Category: MSN

NHS FPX 6008 Assessment 3 Business Case for Change Name Capella university NHS-FPX 6008 Economics and Decision Making in Health Care Prof. Name Date Business Case for Change Homelessness at St. Joseph’s Hospital and Medical Center presents a significant healthcare economic issue, deeply affecting patient care, staff well-being, and organizational finances. The persistent challenges of managing chronic conditions among homeless patients increase operational costs and strain resources, contributing to staff burnout and reduced community access. This assessment explores the economic impact, feasibility, and cost-benefit of targeted interventions, emphasizing culturally sensitive and ethical solutions to improve patient outcomes and foster a sustainable healthcare model. Addressing this issue is critical for enhancing healthcare delivery and ensuring equity within the community. Problem and the Impact of Healthcare Economic Issues Homelessness at St. Joseph’s Hospital and Medical Center is a pressing healthcare economic issue impacting me, my colleagues, our organization, and the broader community. Immediate attention is needed to address its effects. Every day, my colleagues and I provide care to individuals experiencing homelessness, often facing complex medical conditions worsened by unstable housing. The lack of stable housing complicates our efforts to manage chronic conditions, follow up on treatment plans, and ensure medication adherence. These challenges extend beyond medical treatment as we navigate social determinants of health, leading to increased workloads and stress (Robinson et al., 2022). This situation is not just frustrating; it’s exhausting, contributing to burnout among many of us.  For our organization, the impact is equally significant. The emergency department, where homeless individuals often seek care, is overwhelmed. This overutilization leads to overcrowding and skyrocketing operational costs, threatening the financial health of our hospital.  Studies show that the mean cost increases for hospital admissions among homeless individuals can range from $6,990 for non-psychiatric cases to $7,012 for mental health cases (Wiens et al., 2021). These costs are unsustainable and divert resources from critical areas of care, affecting both those we serve and our colleagues. Physicians often feel frustrated, providing temporary fixes rather than long-term solutions, impacting their morale and professional satisfaction. NHS FPX 6008 Assessment 3 Business Case for Change The community we serve is also affected, as increased emergency service use by homeless individuals leads to wait times longer, reducing access for others. Studies show undomiciled patients experience longer emergency department wait times, averaging 53.4 minutes versus 38.9 minutes for domiciled patients (Ayala et al., 2021). This burdens the community and perpetuates a cycle of poverty and poor health outcomes across the population. This issue resonates deeply with me as a healthcare professional. I feel stuck in a system that fails to address the root causes of our problems. Current healthcare models are not designed to meet the unique needs of people experiencing homelessness, often failing to integrate responses to specific barriers like unstable housing (Carmichael et al., 2023). This disconnect exacerbates health disparities and places an unsustainable burden on our healthcare system.  As we look toward the future, it’s clear that we must develop specialized, adaptable healthcare models that address these unique needs. Doing so will not only improve the health outcomes of this vulnerable population but will also reduce the economic burden on our hospitals and healthcare professionals. Imagine a system where we’re not just putting out fires in the emergency room but are instead providing comprehensive, preventive care that keeps people healthier and reduces the need for emergency services. Research suggests that shifting from emergency to preventive care models could save up to 30% in costs (Vohra et al., 2022), freeing up resources to invest in other critical areas. Considering Feasibility and Cost-Benefit Analysis Addressing homelessness at St. Joseph’s Hospital and Medical Center is both feasible and economically advantageous. As the number of homeless individuals seeking emergency care increases, the hospital faces significant financial and operational pressures. Investing in targeted interventions such as preventive care and specialized outreach programs for homelessness can mitigate these pressures, leading to substantial cost savings and improved patient outcomes. Implementing preventive care for the homeless population offers notable cost benefits. Research indicates that preventive care is significantly more cost-effective than emergency services. For example, emergency department visits average $1,500, while preventive care costs about $500 per patient annually (Wiens et al., 2021). By transitioning 20% of emergency visits to preventive care, the hospital could save approximately $3 million annually, demonstrating a clear financial advantage. Additionally, improving resource utilization through specialized care teams and outreach programs can reduce overcrowding and operational costs. Overcrowding increases costs by 15% due to additional staffing and longer wait times (Ayala et al., 2021). Targeted interventions can alleviate these issues, potentially saving $2 million annually. NHS FPX 6008 Assessment 3 Business Case for Change Addressing homelessness effectively can enhance community relations and attract additional funding. Hospitals engaged in community health initiatives can secure up to 25% more in grants and donations. By successfully managing homelessness, St. Joseph’s Hospital could potentially increase its funding by $500,000 annually, bolstering its financial position and enabling further improvements in patient care. To mitigate financial risks, the hospital should diversify its funding sources. This involves seeking grants, forming partnerships with local nonprofits, and pursuing community donations, which can reduce dependence on a single revenue stream and enhance financial stability (Sykes & Ontario, 2022). Evidence suggests that hospitals with diversified funding experience 20% less financial volatility compared to those relying on traditional sources (Carmichael et al., 2023). Additionally, implementing cost-effective programs such as telehealth services and mobile clinics can lower operational costs while extending care to the homeless population. Telehealth services, for example, reduce healthcare costs by up to 15% while improving access to care (Gutwinski et al., 2021). Lastly, enhancing care coordination through electronic health records (EHRs) and integrated care teams for homelessness can streamline processes and reduce unnecessary expenditures. Effective care coordination can decrease healthcare costs by up to 10% and improve overall efficiency (Klamen et al., 2024). Addressing homelessness through targeted interventions is both feasible and economically beneficial for St. Joseph’s Hospital, leading to significant cost savings and enhanced community

NHS FPX 6008 Assessment 2 Needs Analysis for Change Name Capella university NHS-FPX 6008 Economics and Decision Making in Health Care Prof. Name Date Summary of the Economic Issues of Nursing Staff Shortages The economic issue of nursing staff shortages significantly affects various facets of work, organization, colleagues, and the community. As a nursing student, I directly witness the consequences of staff shortages, including increased workloads, longer shifts, heightened stress levels, and challenges in providing comprehensive patient care. This results in fatigue and potential compromise in patient care quality, contributing to frustration and burnout among nursing staff, affecting their overall well-being and job satisfaction (Tamata & Mohammadnezhad, 2022). Nursing staff shortages also affect organizational operations by increasing turnover rates and recruitment difficulties, resulting in financial strain and potential penalties for non-compliance with staffing regulations. The impact extends to colleagues who experience higher workloads, burnout, and dissatisfaction, leading to decreased morale and potential compromises in patient care (Winter et al., 2020). In turn, the shortage affects the community, particularly in rural and underserved areas, by limiting access to timely healthcare services, exacerbating existing health inequities, and impeding efforts to improve community health (Shamsi & Peyravi, 2020). NHS FPX 6008 Assessment 2 Needs Analysis for Change Personal experiences, professional insights, and a commitment to equitable healthcare drive the rationale for pursuing this issue. Clinical observations, conversations with colleagues, and mentor