and materials resource management will require leadership strengths and management skills to orchestrate a successful interprofessional partnership. Leveraging the strengths and skillsets of professional experts in managing a service line becomes essential in today’s healthcare infrastructure.

Strategic Planning for Effective Leadership

Having an awareness of the Global Burden of Disease (GBD) environment, many healthcare organizations re-invent themselves to specialize in specific disease areas for healthcare delivery, such as cardiovascular or cancer treatment. Planning for those specialty clinicians, equipment, and required licenses involves strategic planning that often looks ahead five years or further.

Similar strategic planning may be required at a more granular or division-level scale. One approach for strategic planning involves the forward-looking creativity and flexibility of quantum leadership (Porter-O’Grady & Malloch, 2018), which focuses on future trends that engage innovative strategies to achieve potential future outcomes. Reflect on a specific GBD condition that may require you to take a quantum leap into the future to examine the resources that might be needed for an initiative in a practice setting.

Financial Fidelity in Leadership

The DNP-prepared nurse as a financial steward may be responsible for the budget. The DNP-prepared nurse often makes hard decisions about budgets that may affect personnel or patients. Effective managing of resources can be learned. With practice, you can learn to be proficient in resource allocation, even when managing resources to address a pandemic response or the burden of disease associated with the nation’s top causes of morbidity and mortality. Leaders have an ethical obligation to balance the health of the community and its resources.

Balancing costs and improving quality do not have to be mutually exclusive. Spending more may not in itself improve quality or enhance safety. Being financially responsible in a value-driven market implies that the leader makes informed decisions that will improve patient outcomes and maintain a financially viable operation.

One of the best assets most organizations have to assist nurse leaders in financial management is an accounting or finance support department. It is the DNP-prepared leader’s responsibility to leverage those assets to manage the financial environment. On any level, managing the GBD necessitates respect for and creativity about limited resources in a frugal healthcare economy.

Evaluating Performance at the Micro, Meso, and Macrosystems Levels

Evaluating the effectiveness of management methods, healthcare interventions, human performance, or practice change projects at any healthcare delivery level requires measurements to ensure that what you expect is what you inspect. Strategic plans are measured by operational outcomes to measure their effectiveness and determine if the strategic plan requires modification or reframing.

Budgets and financial plans are measured by quarterly financial analyses to determine if they are on track, over budget, or under budget. Effective human resource and materials management are assessed against projected benchmarks and prior-year comparisons, among other indices.

Practice change projects are usually measured by quantitative analysis, using methodologies adopted from research designs. While qualitative analysis is becoming more widespread, the most common measurements are quantitative methods, such a descriptive, pre-post measurement, and cohort comparison designs, all calculated for statistical significance.

One important consideration for project planning is to ensure that your measurement design is planned in advance for the type of intervention you are undertaking and that the statistical model is determined before the project is initiated and the data is collected.

Evaluating all performance outcomes, from materials management implementation to a practice change project, requires rigorous pre-planning and serious consideration by the leader. Without reliable measurements, performance cannot be assessed or improved.

Global, National, State, and Local Influence on Leadership Initiatives

Leading from the future as a caring DNP-prepared nurse implies that you have an awareness that all you do is connected to the whole. In a globalized world, this realization takes on even more significance. Traditional boundaries are changing, if not disappearing altogether. Even political divides and social borders take on new meaning for the responsibility of leaders in healthcare.

Quantum leadership theory (Porter-O’Grady & Malloch, 2018) and quantum caring leadership (Watson et al., 2018) have practical implications for you as you consider a practice change project. Inclusivity, leveraging, collaborating interprofessionally, and big-picture planning help to tie a specific practice problem and intervention to the greater initiative of a system. Likewise, using all the resources that the system has to offer a specific initiative promotes its successful implementation and continued sustainment. This is all connected.

Healthcare is not performed in a social vacuum but rather in a social environment. The political climate, social issues, and economic conditions at all levels of society affect decision-making, especially considering the ubiquitous GBD. Today’s nurses are learning from each other in different countries. The way nurses practice globally is changing through the influence of international nursing organizations, journals, and nursing education. DNP-prepared nurses must be cognizant of the world around them as they address the GBD on the micro, meso, and macrosystems levels.

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NR703 Week 7 References

Dang, D., & Dearholt, S. (2018). Johns Hopkins nursing evidence-based practice: Model and guidelines. Sigma Theta Tau International.

Porter-O’Grady, T., & Malloch, K. (2018). Quantum leadership: Creating sustainable value in healthcare (5th ed.). Jones & Bartlett Learning.

Watson, J., Porter-O’Grady, T., Horton-Deutsch, S., & Malloch, K. (2018). Quantum caring leadership: Integrating quantum leadership with caring science. Nursing Science Quarterly, 31(3), 253-258. https://doi.org/10.1177/0894318418774893