der outside the organization?

How would you characterize his or her leadership style?

What is his or her role in communication?

Is he or she viewed as a change agent?

Assess a leader’s organizational role as it relates to quality, safety, and evidence-based standards.

How is the leader’s role interdisciplinary?

What is one example of how this leader facilitates, participates, or fosters interprofessional or interdisciplinary collaboration?

What is an example of how this leader champions quality and safety in the organization or public health system?

Explain the rationale behind the selection of a leader to serve as a preceptor.

Describe why this leader is qualified to be a doctoral preceptor.

Is this person trusted and respected in the organization and community?

Identify the connections he or she has to formal and informal power and how might these be leveraged to assist you in a quality improvement project or evidence-based practice change.

For example, could you get help with navigating policy, recruiting team members, enlisting buy-in?

Identify a gap, problem, or opportunity for a capstone project.

Can this be connected to an organizational, systemic, or public health strategic priority?

What are the implications for patient outcomes and safety?

In the context of the health care system identified, how will you include the voice of the patient?

Summarize a leader’s ability to provide ethical stewardship and oversight when accessing sensitive organizational information.

What is within the leader’s capacity to protect?

What challenges has the leader encountered with regard to the ethical use of the organization’s private data?

How does a leader provide oversight with communications related to organizational information?

Write coherently to support a central idea, using correct grammar, mechanics, and APA formatting.

Capella NHS8040 21st-Century Health Care Leadership Assignments Papers Unit 5 Assignment

Project Charter Part 1

Overview

The project charter provides an overview of the proposed project and is a working plan for how it will be executed. It contains key information including the who, what, when, and where of the project and how it will be conducted. For this assignment, you will use information from the interview you conducted and the template linked in Resources to develop the first part of the project charter for your project.

Instructions

Drawing from the gap, need, or opportunity for improvement identified in the leadership interview, begin to develop a project charter for the topic. Although this project should address a relevant gap, data or contextual evidence may not be available. In that case, you may use fictitious information for this assignment or obtain data from the general literature (make sure to cite the source).

Using the Project Charter Template provided, complete Part 1 for this assignment. Write in the narrative where indicated. Be succinct but be sure to include all required information. Use citations as needed and include the reference list on the last page.

The following instructions correspond to the criteria in the assignment scoring guide, so be sure to address each point:

Create an acronym to identify the project name.

Get creative! A good acronym is memorable and distinct.

Justify the selection of departmental and executive sponsors.

Describe briefly why you chose these sponsors (fiscal, political, other support?).

Describe the overarching aim of the project, including the impact on a process or systems change.

Include a specific goal you hope to achieve by the end of the project.

Summarize the specific project strategy or intervention that will be used to accomplish the goal or aim.

Identify and provide a brief description of project team members and reasons for your choices.

Describe the impact the project will have on stakeholders, including patient safety and quality.

Be sure to note how you will include the voice of the patient or consumer.

Write coherently to support a central idea, using correct grammar, mechanics, and APA formatting.

Example assignment: You may use the assignment example, linked in the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.

NHS8040 21st-Century Health Care Leadership

Unit 7 Assignment – Project Charter Part 2

Overview

Continuing to draw from the gap, need, or opportunity for improvement identified in the leadership interview, complete Part 2 of the Project Charter Template begun in Unit 5.

Instructions

The following instructions correspond to the assignment scoring guide criteria. Part 2 of the project charter should:

Summarize the proposed project.

Describe who, what, when, and where in a concise manner.

Include the estimated project duration and budget if applicable.

Align the project purpose with at least one strategic priority identified in the leadership interview, including rationale for change.

Justify the business case for the project.

Speculate as to the impact on people, processes, or systems.

Explain the objective evidence to support the need for the proposed project.

Provide contextual information identified during the leadership interview.

Include available local, regional, and national data as empirical evidence of the need for change and cite sources appropriately in APA format.

Justify choice of three SMART objectives related to the proposed project.

Summarize what the project will and will not address (project scope).

Summarize the project deliverables, including milestones.

Identify the high-level “products” to be created, such as an improved process, employee manual, or formal policy.