discussions underscore the urgency of addressing staffing challenges. Ensuring every patient receives safe and high-quality care reinforces the importance of tackling these issues. One crucial gap contributing to nursing staff shortages is the mismatch between healthcare workforce demand and supply. Variability in daily staffing levels and nurse burnout exacerbate the issue. Addressing this gap requires investment in workforce development, training, and retention strategies tailored to meet evolving healthcare needs and demographics (Wyk & Nankoo, 2023). Analyzing the effects of financial and economic factors, nursing staff shortages lead to increased operational costs for healthcare organizations due to recruitment and retention challenges. Failure to comply with staffing regulations may result in financial penalties. Despite the economic or financial risks, investment in workforce development and retention strategies yields long-term benefits regarding improved patient outcomes and organizational efficiency. Thus, addressing nursing staff shortages is crucial for enhancing patient care, organizational sustainability, and community health (Winter et al., 2020). Diversity Disparities or Socioeconomic  The economic issue of nursing staff shortages exacerbates existing socioeconomic and diversity disparities, impacting vulnerable populations such as those in rural and underserved areas and minority communities. Due to staffing challenges, research indicates that rural hospitals and clinics need help recruiting and retaining nursing professionals. This shortage disproportionately affects rural and underserved populations, limiting their access to quality healthcare services (Hines et al., 2020). Minority communities, including African American, Hispanic, and Indigenous populations, are disproportionately affected by healthcare disparities. Minority nurses represent only a tiny percentage of the nursing workforce, exacerbating disparities in health outcomes and access to care for minority patients. The underrepresentation of minority nurses contributes to cultural and linguistic barriers that hinder effective care delivery, further widening disparities (Fowler, 2020). NHS FPX 6008 Assessment 2 Needs Analysis for Change Healthcare organizations must implement ethical and culturally equitable solutions to address these disparities. This could involve targeted recruitment efforts to attract nurses from diverse backgrounds to work in underserved areas. Implementing cultural competency training programs for healthcare providers has improved patient satisfaction and outcomes among minority populations. Additionally, offering financial incentives such as loan repayment programs or scholarships for nursing students from underrepresented communities can help address workforce shortages while promoting diversity in nursing (Esu et al., 2021). Moreover, organizations should prioritize community engagement and collaboration to tailor healthcare services to the unique needs of underserved populations. For example, community health worker programs have effectively improved healthcare access and outcomes among minority populations (Patel et al., 2024). By implementing these strategies, healthcare organizations can work towards mitigating socioeconomic and diversity disparities exacerbated by nursing staff shortages. Evidence-Based Sources Nursing Staff Shortages Addressing nursing staff shortages in healthcare settings is imperative due to its profound impact on patient care quality and safety. Research illustrates the correlation between staffing levels and patient outcomes. Their study found a significant increase in patient mortality rates associated with higher nurse-patient ratios in hospital units, highlighting the adverse effects of staffing shortages on patient health. Moreover, the study underscores the importance of adequate nurse staffing in ensuring optimal patient care and reducing adverse events (Assaye et al., 2020). Another investigation into staffing shortages in nursing homes reveals concerning findings regarding daily staffing levels. Their research indicates variability in staffing levels, often falling short of regulatory standards. This shortfall in staffing poses challenges in maintaining quality care and increases the likelihood of errors and adverse events, further underscoring the urgency of addressing staffing deficiencies. Furthermore, their study emphasizes the need for robust workforce management strategies to lessen the impact of staffing shortages on care quality and patient safety (Xu et al., 2020). NHS FPX 6008 Assessment 2 Needs Analysis for Change A systematic review, consistent with the 2018 NSSRN data, examines nurse burnout exacerbated by staffing shortages. It highlights adverse effects like high nurse-patient ratios and increased workloads on well-being and care quality, echoing concerns in the article. The review emphasizes the interconnectedness of staffing deficiencies, burnout, and compromised outcomes, aligning with NSSRN findings. Additionally, it underscores economic costs such as elevated turnover rates and diminished performance, as observed in nurses leaving due to burnout (Shah et al., 2021). Research on interventions for improving the attraction and retention of health workers in rural and underserved areas to mitigate staff shortage. Despite interventions such as educational programs, regulatory measures, and financial incentives, more evidence of their effectiveness is still needed, particularly in low- and middle-income countries. The studies highlight healthcare access and quality disparities due to staffing shortages in underserved communities. Moreover, the findings underscore the importance of community engagement and collaboration in developing sustainable solutions to nursing workforce challenges in rural areas. Addressing these challenges through targeted interventions

NHS FPX 6008 Assessment 1 Identifying a Local Health Care Economic Issue Name Capella university NHS-FPX 6008 Economics and Decision Making in Health Care Prof. Name Date Identifying a Local Health Care Economic Issue Rehospitalization is a significant healthcare economic issue with far-reaching implications. These include cost implications, reimbursement penalties, and productivity loss.  This assessment entails a comprehensive discussion on rehospitalization in Florida and its impact on diverse stakeholders. Moreover, the paper will delve into the gap contributing to the need to address this vital economic issue. Healthcare Economic Issue and its Impact on the Population of Florida Rehospitalization refers to a patient’s readmission to the hospital shortly after discharge, often within 30 days, for the same or a related condition. In Florida, about 15% of patients with stroke were readmitted to hospital within 30 days from 2010 to 2013. Moreover, the study shares the result that within 30 days, 12% of stroke patients were readmitted due to vascular abnormalities and 3% due to recurrent stroke (Gardener et al., 2023).   Rehospitalization increases healthcare costs significantly as each readmission entails additional medical expenses, including hospital fees, physician fees, medications, and diagnostic tests. These costs can burden patients and Florida’s healthcare systems, mainly if frequent or preventable readmissions occur (Santiago et al., 2020). Moreover, it needs more healthcare resources that could be allocated to new patients and utilized instead for readmitted patients, potentially leading to delays in care for others. Thus, it impacts the quality of care and limits access to care for the general community of Florida. The Rationale for Choosing Rehospitalization as a Health Care Economic Issue Rehospitalization within 30 days of prior treatment can potentially increase healthcare costs, utilize limited resources, lead to further resource constraints, and impact the quality of care delivered (Santiago et al., 2020). Considering these implications, this issue is selected to focus in this assessment. Moreover, as a nurse at Tampa General Hospital, I witnessed firsthand the challenges patients faced upon discharge and the factors contributing to rehospitalization risk. Despite our best efforts to educate patients about their condition, most fail to adhere to treatment plans, resulting in hospital readmissions. Moreover, the personal values of compassion and social justice also informed me to choose the issue of rehospitalization as an economic healthcare issue so that every patient acquires high-quality care that prevents the need for hospital readmission, which burdens patients and the community of Florida. This is possible by implementing evidence-based care and promoting interdisciplinary collaboration. Impact of Rehospitalization on Work, Organization, Colleagues, and Community Rehospitalization has severely impacted my work, the organization, i.e., Tampa General Hospital, the work of my colleagues, and the overall Florida community. Rehospitalization directly affected the quality of care I provided to my patients. When patients were readmitted shortly after discharge, it was disheartening for both patients and healthcare providers, as it indicated that their health needs were not adequately addressed or managed during their initial hospitalization. The organization incurred higher costs due to escalating rates of hospital readmissions, leading to strained budgets and resources. High readmission rates contributed to increased workload and stress among healthcare professionals, leading to burnout and decreased job satisfaction. The hospital also faced staff shortages during readmission, ultimately impacting the quality of care delivered within the organization. In our diverse community of Florida, rehospitalization tends to have greater impacts on lower socioeconomic groups. Patients from underserved backgrounds often face barriers to accessing follow-up care, medications, and other essential resources after discharge. Limited health literacy, transportation issues, lack of social support, and financial constraints can all contribute to higher rates of rehospitalization among these populations.  