Take My Class Online logo

Get Help 24/7

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Student Name

Capella University

NURS-FPX 6210 Leadership and Management for Nurse Executives

Prof. Name:


 Strategic Visioning with Stakeholders

Good morning everyone. I am Emma. Today, we unveil our strategic plan for elevating quality and safety within St. Mary’s Community Hospital. Our roadmap focuses on robust community partnerships, telemedicine expansion, and technology optimization. Through transparent communication, stakeholder engagement, and alignment with cultural, ethical, and regulatory considerations, we aim to drive meaningful improvements in patient care outcomes.

Strategic Plan Summary for Quality and Safety Improvements in a Care Setting

Three main objectives make up St. Mary’s Community Hospital’s strategic plan, which aims to achieve the desired improvements in quality and safety in the care setting. The first goal centers on establishing robust community partnerships to address healthcare disparities effectively. Within six months, the hospital aims to forge alliances with at least three community clinics and non-profits. This will be preceded by a comprehensive needs assessment conducted within the initial three months to identify priority areas for intervention. Over the subsequent nine months, tailored health education workshops or outreach programs will be developed based on the assessment findings. Additionally, the hospital aims to increase patient referrals from community organizations by 20% within the year (Andrasik et al., 2021).

The second goal involves the expansion of telemedicine services, aiming for a 30% increase in appointments within one year. This expansion will include incorporating specialty consultations and remote monitoring. To support this initiative, the hospital plans to establish five partnerships with community clinics and non-profits. However, challenges such as compatibility issues, data security concerns, and staff resistance to technology adoption must be addressed. Mitigation strategies include conducting thorough risk assessments, providing comprehensive training to staff members, and ensuring interoperability among different healthcare systems and devices (Payán et al., 2022).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The third goal focuses on optimizing technology utilization to enhance patient care processes. Specific initiatives include integrating AI/ML algorithms into clinical decision support systems to improve diagnostic accuracy and ensure interoperability among different healthcare systems and devices. Key metrics include a 20% increase in efficiency through EHR optimization initiatives within one year, a 10% reduction in system errors within one year, and a 25% increase in patient referrals from community organizations.

However, challenges such as financial constraints impacting funding availability for technology optimization initiatives and regulatory compliance risks must be addressed. Mitigation strategies include developing strategic financial plans, exploring alternative funding streams, staying updated on regulatory developments, conducting regular compliance audits, and establishing robust governance frameworks (Aapro et al., 2020). Through these concerted efforts, St. Mary’s Community Hospital aims to achieve meaningful and sustainable improvements in patient care outcomes while upholding its mission, vision, and values.

Stakeholder Communication Strategy for Care Quality & Safety

Identify Key Stakeholders and Constituencies

At St. Mary’s Community Hospital, the success of the strategic plan hinges on effective communication with key stakeholders and constituencies. Hospital leadership is a pivotal decision-maker who must endorse and allocate resources to support the plan. Department heads, such as those overseeing IT, Nursing, and Quality Improvement, are integral for executing specific initiatives and ensuring alignment with organizational goals.

Frontline staff, comprising nurses, physicians, and other healthcare professionals, play a vital role in implementing the plan, as they are directly involved in patient care delivery and technological integration. Community organizations, including non-profits and clinics, collaborate closely with the hospital to address healthcare disparities and improve community health outcomes. Lastly, patients, as the ultimate beneficiaries, provide invaluable insights and feedback essential for refining the plan to meet their needs (Petkovic et al., 2020).

Address Cultural and Ethical Factors

Cultural and ethical factors must be considered in crafting the communication strategy to ensure inclusivity and respect. Communication materials should be translated into multiple languages and presented in accessible formats to accommodate linguistic diversity and individuals with disabilities. Additionally, outreach efforts should demonstrate cultural sensitivity, acknowledging and respecting the values, beliefs, and traditions of diverse communities. Regular forums such as town hall meetings, focus groups, and surveys provide opportunities for stakeholders to voice concerns respectfully and contribute to collaborative decision-making (Schouten et al., 2020).

Strategies for Communication 

Strategies for communication should prioritize transparency, flexibility, engagement, and professionalism. Open and transparent communication channels, including regular updates and progress reports, keep stakeholders informed and engaged throughout the planning and implementation process (Holroyd et al., 2020). Varied communication methods, such as email, newsletters, meetings, and social media, cater to diverse stakeholder preferences and accessibility needs. Interactive forums and feedback mechanisms foster ongoing engagement and participation from all stakeholders, creating a collaborative environment conducive to achieving shared goals. Professional and respectful communication ensures that stakeholders feel valued and heard, enhancing understanding and trust (Fedorowicz et al., 2022).