Include a timetable with daily, weekly, and monthly milestones.

Write coherently to support a central idea, using correct grammar, mechanics, and APA formatting.

Example assignment: You may use the assignment example, linked in the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like. Capella NHS8040 All Assignment Papers.

Capella NHS8040 21st-Century Health Care Leadership Assignments Unit 9 Assignment

Final Project Charter

Continue to draw from the gap, need, or opportunity for improvement identified in the leadership interview to complete Part 3 of the Project Charter Template.

In addition to completing Part 3, remember to revise Parts 1 and 2 based on instructor feedback from the previous assignments. You are also required to create and submit a data collection tool in Excel and submit as an appendix to your project charter. Refer to the helpful links in Resources as you complete your assignment.

The following requirements correspond to the criteria in the assignment scoring guide, so be sure to address each point:

Analyze organizational or system strengths, weaknesses, opportunities, and threats (SWOT) in relation to the selected project aim.

Support the SWOT analysis with contextual information specific to the organization or health care system.

Identify and rate major known risks (low, medium, high risk) that could be barriers to the project.

Explain major assumptions for the project, including a description of logistical constraints that may affect the fidelity of the project.

Summarize pertinent ethical considerations that may be encountered during the project.

Address protected health information, HIPAA, human subject considerations, equitable care, and appropriate use of data.

Describe the communication strategies that will be used during the project.

Specify how the project manager will communicate to the executive sponsor, project team members, and stakeholders, including frequency of status updates, project team meetings, and so on.

Include descriptions of any visual tools or processes that will be used in communication such as Gemba walks, Gantt charts, dashboards, or safety cross.

List proposed outcomes and corresponding metrics to measure the outcomes.

Operationally define outcome measures.

Operationally define process measures.

Describe the purpose and use of the data collection plan.

Include a description of primary or secondary data, source, data integrity, and data security plan.

Attach a data collection tool in Excel appropriate for the data source and time frame for the project; include this as an appendix.

Write coherently to support a central idea, using correct grammar, mechanics, and APA formatting.

Example assignment: You may use the assignment example, linked in the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like. Capella NHS8040 21st-Century Health Care Leadership Assignments.

 

MORE INFO 

21st-Century Health Care Leadership

Introduction

The 21st century is a time of great change in health care. Think of it as a massive wave that’s sweeping across the landscape: It’ll impact everything from how we deliver care, to how we pay for it, and even our culture. And this wave will impact your job as well—if you’re not prepared for it! That’s why I’m here today to talk about what leadership skills will be needed over the next few years:

Understanding the past.

Understanding the past is important for understanding the present. It’s also important for planning for the future, and it’s even more important when you’re trying to lead in today’s world!

You see, if we don’t know our history—how things came to be and why they happened—we won’t be able to make informed decisions about how we can move forward as leaders. And without knowing that history, it’s impossible for us to create effective strategies that will help us achieve our goals as well as protect ourselves against failure or catastrophic outcomes.

Knowing the present.

You need to know the history of health care. The first steps toward improved patient outcomes and lower costs were taken in the 19th century. In the late 1880s, for example, Florence Nightingale began to advocate for hospital reform based on data from military hospitals that showed an average mortality rate of 10% compared with only 1% for civilian hospitals.*

In addition to being a great place to start, knowing what has been done before will help you understand how things work today and where they’re heading tomorrow.

Leading into the future.

In a world where technology is constantly changing and information is shared more freely, it’s important to be able to adapt. Leaders who can see beyond their organization’s immediate needs and focus on what lies ahead will be successful.

Leadership isn’t just about the past or present; it’s about looking forward and creating a better future for your team or organization. If you want to lead into the future, then make sure you’re looking at all the options available for improving your work environment so that everyone feels engaged and empowered—and ready for whatever comes next!

The health care leader of the 21st century will be expected to lead primarily in six areas:

The health care leader of the 21st century will be expected to lead primarily in six areas:

• Human factors. The ability to help patients and their families understand their own health care needs, make decisions about care, and participate in the process of receiving it is critical. This requires understanding how information from various sources can be combined with person-centered approaches that encourage dialogue between patients and providers.