Gap Identification Contributing to the Need to Address the Rehospitalization One significant gap contributing to the need to address the economic issue of rehospitalization is the lack of comprehensive care coordination. Studies have shown that effective discharge planning and post-discharge follow-up can significantly reduce the risk of rehospitalization, particularly for patients with chronic conditions (Al Sattouf et al., 2022). The gap in care coordination is particularly pronounced for vulnerable populations, such as those with limited access to healthcare services. These groups often face additional barriers to accessing follow-up care, obtaining medications, and navigating the healthcare system, increasing their risk of rehospitalization. Moreover, the gap due to inadequate transitional care intervention after discharge can be addressed using telemonitoring or telephone calls to prevent hospital readmissions (Al Sattouf et al., 2022). Conclusion Rehospitalization in Florida is a tremendous healthcare economic issue. This issue has led to escalating costs for healthcare systems and patients. The selection of this issue is based on the implications and personal reflections gained from relevant experience of confronting rehospitalization and its aftermaths. Moreover, it has impacted my work, organizational workflows, staff burnout and community at large. The identified gap of lack of coordinated care and proper transitional support during and post-discharge lead to higher rehospitalization. This gap must be addressed to resolve the issue of hospital readmissions. References Al Sattouf, A., Farahat, R., & Khatri, A. A. (2022). Effectiveness of transitional care interventions for heart failure patients: A systematic review with meta-analysis. Cureus, 14(9). https://doi.org/10.7759/cureus.29726  Gardener, H., Romano, J. G., Derias, T., Gutierrez, C., Asdaghi, N., Johnson, K., Gordon Perue, G., Marulanda, E., Brown, S. C., Foster, D., & Rundek, T. (2023). Early hospital readmission following stroke: The Florida stroke registry. Frontiers in Stroke, 2. https://doi.org/10.3389/fstro.2023.1238442  NHS FPX 6008 Assessment 1 Identifying a Local Health Care Economic Issue Santiago, M., Magro, F., Correia, L., Portela, F., Ministro, P., Lago, P., Trindade, E., & Dias, C. C. (2020). Rehospitalization rates, costs, and risk factors for inflammatory bowel disease: A 16-year nationwide study. Therapeutic Advances in Gastroenterology, 13, 175628482092383-175628482092383. https://doi.org/10.1177/1756284820923836   

NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics Name Capella university NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners Prof. Name Date Self-Assessment of Leadership, Collaboration, and Ethics The journey to becoming an effective leader involves continual self-assessment and reflection on one’s experience in leadership, collaboration, and ethical decision-making. This introspective approach enables emerging leaders to identify their strengths and areas for growth, polishing the skills necessary for effective leadership in dynamic and diverse healthcare environments. Leadership is not about guiding but inspiring and motivating towards the same goal; collaboration plays its part by working together to achieve optimal outcomes, and ethical principles play an integral part in healthcare decision-making (Restivo et al., 2022). This self-evaluation entails my leadership qualities, collaborative efforts, and ethical decision-making experiences guided by Western Medical Enterprises. Divided into two parts, the aim is to illustrate my preparedness for the role and my commitment to the principles and values essential to healthcare leadership.  Section 1: Leadership and Collaboration Experience A recent experience where I led and motivated a team of professionals to collaborate at a community health clinic occurred during a Quality Improvement (QI) initiative aimed at reducing medication errors. The project was critical because it directly impacted patient safety and care outcomes. The team included pharmacists, nurses, physicians, and administrative staff, all with different perspectives and expertise. The shared vision for the team was to create a safer medication administration process to reduce the incidence of medication errors and enhance patient safety. This vision was communicated clearly at the onset of the project, emphasizing its importance to patient care and the hospital’s commitment to excellence. I adopted a transformational leadership style. It focuses on inspiring and motivating team members by creating a sense of purpose and fostering an environment of trust and collaboration (Lindert et al., 2022). I engaged each member in discussions about their roles and how their contributions were vital to the project’s success to gain buy-in from stakeholders. By valuing their input, I created a sense of ownership and commitment to the shared vision (medication administration).  NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics The decision-making process was collaborative and inclusive as it benefits by taking various professional knowledge and experiences (Cai et al., 2023). We held regular meetings to discuss progress, challenges, and potential solutions at the clinic. One effective decision was to implement a double-check system for high-risk medications, which significantly reduced errors. Communication was consistent and transparent, with regular updates provided through emails and team meetings at the clinic, ensuring everyone was informed and aligned with the project’s goals. However, one decision I would have approached differently was the initial rollout of a new Electronic Health Record (EHR) system feature. Instead, more comprehensive training and phased implementation would have been more effective (Heponiemi et al., 2021). I established clear communication channels and encouraged open dialogue among team members. Face-to-face meetings were conducted for discussions, emails were used for updates, and Google Drive was used for mutually shared documents. I created a simple and safe space for sharing ideas and concerns, which fostered mutual respect, understanding, and teamwork (McLaney et al., 2022). Participants communicated effectively, and the diverse perspectives enriched the problem-solving process. Further, I highlighted the significance of their work and its impact on patient safety. Recognizing individual and team achievements boosts morale. It reinforces team members’ commitment to the project, as evidence shows (Gaughan et al., 2020). So, I recognized team efforts personally and among team members. I encouraged team members with motivational techniques such as giving ownership, recognizing efforts, providing resources, being involved in decision-making, and setting clear expectations. The team felt motivated and energized because they understood the importance of their contributions and felt valued and supported throughout the process.  