Assumptions Underlying the Communication Strategy

Assumptions underlying the communication strategy include stakeholder receptivity to transparent and honest communication, prioritization of cultural sensitivity, and inclusivity in all communication efforts. It has recognition of varied communication preferences among stakeholders, and understanding that building collaborative partnerships requires ongoing communication and engagement (Lee & Li, 2021). By aligning communication efforts with these assumptions and integrating cultural and ethical considerations, St. Mary’s Community Hospital can effectively convey the strategic plan. It gain buy-in from stakeholders, and foster a collaborative and inclusive environment conducive to its successful implementation and sustainability.

Alignment Actions for Safety and Quality Improvements in a Care Setting

Actions for Aligning Systems and Structure 

Several actions are necessary to align St. Mary’s Community Hospital with its strategic goals. Firstly, the hospital must ensure that its organizational structure supports implementing the strategic plan. This involves clarifying roles and responsibilities, establishing clear lines of communication, and fostering collaboration between departments (Samardzic et al., 2020). Additionally, the hospital’s systems, including information technology, quality improvement, and performance management, need to be aligned with the strategic goals. This may involve upgrading technology infrastructure, implementing new processes, and integrating data systems to support decision-making and accountability (Rudin et al., 2020).

Shared Values, Management Style, Skills, and Staff with Strategic Goals

Aligning shared values with strategic goals requires engaging stakeholders and reinforcing a culture of excellence, innovation, and patient-centered care. Leadership plays a crucial role in shaping the management style to align with the strategic direction. Leaders should exhibit traits such as vision, communication, and adaptability to inspire and motivate staff towards achieving the goals. Additionally, staff training and development programs should be aligned with the skills required to implement the strategic initiatives successfully. This may involve providing ongoing education, mentorship, and professional development opportunities to enhance staff competencies (Zajac et al., 2021).

Changes Needed to Achieve Goals

To achieve these goals, St. Mary’s Community Hospital needs to undergo organizational changes that promote alignment with the strategic plan. This includes revising policies and procedures, restructuring departments, and implementing performance metrics aligned with the strategic objectives. Furthermore, fostering a culture of continuous improvement and accountability is essential to sustain alignment over time. Frequent tracking and assessment of the organization’s progress toward strategic goals will help pinpoint areas for development and guarantee that it stays on course (Brancalion & Lima, 2022).

 Processes and Goals for Onboarding Relevant Groups or Individuals

In terms of onboarding relevant groups or individuals, the hospital should have clear goals and processes in place to integrate new staff members and stakeholders into the organization effectively. The hospital’s mission, vision, principles, and strategic objectives are all introduced to new hires through thorough orientation programs. Assigning mentors or buddies to newly hired staff members can also help them integrate into the organization and comprehend their role in accomplishing the strategic objectives. Regular feedback and performance evaluations should be conducted to assess the effectiveness of the onboarding process and make necessary adjustments to ensure its success (Ravaghi et al., 2020). By prioritizing alignment and fostering a culture of accountability and continuous improvement, St. Mary’s Community Hospital can position itself for success in achieving its strategic objectives.

Evaluating Implementation and Outcomes Vs. Current Benchmarks

In evaluating the success of the strategic plan at St. Mary’s Community Hospital, several vital components will be considered to ensure that objectives are met and outcomes are achieved. Successful implementation of the plan involves the effective execution of initiatives outlined within the specified timeframe and budget while also aligning with the hospital’s mission, vision, and values. This requires close monitoring of progress, regular assessment of performance metrics, and adjustment of strategies as needed to address any emerging challenges or opportunities (Godana, 2022).