• Financial stewardship and business acumen. It’s not enough for a health system’s leaders simply to oversee financial operations; they must also work closely with CEOs at other institutions so that all organizations function as one system within an integrated whole—not just separate corporations but also sharing data across boundaries so each institution knows what resources they need if they want greater efficiency or quality improvement efforts underway simultaneously across multiple locations within their network (eHealthcare).

• Information technology management expertise—including both technical knowledge of new technologies such as digital records management systems versus older analog ones like paper charts stored on filing cabinets instead using computerized patient databases because there are still many ways today’s hospitals can improve efficiency without sacrificing patient privacy standards which could lead them down wrong paths when trying new things out during pilot programs until things settle down into place long term later down road after proving themselves successful first time around before investing more capital dollars into something risky investment strategy like this one tends toward higher risk than lower risk strategy where risks outweigh rewards ratio over time horizon period being considered here so why take chance?”

Human factors.

Human factors are the people in your organization who make things happen. They’re the ones who get things done and make sure that everyone else has what they need to be successful.

Human factors are most important part of any organization, no matter what kind of business it is or how large or small it might be. It’s true for businesses across all industries and sectors, but especially so for hospitals because they operate under all sorts of constraints—financial, legal and regulatory—that can easily put them at risk when human resources issues arise as well as other types of risks like cyber threats and data breaches.

Financial stewardship and business acumen.

Financial stewardship and business acumen are critical skills for leaders of health care organizations. As the CFO or COO, you will be responsible for overseeing financial operations in your organization and making sure they align with strategic priorities. This includes:

• The role of the CFO in managing risk across all departments

• How to monitor cash flow, liquidity levels, and other metrics related to creditworthiness

• What steps can be taken to improve company performance through improved financial management practices

Information technology management.

Health care IT is a critical part of the future of health care. It’s complex, multi-faceted field that requires knowledge in many different areas—from understanding information technology to managing large budgets and teams. Healthcare leaders must have leadership skills to be successful in this field.

Knowledge of care delivery models and population health management strategies.

In the 21st century, health care leaders are expected to have a broad knowledge of care delivery models and population health management strategies. They need to be able to understand how each model fits into the larger picture, identify areas where it might not be working well and suggest changes that would improve patient outcomes.

Patient-centered care means treating patients as individuals with their own values, preferences and needs rather than focusing on general guidelines or procedures that apply across all populations. It’s based on the premise that every person has a unique medical history and therefore requires individualized treatment plans tailored just for them. Teamwork also plays an important role in patient-centered care since teamwork helps providers coordinate their efforts so they can take advantage of shared resources such as lab results or other data sources when determining what needs to happen next during an appointment with a patient

Leadership of interdisciplinary teams in order to ensure coordination across a continuum of care and providers within and across organizations.

Leadership of interdisciplinary teams in order to ensure coordination across a continuum of care and providers within and across organizations.

Leaders must be able to recruit, develop, retain, nurture, and reward talent. They should also help their organizations better understand the needs of their communities. The role of health systems leaders is evolving as technology continues to improve health outcomes for patients through prevention strategies such as screening for cancer or diabetes blood sugar levels at home rather than going into the doctor’s office every year for an annual checkup just like we used when I was growing up!

Culture change/organizational transformation, which is a driver for all other leadership skills.

Culture change is a driver for all other leadership skills.

Leading change requires you to be adaptable and flexible, so that your leadership style can work in any environment or situation.

The people you’re leading need to have the same level of adaptability as well—they should be able to use their individuality effectively without being afraid that it will compromise their ability to perform tasks correctly and efficiently.

Organizational culture must also be considered when developing new leadership skills because it influences how employees perceive each other’s behavior (e.g., scheduled vs unscheduled breaks), how they view management decisions (e.g., whether they view them as reasonable or unreasonable), and even how they interact with customers/clients/patients/etcetera

Conclusion

All of these areas are part of the health care leader of the 21st century. Health care leaders will be expected to lead not only in caring for patients but also in strategic planning, organizational design and integration, quality improvement through evidence-based research, organizational leadership and change management, ethical decision making and patient/client satisfaction/satisfied patients.