NHS FPX 5004 Assessment 4 Self-Assessment of Leadership, Collaboration, and Ethics The analysis regarding my approach to leadership and motivation aligns with the principles of transformational leadership, which emphasizes inspiring and motivating team members through a shared vision and individualized consideration. This approach is supported by Geremias et al. (2024), who identified transformational leadership as effective in fostering high levels of commitment and performance in teams. In comparison, other proven techniques, such as situational leadership, adapt the leader’s style to the needs of the team (Pasaribu et al., 2022). Further, servant leadership, which focuses on serving the needs of the team members, also emphasizes the importance of flexibility and empathy in leadership (Canavesi & Minelli, 2021). While my approach was primarily transformational, incorporating elements of situational and servant leadership, such as adapting to individual needs and prioritizing team members’ well-being, could enhance my leadership effectiveness. Similarly, effective collaboration techniques often involve establishing clear goals, roles, and communication protocols, as well as fostering a culture of trust and mutual respect. My approach to facilitating open dialogue and recognizing contributions aligns with these principles (Malik et al., 2021). Moreover, using tools such as collaborative software (Microsoft Teams and Slack) and structured team-building (Simulation activities) can further enhance collaboration by providing platforms for effective communication and teamwork (Samardzic et al., 2020). Reflecting on this experience, I recognize the importance of continuous improvement and the need to adapt leadership styles to meet the evolving needs of the team and the organization. Section 2: Ethics Experience During my time as a nurse, I encountered a situation that tested my commitment to patient confidentiality and patient safety, two core principles of the nursing profession. A male patient undergoing treatment for a Sexually Transmitted Disease (STD) expressed concerns about their partner’s potential exposure but was hesitant to disclose the diagnosis. This created an ethical dilemma: maintaining patient confidentiality or potentially jeopardizing the health of the patient’s partner. The patient’s partner can potentially have Pelvic Inflammatory Disease (PID) in women, pregnancy complications (such as miscarriages), and an increased risk of cancer (Smolarczyk et al., 2021).  I approached this situation with both principles but ultimately prioritized patient safety. First, I engaged in open communication with the patient,

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation Name Capella university NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners Prof. Name Date Diversity Issue Kickoff Presentation Greetings, everyone. My name is Manjit, and as we all know, we are here to discuss how fostering diversity and inclusion is crucial for Lakeland Clinic’s success. This paper will delve into forming a strong team to tackle this challenge, outlining the project’s goals, team composition, and collaborative strategies. Presentation Objectives The objectives of this presentation will include information about the following aspects: Need for the diversity project Present goals and priorities of the diversity project Composition of the interprofessional team and their roles Collaboration strategies Features of a diverse and inclusive workplace Benefits of diversity and inclusivity in the healthcare workplace Why is this Diversity Project Needed? A recent employee survey at Lakeland Clinic revealed a concerning trend: 75% of staff expressed concerns regarding workplace disrespect, work-life balance, and, most importantly, diversity issues. This lack of inclusivity impacts employee morale and creates a barrier to effectively serving out the Haitian community. Cultural misunderstandings have led to mistrust, hindering staff-patient connections and potentially compromising the quality of care we provide. Addressing this challenge head-on is not just an initiative; it is an opportunity to build a more welcoming and culturally competent workplace, ultimately leading to a stronger Lakeland Clinic and a healthier community. Project Goals and Priorities The project’s goal is to foster a more inclusive and culturally competent workplace at Lakeland Clinic, improving staff-patient relationships and clinic effectiveness. For that reason, certain initial priorities are set to achieve the stated goal. The first priority is to increase cultural competency. Its significance is that a significant portion of our patients are Haitian, and cultural misunderstandings are hindering communication and trust. Equipping staff with cultural competency training will enhance patient interactions, leading to better healthcare outcomes (Stubbe, 2020). The second priority is to promote a respectful workplace environment, as the survey highlighted issues of disrespect among staff. Addressing these concerns is crucial for building a positive and collaborative work environment and fostering teamwork and employee satisfaction (Chantarat et al., 2022). The third priority set is to develop a diversity and inclusion action plan. It is important because we need a clear roadmap to achieve our goal. This action plan will outline specific strategies for cultural competency training, promoting respectful interactions, and fostering an inclusive culture (Stanford, 2020). The success of achieving goals and setting priorities is based on certain assumptions. For instance, there is willingness among staff to participate in cultural competency training and engage in efforts to improve diversity and inclusion. Further, Lakeland Clinic’s leadership is committed to providing resources and support for this project. Moreover, existing data from the employee survey provides a reliable starting point for understanding diversity challenges (Qasim et al., 2022).  Interprofessional Team and their Characteristics To effectively address Lakeland Clinic’s diversity challenges, we will assemble a team with a unique blend of expertise and perspectives. Here is the composition of the proposed team:  HR Representative (Internal)  This team member will be within the clinic with a Master of Business Administration (MBA) in Human Resources Management or a Bachelor of Arts (BA) in Human Resources Management qualification. The person should have developed and implemented HR programs promoting a positive and inclusive work environment. The person should have experience in HR policies, conflict resolution, and diversity and inclusivity initiatives. The HR will provide institutional knowledge of HR procedures and can navigate internal systems for implementing change through an unbiased attitude toward recruitment (Verma, 2024).  Physician with Haitian Background (Internal) The second proposed team member is a physician with a Haitian ethnic background. The qualifications for this role require expertise in healthcare delivery and a Doctor of Medicine (MD) with a potential specialization in Family Medicine or Internal Medicine. The member should have experience of working with Haitian patients, familiarity with cultural nuances that impact interactions, and a good reputation regarding their position. Their role would offer valuable insights into the patient perspective and cultural sensitivities critical to fostering trust, as studies suggest higher satisfaction, improved communication, and adherence to the workforce of the same ethnic background (Jacobs et al., 2022). Community Leader (External) The next team member should be a community leader, ideally from a Haitian background with qualifications of strong ties to the Haitian community and an understanding of community needs and perspectives. A specific degree would matter less. The person should have experience in leading community initiatives and advocating for the Haitian population. It will ensure that the team’s solutions are culturally appropriate and address the broader community context (Alam & Nur, 2023). Diversity and Inclusion (D&I) Consultant (External) The last recommended team member is a diversity and inclusion consultant. The qualifications must show a proven track record in designing and implementing successful D&I programs in healthcare settings, so the degree of MA in resource management or specialization in D&I would be attractive. The experience should include conducting diversity audits, facilitating cultural competency training, and developing action plans. The role would ensure that discrimination and biases are averted, in compliance with the American Nurse Association’s (ANA) Code of Ethics (Meyer, 2020).  It will provide a neutral viewpoint, best practices expertise, and resources for program development and implementation, ensuring the ethical principles in healthcare, especially equality (Durrah, 2023). Effective Interprofessional Collaboration Building a truly collaborative team requires a clear structure, open communication, and established methods for sharing ideas and making decisions. Here is how we will achieve effective interprofessional collaboration within our diversity project committee: For communication, we will hold bi-weekly meetings/training sessions to ensure consistent progress (Zou, 2023). Agendas will be distributed beforehand, and minutes will be documented and shared after each meeting. We will utilize a collaborative online platform, Slack or Microsoft Teams, to facilitate ongoing communication, document sharing, and quick updates between meetings. During these meetings, we will foster a safe space for open and respectful communication. Active listening, encouraging diverse viewpoints, and promoting