Successful implementation of the strategic plan entails achieving predetermined goals and objectives within the specified timeframe and budget while maintaining alignment with the hospital’s overarching mission, vision, and values. It involves engaging stakeholders, effectively allocating resources, and overcoming obstacles to ensure that initiatives are executed according to plan. Additionally, successful implementation requires fostering a culture of accountability, innovation, and continuous improvement throughout the organization (Linnander et al., 2020). 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The successful outcomes of this project include tangible improvements in patient care processes, enhanced efficiency and effectiveness of healthcare delivery, and increased access to healthcare services for underserved populations. Additionally, successful outcomes may be measured by improvements in patient satisfaction, clinical outcomes, and financial performance metrics. These outcomes reflect the hospital’s ability to achieve its strategic objectives and fulfill its commitment to providing high-quality care to the community (Liu et al., 2021). To compare outcomes to current performance benchmarks, St. Mary’s Community Hospital will utilize a variety of quantitative and qualitative measures. This includes analyzing key performance indicators such as patient satisfaction scores, readmission rates, mortality rates, and financial metrics.

Benchmarking against industry standards and best practices will provide context for evaluating performance and identifying areas for improvement (Schiopoiu & Ferhati, 2020). Data collection to assess specific goals and outcomes will involve both quantitative and qualitative methods. This may include tracking metrics related to patient outcomes, such as length of stay, infection rates, and medication errors, as well as gathering feedback from patients, staff, and other stakeholders through surveys, focus groups, and interviews. Additionally, data on resource utilization, technology adoption, and process efficiencies will be collected to assess the impact of strategic initiatives (Thubaity & Shalby, 2023).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

In prioritizing objectives, St. Mary’s will focus on initiatives that have the most significant potential to drive meaningful improvements in patient care, address healthcare disparities, and enhance organizational effectiveness. Evaluation against benchmarks will involve comparing performance data before and after the implementation of the strategic plan, as well as benchmarking against industry peers and best practices.

Areas of uncertainty or knowledge gaps will be addressed through ongoing monitoring, data analysis, and stakeholder feedback to ensure that the strategic plan remains responsive to evolving needs and priorities (Hill et al., 2020). By rigorously evaluating implementation and outcomes against current performance benchmarks, St. Mary’s Community Hospital can determine the effectiveness of its strategic plan, recognize areas of success and areas for progress, and make informed decisions to drive continuous improvement in patient care delivery.

Incorporating Cultural, Ethical, and Regulatory Considerations in the Strategic Plan Design and Implementation

At St. Mary’s Community Hospital, pertinent cultural, ethical, and legal factors are crucial in determining how a strategic plan is created and carried out. Cultural factors comprise the norms, values, and beliefs of various stakeholder groups, such as staff, patients, and the community at large. Ethical considerations involve upholding principles of integrity, respect, and justice in decision-making processes. Regulatory factors encompass compliance with laws, regulations, and standards governing healthcare delivery.

Cultural Considerations

Cultural considerations influence strategic planning by ensuring that initiatives are culturally sensitive and responsive to the needs and preferences of diverse populations. For example, in designing community partnership programs, cultural factors such as language, religion, and traditions are taken into account to ensure inclusivity and accessibility. Strategies for implementation may involve hiring staff from diverse backgrounds. It providing language interpretation services, and tailoring outreach efforts to specific cultural groups (Schouten et al., 2020).

Ethical Considerations

Ethical considerations guide decision-making processes and actions. It ensure that they align with principles of beneficence, non-maleficence, autonomy, and justice. In strategic planning, ethical considerations influence the prioritization of initiatives that prioritize patient safety, respect patient autonomy, and support equitable access to healthcare services. For example, ethical guidelines inform decisions regarding the accountable use of patient data, informed consent processes, and allocation of resources to address healthcare disparities (Henein & Ells, 2021).

Regulatory Considerations

Regulatory considerations shape the design and implementation of strategic initiatives by ensuring compliance with laws, regulations, and standards governing healthcare delivery. This includes adherence to privacy regulations such as HIPAA, accreditation standards from organizations like The Joint Commission, and state and federal healthcare regulations. Strategies for implementation may involve conducting regular audits and training staff on compliance requirements. It also establishes governance structures to oversee regulatory compliance (Eisenberg, 2022).

Application to Leadership Decision-Making

In leadership decision-making, cultural, ethical, and regulatory considerations are integral factors that inform strategic planning and implementation. Leaders must navigate potential conflicts and dilemmas arising from divergent cultural norms, ethical principles, and regulatory requirements. For example, a conflict may arise between a hospital’s ethical obligation to prioritize patient safety and cultural beliefs that influence treatment decisions. In such cases, leaders must engage stakeholders, assess risks, and develop solutions that balance ethical considerations with cultural sensitivity and regulatory compliance (Majers & Warshawsky, 2020).