NHS FPX 5004 Assessment 2 Leadership and Group Collaboration Name Capella university NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners Prof. Name Date NHS FPX 5004 Assessment 2 Leadership and Group Collaboration Lynnette Lakeland Medical Clinic Hello, Lynnette! Thank you for your trust in me for leading this project. The decreased number of patients in Lakeland Medical Clinic is a severe issue that needs attention. I am excited to solve this diversity issue in our clinic through my leadership skills. It was clear from your email that this issue originated because of our staff’s inability to cope with different cultures and norms. The Haitian population is sensitive to their beliefs, values, and health practices, so healthcare workers must know how to deal with these issues (Capella University, n.d.). We should work on the cultural responsiveness of our staff members to make Haitian patients comfortable at the Lakeland clinic. To deal with this project diversity issue, a leader should have effective communication, conflict management, employee motivation, critical thinking, decision-making, and relationship-building skills (Stephen, 2024). A leader should be able to communicate effectively with project members in a good and clear tone. A leader must be able to solve conflicts that arise from diversity issues (Abbas, 2021). Workers may get demotivated because this issue is complex and time-consuming. So, a leader must have the motivational ability to keep the workers motivated. Critical thinking and quick decision-making abilities are also crucial in leaders. In this minority-related issue, a leader must have the skills to build good relations with others, including employees and patients (Munna & Munna, 2021). These qualities of effective communication, conflict management, employee motivation, critical thinking, decision-making, and relationship-building are crucial for addressing diversity issues within the Lakeland Medical Clinic. They enable staff members to navigate cultural differences, maintain motivation amidst challenges, and foster positive relationships with colleagues and patients. NHS FPX 5004 Assessment 2 Leadership and Group Collaboration A leader that I would choose to lead such a project on diversity issues would be Dr. Kimberlydawn Wisdom, Senior VP of community health and equity and officer of chief wellness and diversity at Henry Ford Health System. She is among the top 25 minority leaders working with the American Medical Association under the supervision of Dr. Lisa E. Harris. Dr. Wisdom is the first doctor to achieve the Dr. Ruth J. Temple Award because of her efforts to improve the healthcare system for minorities. She plays a crucial role in diverse hiring that reduces treatment issues. Dr. Wisdom’s approach is a perfect example of a coaching leadership style. She worked with the team to provide the best treatments to minorities and diverse patient groups in a healthcare setting. There are some similarities and differences in Dr. Wisdom’s leadership style (Gooch, 2022). The similarity lies in both Dr. Wisdom’s and my emphasis on promoting diversity in hiring healthcare professionals, aiming for a culturally competent workforce at the Lakeland clinic (Gooch, 2022). However, a dissimilarity emerges in Dr. Wisdom’s extensive recognition of her efforts compared to my relatively early stage in leadership (Gooch, 2022). As she promoted diversity in hiring healthcare professionals, it would be helpful in the Lakeland clinic. Moreover, I would like to work through transformational leadership and coaching styles. Making the already present staff culturally competent will help gain the comfort of Haitians. Working as a leader of a diversity issue project at Lakeland Medical Clinic, I would use the skills from transformational and coaching leadership models. My primary role as a leader for this project is to build a communication bridge between the hospital staff and Haitian patients. This approach will create trust between these stakeholders (Perez, 2021). Training healthcare workers to build relationships with patients and improving their communication skills to gain patients’ trust are two crucial approaches that I will focus on as a project leader. Following the transformational and coaching model, NHS FPX 5004 Assessment 2 Leadership and Group Collaboration I will communicate openly with all staff members about the issue and its solution. Moreover, I will participate in all the activities with other workers as coaches do. As the leader of the diversity project at Lakeland Medical Clinic, I will utilize transformational and coaching leadership models to foster effective communication and trust-building between hospital staff and Haitian patients. By providing training to enhance healthcare workers’ relationship-building and communication skills, and actively participating in all project activities alongside the team, the diversity issue and promoting inclusivity within the clinic will be addressed (Susanto & Sawitri, 2022).  Collaboration is an essential factor for an effective professional team. Mutual trust and teamwork are required for collaboration. This trust and teamwork can be achieved through effective communication (Abbas, 2021). Another approach that can help in this regard is the internal inquiry of the team in which they will be asked about their performance and its outcomes. Training sessions can be conducted for these team members in case of low performance. It can effectively foster collaboration by promoting accountability, improvement, and mutual trust within the team (Stoller, 2020). Diversity issues here arise because of language barriers between workers and Haitians; the difference in culture and norms is another reason. My approach in this project will be to conduct training sessions for workers on diversity issues. These sessions will focus on the Haitian language and the sensitivity of staff members to their cultural norms. In addition to training sessions on diversity issues, another approach to facilitate collaboration among the professional team at the Lakeland clinic could be implementing regular team-building activities and workshops focused on cultural competency and cross-cultural communication skills. These activities would provide opportunities for staff members to engage with one another in a supportive environment, fostering understanding, empathy, and teamwork across diverse backgrounds and perspectives  Another approach I will use is changing the Lakeland clinic’s hiring policy. During hiring, locals will be given priority besides qualifications and experience. In this way, Haitians will be more satisfied. NHS FPX 5004 Assessment 2 Leadership and Group Collaboration

NHS FPX 5004 Assessment 1 Leadership and Group Collaboration Name Capella university NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners Prof. Name Date Leadership and Group Collaboration In light of our ongoing discussions and correspondences, I am deeply interested in taking on the role of Project Leader. While the challenges of this project are evident, I commend the organization’s dedication to community engagement and the pursuit of sustainable, impactful solutions. By leveraging organizational resources and adopting industry best practices, we can effectively address the pressing issues before us. As a healthcare professional, my commitment to the well-being of others is paramount. Since beginning my academic journey and stepping into the healthcare field, I have adhered to the ethical principles of the Hippocratic Oath, which emphasizes confidentiality and non-maleficence. These principles, traditionally associated with physicians, have consistently guided my practice. If chosen as the project leader, I will uphold these values in all my responsibilities and decision-making processes. My preliminary evaluation indicates that the Haitian community we aim to serve demonstrates reluctance in utilizing prescribed healthcare services, reflected in significantly low usage rates. This hesitation often stems from cultural norms and values that may not be fully appreciated or respected. Additionally, an internal employee survey reveals that 75% of staff members interacting with this community face challenges related to diversity, workplace incivility, and work-life balance. Project Leadership and Approach Addressing these challenges requires confidence, experience, and a strategic approach. My leadership philosophy centers on clarity—establishing clear goals, defining actionable steps, and setting the direction to