Addressing Potential Conflicts

Identification and proactive resolution of potential conflicts pertaining to cultural, ethical, and legal issues are imperative for the effective execution of the strategic plan. This may involve establishing clear communication channels, engaging in collaborative decision-making processes, and seeking input from diverse stakeholders. By integrating cultural competence training, ethics education, and regulatory compliance measures into leadership decision-making processes (Wehkamp et al., 2021). St. Mary’s Community Hospital can navigate potential conflicts effectively and promote a culture of ethical, culturally sensitive, and compliant healthcare delivery.

 Role of a Nurse Leader in Sustaining a Strategic Direction and Implementing

As a nurse leader at St. Mary’s Community Hospital, my role in effectively applying and sustaining strategic direction is multifaceted and crucial to the organization’s success. Firstly, I am responsible for providing visionary leadership that inspires and motivates staff to embrace the strategic plan and align their efforts with its objectives. This involves communicating the vision, mission, and values of the organization effectively, fostering a culture of accountability, and promoting teamwork and collaboration across departments (Srivarathan et al., 2020).

Secondly, I play a pivotal role in translating strategic goals into actionable plans and initiatives that are feasible, realistic, and aligned with the hospital’s resources and priorities. This includes developing implementation strategies, assigning responsibilities, and monitoring progress toward achieving milestones and objectives. Additionally, I facilitate ongoing evaluation and assessment of the strategic plan to identify areas of strength and areas needing improvement and make necessary adjustments to ensure alignment with organizational goals (Umuhoza et al., 2022).

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

The application and maintenance of strategic direction at St. Mary’s Community Hospital is made possible by my role as a nurse leader, which is firmly based on leadership and healthcare theories. In order to successfully implement strategic initiatives, teams must be inspired and motivated to embrace change and innovation, according to transformational leadership theory (Hussain & Khayat, 2021). Situational leadership theory guides my approach to adapting leadership styles based on the specific needs and readiness levels of staff members.

Systems theory informs my understanding of healthcare organizations as complex systems, helping me anticipate potential challenges and proactively address gaps or mismatches in theories to ensure alignment between strategic goals and operational realities (Ahern & Loh, 2020). By providing visionary leadership, translating strategic goals into actionable plans, and integrating leadership and healthcare theories into my approach, I can effectively guide the organization toward achieving its long-term objectives. Through ongoing evaluation and assessment, I remain committed to ensuring that the strategic plan remains responsive to evolving needs and priorities, ultimately driving continuous improvement in patient care outcomes.

Leveraging Qualities of Leadership for Successful Strategic Implementation and Direction

My leadership abilities and skills position me effectively to spearhead the successful implementation and sustained direction of the strategic plan at St. Mary’s Community Hospital. Through clear vision and effective communication, I can articulate strategic objectives, ensuring team alignment and buy-in. Moreover, my flexibility and spirit enable me to navigate challenges and setbacks, adjusting approaches as needed to keep the plan on track. Additionally, my strategic thinking and decision-making abilities allow me to anticipate potential issues and proactively address them, guiding the team toward achieving our goals.

Given my comprehensive understanding of the organization’s goals and values, coupled with my demonstrated track record of successful leadership in healthcare settings, I am the ideal candidate to lead this initiative. My past experiences leading teams through complex projects, such as EHR system upgrades, highlight my ability to effectively communicate goals, delegate tasks, and resolve issues promptly, resulting in tangible improvements in efficiency and patient care outcomes (Goel, 2023).

Throughout my career, I have exhibited strong leadership qualities, including effective communication, collaboration, and problem-solving. I have maintained a positive attitude and sought innovative solutions to overcome obstacles, ensuring project success. While I acknowledge areas for personal growth, particularly in strategic planning and change management, I am committed to continuous learning and professional development to enhance my leadership abilities further and drive even greater success in implementing and sustaining strategic direction at St. Mary’s Community Hospital.


In conclusion, our strategic plan at St. Mary’s Community Hospital prioritizes quality and safety improvements through community partnerships, telemedicine expansion, and technology optimization. With transparent communication, stakeholder engagement, and alignment with cultural, ethical, and regulatory considerations, we are poised to drive sustainable enhancements in patient care outcomes. Our commitment to these initiatives reflects our dedication to upholding the highest standards of healthcare delivery. It ensures the well-being of our patients and communities.