achieve them. This approach has consistently yielded success throughout my education and professional endeavors. Maslow’s Hierarchy of Needs, introduced during my undergraduate studies, emphasizes that once basic needs are met, individuals can strive for higher levels of growth. This concept applies equally to organizations, which thrive through continuous growth, observation, collaboration, and assessment. Effective managers align their vision with organizational goals, contributing to collective success (Davis et al., 1996). Project leadership plays a pivotal role in achieving these outcomes. From monumental achievements like constructing great structures to medical innovations, successful initiatives begin as well-executed projects (Larson & Gray, 2018). A capable project leader optimizes available resources, particularly human resources, to meet the desired objectives. Qualities of Effective Leadership Diversity should be a key focus for the leader of this initiative. As an African-American female, I empathize with the struggles of marginalized communities. Inspired by leaders like Martin Luther King Jr., I aim to embody leadership qualities such as compassion, social justice, and love. While I do not compare myself to Dr. King, his commitment to fostering collaboration during the Civil Rights Movement serves as a model for my leadership style. My professional and personal leadership qualities align with the requirements to guide this project team. A thorough understanding of the Haitian community’s diverse experiences—including the historical, international, and political contexts—is essential. Immersing ourselves in these perspectives will enable meaningful collaboration and progress. Effective leadership also involves collaboration. Drawing from Dr. King’s ability to unite diverse groups, I aim to foster teamwork in healthcare leadership, balancing personnel management, insurance protocols, diagnoses, and emotional or legal concerns. This approach ensures the team and community’s needs are met. Strategies for Collaboration and Accountability Establishing robust collaboration is critical to project leadership. From identifying stakeholders to balancing technical and sociocultural needs, leadership must guide every project phase. The project team will comprise 4–6 members, and my first steps will include assembling the team, initiating communication, and scheduling meetings to ensure alignment. As a collaborative leader, I value diverse perspectives while maintaining decision-making authority to achieve project objectives. Resolving conflicts will involve aligning differing viewpoints with the project’s goals. Open communication will be encouraged through accessible resources. To streamline communication, I propose using Microsoft Project, a comprehensive platform for documenting, communicating, and tracking project progress. Its user-friendly design ensures accessibility for all team members, enabling clear accountability and informed decision-making. Conclusion I am honored to be considered for this leadership role. My dedication to professionalism, motivation, and passion positions me uniquely to lead this initiative effectively. Together, we can achieve impactful and sustainable solutions for the community we serve. References Davis, B. L., Hellervik, L., Sheard, C. J., Skube, J. L., & Gebelein, S. H. (1996). Successful Manager’s Handbook. Larson, E. W., & Gray, C. F. (2018). Project Management: The Managerial Process. NHS FPX 5004 Assessment 1 Leadership and Group Collaboration McLeod, S. (2007). Maslow’s hierarchy of needs. Simply Psychology. Table: Key Components of Leadership and Collaboration Category Description Relevance Leadership Approach Clear definition of goals, direction, and resource utilization. Ensures effectiveness in professional settings. Understanding Diversity Recognizing cultural values and challenges of marginalized groups. Vital for addressing specific community needs. Collaboration Building strong teamwork, leveraging diverse perspectives, and managing interdisciplinary teams. Central to successful project execution. Project Management Utilizing tools like Microsoft Project for communication, documentation, and accountability. Facilitates clear communication and ensures project efficiency.

NHS FPX 6004 Assessment 3 Training Session for Policy Implementation Name Capella university NHS-FPX 6004 Health Care Law and Policy Prof. Name Date Training Session for Policy Implementation  Hello everyone. My name is _______, and I welcome you to today’s training session on implementing proposed policy and practice guidelines within the Mercy Medical Center (MMC). This session was mainly developed for nurses, as they are one of the group members responsible for executing the proposal for diabetes screening.  Session Objectives  The objectives for today’s session are:  Discuss the results of MMC’s performance dashboard evaluation against established benchmarks.  Summarize the proposed policy and practice guidelines to improve underperformance in one of the benchmark metrics.  Review evidence-based strategies for working with nurses to acquire their buy-in, ensuring seamless implementation.  Elaborate the impact of new policy and practice guidelines on nurses’ work routines and duties.  Describe how the policy and practice recommendations will enhance the quality of care and patient outcomes.  Discuss nurses’ importance in implementing the proposal.  Determine appropriate resources and content for training sessions.  Conclude the training session.  Evaluation Results and the Proposal   This training session is based on an evaluation performed using dashboard data from MMC. The evaluation results reveal significant shortfalls in diabetes care metrics (eye exams, foot exams, and HgbA1c). However, we selected examinations due to substantial underperformance and the most significant potential to improve patient outcomes. MMC’s foot examination rates were 40.85% in 2019 and 41.7% in 2020, falling below the benchmark established by the Agency for Healthcare Research and Quality (AHRQ), which is 78.8% with at least one comprehensive foot examination in a year (AHRQ, n.d.). This underperformance highlights a critical area of improvement, as comprehensive foot exams are essential for early detection and prevention of severe complications in diabetic patients, enhancing patient outcomes and improving organizational performance.  Policy and Practice Guidelines  MMC is dedicated to delivering high-quality diabetic care, adhering to the American Diabetes Association (ADA) recommendations. The proposed policy mandates annual comprehensive foot examinations and risk factor screenings at each patient visit to meet AHRQ benchmarks and improve patient outcomes. To execute this policy, several stakeholder groups are essential. These include physicians, nurses, administrators, quality improvement teams, and patient advocacy groups. While physicians will perform detailed foot exams, assessing for skin changes, ulcers, infections, and neuropathy, and documenting findings for follow-up, nurses will play a crucial role by assisting with exams, educating patients on proper foot care, and emphasizing regular self-examinations to prevent complications. Administrators will ensure adequate resources and training, while quality improvement teams will review performance and enhance compliance. Patient advocates must educate the community, support policies, and advocate for comprehensive care. Evidence-based Strategies to Work with Nurses While all stakeholder groups are crucial for their diverse expertise and holistic application of the proposal, nurses, as frontline workers, are especially vital in implementing the policy and practice guidelines at the forefront. Thus, we present some evidence-based strategies to work with the responsible role group, engaging their participation and creating buy-in for the proposal.  Nurse Engagement in Policy Development: Engage nurses early in policy development by involving them in planning and decision-making. This can be achieved through focus groups, surveys, and representation on policy committees (Inayat et al., 2023). By soliciting their input and addressing their concerns, nurses will feel valued and offer their interest in the proposal. This approach ensures the policy is patient-centered and tailored to real-world frontline situations, increasing the likelihood of successful implementation.  Training Programs: Implement comprehensive training programs that equip nurses with the necessary knowledge and skills to execute the new policy and practice guidelines. These programs should include hands-on workshops, simulations, and continuous education credits on the importance of thorough foot examinations and provide clear protocols and checklists (Leonard, 2024). By ensuring nurses are well-prepared, the transition to new guidelines will be smoother, fostering better patient outcomes and higher quality care. Ongoing Support and Feedback: Provide ongoing support and establish feedback mechanisms to address challenges nurses face in implementing the new policy. This can include regular check-ins, mentorship programs, and access to resources such as updated protocols and educational materials. Encouraging open communication and creating a supportive environment helps nurses feel supported and reduces resistance to change. Evidence suggests that continuous support and the ability to provide feedback improve job satisfaction, adherence to new policies, and performance (Zhang & Li, 2023). This strategy will ensure nurses remain engaged and committed to delivering high-quality care. NHS FPX 6004 Assessment 3 Training Session for Policy Implementation Early indications of success can be measured by monitoring several key metrics. These include increased compliance with foot examination protocols, as evidenced by higher documentation rates in patient records (Cooksey, 2020). Other indicators include patient outcomes, such as a reduction in foot-related complications and hospitalizations. Moreover, feedback from nurses through surveys and focus groups is a success measure, reflecting improved confidence and satisfaction with the new guidelines. Additionally, audit results showing adherence to standardized protocols and positive changes in patient education practices regarding foot care can provide early evidence of successful implementation. These metrics collectively signal progress and the effectiveness of the new policy. Implementation Process and Impact of Proposal By standardizing foot examinations, the policy and practice guidelines aim to improve early detection and management of foot-related complications, such as ulcers, infections, amputations, and death (Kuguyo et al., 2024). When adequately followed, these recommendations will enhance patient outcomes and reduce the incidence of severe complications and hospitalizations. Furthermore, this proposal will ensure MMC’s adherence to AHRQ benchmarks, improving compliance with regulatory standards, better performance ratings, and funding opportunities for the organization.  The implementation will begin with training programs for all nursing staff to ensure they understand the new guidelines and protocols. Then, we will introduce standardized checklists and documentation tools to facilitate consistent foot examinations (Leonard, 2024). We will conduct regular meetings and feedback sessions to address issues and gather input from nurses. Pilot programs in selected departments will allow for refining the process before a full-scale rollout, ensuring smooth implementation

NHS FPX 6004 Assessment 2 Policy Proposal Name Capella university NHS-FPX 6004 Health Care Law and Policy Prof. Name Date Policy Proposal Based on our evaluation of the performance dashboard from Mercy Medical Center (MMC) on diabetes tests against the state-level benchmarks set forth by the Agency for Healthcare Research and Quality (AHRQ), it was concluded that MMC is short falling all the critical diabetes tests, including eye examination, feet examination, and HBA1c tests. However, the significant underperformed metric is the feet examination. This paper proposes policy and practice guidelines for MMC to address this underperforming benchmark to enhance patient safety, quality of care, and organizational performance.  Importance of Policy and Practice Guidelines Policy and practice guidelines are crucial in MMC in addressing underperformance in foot examinations. These policies and practice guidelines set standards for quality of care, establishing accountability among healthcare providers. According to AHRQ, the current state-level benchmark is 78.8% for feet examination among diabetic adults; however, MMC’s performance falls significantly lower at 41% in 2019 and 42% in 2020, indicating a substantial underperformance (AHRQ, n.d.).  This benchmark underperformance substantially impacts the quality of care and organizational operations. Inadequate foot examinations are directly related to an increased risk of diabetic foot complications, which include foot ulcers, infections, and amputation (Stancu et al., 2022). These poor consequences compromise the quality of care and negatively impact patient outcomes. Failure to meet benchmark targets may also decrease patient satisfaction and trust in the organization’s ability to deliver comprehensive diabetes care. This can lead to patient attrition and reputational damage, resulting in poor organizational performance (Greene & Samuel-Jakubos, 2021). Finally, the shortfall results in strained resources and inefficient workflows, as healthcare providers, especially nurses, may need to allocate additional time and resources to address patients’ needs related to foot complications, potentially compromising organizational efficiency and quality of services.  Failure to make practice amendments may lead to suboptimal patient outcomes and increased healthcare costs due to preventable complications and hospitalizations (Kansra & Oberoi, 2023). Moreover, continued underperformance will erode patient trust and satisfaction, resulting in MMC’s inability to retain patients, attract new referrals, and maintain competitiveness in the healthcare market (Greene & Samuel-Jakubos, 2021). Additionally, MMC may encounter several regulatory penalties and loss of accreditation, damaging the organization’s reputation, financial unsustainability, and compromised quality of care. Thus, implementing policy and practice guidelines is imperative for organizational stakeholders.  Policies and Practice Guidelines for Mercy Medical Center As part of the organization’s commitment to deliver high-quality care to diabetic patients, MMC should introduce a comprehensive policy and practice guidelines to improve foot examination rates. This proposal aligns with the benchmarks set by AHRQ and practice recommendations by the American Diabetes Association (ADA) and the Centers for Disease Control and Prevention (CDC). The proposed policy and practice standards aim to address the current shortfall observed in MMC’s performance. Proposed Policy The proposed policy mandates that all diabetic patients receive foot examinations and a yearly comprehensive exam during each hospital visit. Patients with poorly managed diabetes and high blood pressure should get their feet checked every 3-6 months (AHRQ, n.d.; CDC, 2022).  Practice Guidelines Several practice guidelines for foot examination are developed for nurses and nurse practitioners. According to evidence by the ADA, nurses should include five standards in their practices to ensure diabetic patients receive adequate foot assessments and care. These guidelines include comprehensive assessment, regular screening, patient education, collaborative care, and accurate documentation (Leonard, 2024).  Nurses should conduct thorough foot examinations for diabetic patients at every healthcare visit. This assessment should include an evaluation of skin integrity, sensation, vascular status, and identification of deformities or abnormalities. They should provide regular screening using standardized protocols to ensure timely detection of foot complications, particularly for high-risk patients. Nurses should educate patients on foot care, emphasizing the importance of daily foot inspections, appropriate footwear, and early identification and reporting of abnormal signs.  They should collaborate with multidisciplinary teams, including physicians, podiatrists, and other healthcare professionals, to facilitate holistic management of diabetic foot care. Lastly, it is essential for nurses to accurately document findings from foot examinations in patients’ medical records, including assessments, interventions, and patient education.  Environmental Factors Nevertheless, environmental factors, such as regulatory considerations and resource allocation, may impact these policy and practice guidelines. Accreditation standards set forth by accrediting bodies such as The Joint Commission (TJC) require healthcare organizations to implement evidence-based practices for patient care (Ibrahim et al., 2022). Failure to meet these standards may result in loss of accreditation, which could have significant implications for reimbursement and organizational reputation. This underscores the importance of aligning practice guidelines with regulatory requirements. Similarly, staffing levels, financial resources, and logistical considerations influence practice guidelines. Insufficiencies of these factors may lead to reduced frequency of foot tests and suboptimal care, impeding timely care for foot complications. Therefore, addressing resource constraints is essential to effectively implement practice guidelines and optimize patient care outcomes (Kansra & Oberoi, 2023).  