Aapro, M., Bossi, P., Dasari, A., Fallowfield, L., Gascón, P., Geller, M., Jordan, K., Kim, J., Martin, K., & Porzig, S. (2020). Digital health for optimal supportive care in oncology: Benefits, limits, and future perspectives. Supportive Care in Cancer28(10), 4589–4612. https://doi.org/10.1007/s00520-020-05539-1 

Ahern, S., & Loh, E. (2020). Leadership during the COVID-19 pandemic: Building and sustaining trust in times of uncertainty. BMJ Leader5(4). https://doi.org/10.1136/leader-2020-000271 

Andrasik, M. P., Broder, G. B., Wallace, S. E., Chaturvedi, R., Michael, N. L., Bock, S., Beyrer, C., Oseso, L., Aina, J., Lucas, J., Wilson, D. R., Kublin, J. G., & Mensah, G. A. (2021). Increasing black, Indigenous and people of color participation in clinical trials through community engagement and recruitment goal establishment. PLOS ONE16(10), e0258858. https://doi.org/10.1371/journal.pone.0258858 

Brancalion, F. N. M., & Lima, A. F. C. (2022). Process-based management aimed at improving health care and financial results. Revista Da Escola de Enfermagem Da USP56https://doi.org/10.1590/1980-220X-REEUSP-2021-0333en 

Eisenberg, M. A. (2022). Clinical informatics policy and regulations. Clinical Informatics Study Guide, 35–45. https://doi.org/10.1007/978-3-030-93765-2_3 

Fedorowicz, S., Riley, V., Cowap, L., Ellis, N. J., Chambers, R., Grogan, S., Crone, D., Cottrell, E., Carter, D. C., Roberts, L., & Gidlow, C. J. (2022). Using social media for patient and public involvement and engagement in health research: The process and impact of a closed facebook group. Health Expectationshttps://doi.org/10.1111/hex.13515 

Godana, C. (2022). Effect of organizational dynamics on strategy implementation in the health sector of Marsabit county. Repository.kemu.ac.ke. http://repository.kemu.ac.ke/handle/123456789/1384 

Goel, S. (2023). Public health leadership “Transformation of dreams to reality.” Indian Journal of Public Health67(2), 197–197. https://doi.org/10.4103/ijph.ijph_769_23 

Henein, M., & Ells, C. (2021). Identifying and classifying tools for health policy ethics review: A systematic search and review. Health Care Analysis29(1), 1–20. https://doi.org/10.1007/s10728-020-00422-w 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Hill, J. E., Stephani, A.-M., Sapple, P., & Clegg, A. J. (2020). The effectiveness of continuous quality improvement for developing professional practice and improving health care outcomes: A systematic review. Implementation Science15(1). https://implementationscience.biomedcentral.com/articles/10.1186/s13012-020-0975-2 

Holroyd, T. A., Oloko, O. K., Salmon, D. A., Omer, S. B., & Limaye, R. J. (2020). Communicating recommendations in public health emergencies: The role of public health authorities. Health Security18(1), 21–28. https://doi.org/10.1089/hs.2019.0073 

Hussain, M. K., & Khayat, R. A. M. (2021). The impact of transformational leadership on job satisfaction and organisational commitment among hospital staff: A systematic review. Journal of Health Management23(4), 097206342110504. https://doi.org/10.1177/09720634211050463 

Lee, Y., & Li, J. Q. (2021). The role of communication transparency and organizational trust in publics’ perceptions, attitudes and social distancing behaviour: A case study of the COVID‐19 outbreak. Journal of Contingencies and Crisis Management29(4). https://doi.org/10.1111/1468-5973.12354 

Linnander, E., McNatt, Z., Boehmer, K., Cherlin, E., Bradley, E., & Curry, L. (2020). Changing hospital organisational culture for improved patient outcomes: Developing and implementing the leadership saves lives intervention. BMJ Quality & Safety30(6). https://doi.org/10.1136/bmjqs-2019-010734 

Liu, M., Hu, L., Guo, R., Wang, H., Cao, M., Chen, X., & Liu, Y. (2021). The influence of patient and hospital characteristics on inpatient satisfaction at Beijing district-level hospitals. Patient Preference and AdherenceVolume 15, 1451–1460. https://doi.org/10.2147/ppa.s314910 

Majers, J. S., & Warshawsky, N. (2020). Evidence-based decision-making for nurse leaders. Nurse Leader18(5). https://doi.org/10.1016/j.mnl.2020.06.006 

Payán, D. D., Frehn, J. L., Garcia, L., Tierney, A. A., & Rodriguez, H. P. (2022). Telemedicine implementation and use in community health centers during COVID-19: Clinic personnel and patient perspectives. SSM – Qualitative Research in Health2, 100054. https://doi.org/10.1016/j.ssmqr.2022.100054 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Petkovic, J., Riddle, A., Akl, E. A., Khabsa, J., Lytvyn, L., Atwere, P., Campbell, P., Chalkidou, K., Chang, S. M., Crowe, S., Dans, L., Jardali, F. E., Ghersi, D., Graham, I. D., Grant, S., Smith, R. G., Guise, J.-M., Hazlewood, G., Jull, J., & Katikireddi, S. V. (2020). Protocol for the development of guidance for stakeholder engagement in health and healthcare guideline development and implementation. Systematic Reviews9(21), 1–11. https://doi.org/10.1186/s13643-020-1272-5 

Ravaghi, H., Beyranvand, T., Mannion, R., Alijanzadeh, M., Aryankhesal, A., & Belorgeot, V. D. (2020). Effectiveness of training and educational programs for hospital managers: A systematic review. Health Services Management Research34(2), 095148482097146. https://doi.org/10.1177/0951484820971460 

Rudin, R. S., Fischer, S. H., Damberg, C. L., Shi, Y., Shekelle, P. G., Xenakis, L., Khodyakov, D., & Ridgely, M. S. (2020). Optimizing health IT to improve health system performance: A work in progress. Healthcare8(4), 100483. https://doi.org/10.1016/j.hjdsi.2020.100483 

Samardzic, M. B., Doekhie, K. D., & Wijngaarden, J. D. H. V. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health18(1). https://human-resources-health.biomedcentral.com/articles/10.1186/s12960-019-0411-3 

Schiopoiu, A. B., & Ferhati, K. (2020). The managerial implications of the key performance indicators in healthcare sector: A cluster analysis. Healthcare9(1), 19. https://doi.org/10.3390/healthcare9010019 

Schouten, B. C., Cox, A., Duran, G., Kerremans, K., Banning, L. K., Lahdidioui, A., Muijsenbergh, M. van den, Schinkel, S., Sungur, H., Suurmond, J., Zendedel, R., & Krystallidou, D. (2020). Mitigating language and cultural barriers in healthcare communication: Toward a holistic approach. Patient Education and Counseling103(12). https://doi.org/10.1016/j.pec.2020.05.001 

Srivarathan, A., Lund, R., Christensen, U., & Kristiansen, M. (2020). Social relations, community engagement and potentials: A qualitative study exploring resident engagement in a community-based health promotion intervention in a deprived social housing area. International Journal of Environmental Research and Public Health17(7), 2341. https://doi.org/10.3390/ijerph17072341 

NURS FPX 6210 Assessment 3 Strategic Visioning With Stakeholders

Thubaity, D. D. A., & Shalby, A. Y. M. (2023). Perception of health teams on the implementation of strategies to decrease nursing errors and enhance patient safety. Journal of Multidisciplinary HealthcareVolume 16, 693–706. https://doi.org/10.2147/jmdh.s401966 

Umuhoza, S. M., Musange, S. F., Nyandwi, A., Gatome-Munyua, A., Mumararungu, A., Hitimana, R., Rulisa, A., & Uwaliraye, P. (2022). Strengths and weaknesses of strategic health purchasing for universal health coverage in Rwanda. Health Systems & Reform8(2). https://doi.org/10.1080/23288604.2022.2061891 

Wehkamp, K., Kuhn, E., Petzina, R., Buyx, A., & Rogge, A. (2021). Enhancing patient safety by integrating ethical dimensions to critical incident reporting systems. BMC Medical Ethics22(1). https://doi.org/10.1186/s12910-021-00593-8 

Zajac, S., Woods, A., Tannenbaum, S., Salas, E., & Holladay, C. L. (2021). Overcoming challenges to teamwork in healthcare: A team effectiveness framework and evidence-based guidance. Frontiers in Communication6(1). Frontiersin. https://doi.org/10.3389/fcomm.2021.606445 


Post Categories


error: Content is protected, Contact team if you want Free paper for your class!!