Ethical and Evidence-Based Practice Strategies The evidence-based strategies to mitigate the challenge of underperforming foot examination benchmarks are patient education and empowerment, streamlined appointment scheduling, and interdisciplinary training for providers. According to Shukla et al. (2020), educating patients about the importance of regular foot examinations, appropriate self-management techniques, and early detection of complications empowers patients to participate actively in their health management. This strategy aligns with the ethical principles of autonomy and informed decision-making and can be made culturally inclusive by tailoring educational materials according to patients’ literacy levels, language preferences, and cultural backgrounds (Spinner et al., 2021).  Another evidence-based strategy is streamlined appointment scheduling to improve performance in foot examinations among diabetic patients. Nurses can optimize appointment scheduling processes to ensure timely access to foot examinations, reducing wait times and minimizing barriers to care (Stancu et al., 2022). To ensure ethical and culturally inclusive application, appointment scheduling systems should accommodate patients’ diverse needs, preferences, and constraints. Moreover, it should promote justice by providing equitable access to all individuals, reducing health disparities due to geographical and socioeconomic barriers.  These strategies will enhance

NHS FPX 6004 Assessment 1 Dashboard Metrics Evaluation Name Capella university NHS-FPX 6004 Health Care Law and Policy Prof. Name Date Dashboard Metrics Evaluation  Mercy Medical Center (MMC) is a well-established and renowned healthcare facility in Shakopee City,  Minnesota. This healthcare organization continuously strives to maintain its excellence in healthcare delivery. However, some underperformance related to diabetes screening tests has been observed within the facility. This paper evaluates the hospital’s dashboard metrics, identifying shortfalls against benchmarks. Moreover, this paper analyzes the consequences of poor performance, elaborating evidence-based actions to address the underperforming benchmarks.   Evaluation of Dashboard Metrics Against Benchmarks  The dashboard fact sheet from MMC presents data on three diabetes tests: eye examination, foot examination, and HBA1c tests. According to the Agency for Healthcare Research and Quality (AHRQ)’s state-level benchmarks for Minnesota, Vila Health organization is short falling all diabetes metrics. The evaluation of these metrics against benchmarks is as follows (AHRQ, n.d.): The 2021 benchmark for dilated eye examination among diabetic patients is 68.9%, whereas the baseline rate is 74.9%. However, the MMC data shows only 35.6% eye tests were conducted in 2019 and 41.4 % in 2020.  Similarly, the 2021 standard for feet examination among diabetic adults is 78.8%, compared to the baseline of 87.7%. The rate at MMC is substantially down, presenting 41% in 2019 and approximately 42% in 2020.   Finally, the benchmark states that diabetic adults should have at least two HBA1c tests within a year, with a standard of 70.7% in a healthcare facility. However, MMC only performed 37.4% and 48.5% tests in 2019 and 2020, respectively.  NHS FPX 6004 Assessment 1 Dashboard Metrics Evaluation It is concluded from the evaluation that there are significant shortfalls in Mercy Medical Center’s performance regarding diabetes care metrics. Despite this clear conclusion, several unknowns and missing information could enhance the analysis. Further information on contributing factors for this underperformance, such as patient demographics, provider capacity, systemic issues, and resource constraints, will expand the knowledge base, leading to improved analysis of the situation. Additionally, information on the organizational challenges impeding the implementation of interventions to improve diabetes care is crucial for devising effective strategies. Moreover, further exploration of patient outcomes and experiences alongside the metrics is required to provide a comprehensive understanding of MMC’s performance in diabetes management. Consequences of Benchmarks Underperformance As presented earlier, MMC is significantly short of meeting the diabetes benchmarks set forth by AHRQ. These poor performances profoundly impact the healthcare organization and interprofessional teams. Every healthcare organization’s overarching mission and vision, including MMC, is to provide high-quality care and improve patient outcomes (Bhati et al., 2023). Falling short of diabetes screening tests undermines the organization’s credibility and ability to fulfill its stated goals. Thus causing a decline in patients’ trust and damaging the organization’s reputation. Another vital aspect affected by organizational underperformance is resource allocation. Due to constant underperformance, diabetic care and management may require additional costs, disturbing the organization’s financial health (Kansra & Oberoi, 2023). Moreover, this consistent shortfall also hinders an organization’s ability to secure operational and capital funding, limiting investments in essential resources such as staff hiring, educational training, and technological advancements. Ultimately, leading to another concern of limited and optimally trained human resources.  Other challenges related to this underperformance include logistical barriers due to overutilization of healthcare services, disproportionate care to meet healthcare disparities, and deficiencies in staff skills, procedures, and processes. Thus, an organization must improve its performance to enhance efficiency and augment patient health outcomes. This analysis is based on the hypothesis that diabetes is a chronic health condition and requires immediate attention to alleviate its implications on the healthcare organization and patients. Moreover, it is presumed that the healthcare sector aims to prioritize quality care and meet performance metrics through adequate financial and human resources. These factors collectively shape the delivery of healthcare services, improving patient outcomes and organizational performance.  Evaluation of Feet Examination Benchmark  In Mercy Medical Center, the most significant underperformance lies in the metric of feet examination among diabetic adults. The benchmark for this examination is 78.8%, yet the organization’s rate stands substantially lower at 41% and 42% (AHRQ, n.d.). This underperformance has significant implications for the population. Insufficient foot examinations can lead to diabetic foot complications. Diabetic foot refers to a range of problems that can occur in people with diabetes due to nerve damage (neuropathy) and poor blood circulation (vascular disease). The complications of this syndrome include foot ulcers, infections, and even amputations if left untreated (Stancu et al., 2022). Such consequences diminish individuals’ health and well-being and strain community resources. These encompass healthcare facilities and support services. Moreover, untreated diabetic foot complications can lead to prolonged hospitalizations and increased healthcare costs, burdening both patients and the broader community.  Thus, enhancing the rate of foot examination among diabetic adults can profoundly impact the quality of care and performance within MMC. The organization can employ several strategies, such as scheduling tests and patient education, to proactively identify early signs of foot problems, enabling timely interventions to prevent or mitigate complications (Stancu et al., 2022). This enhances patient outcomes and demonstrates the organization’s commitment to comprehensive diabetes care. Moreover, by addressing this benchmark shortfall, the organization showcases its dedication to evidence-based practice and quality improvement initiatives, fostering a culture of excellence within the team.  Actions to Address the Underperformed Benchmark The appropriate group of stakeholders to improve foot examinations among diabetic adults are registered nurses. They are crucial in patient care as they are on the frontline, directly involved in conducting foot examinations (Hidalgo-Ruiz et al., 2023). By ensuring thorough foot examinations, they uphold the principles of beneficence and nonmaleficence, promoting patients’ health and preventing avoidable harm. Additionally, they are responsible for adhering to professional standards and guidelines, including those related to diabetes management and preventive care. Nurses can introduce several ethical and sustainable actions to improve feet examination metrics. These actions include patient education and engagement and streamlined appointment scheduling. Shukla et al. (2020) elaborates that nurses can empower patients about diabetes