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– ## Assignment.docx – ## StrategicDevelopmentPlanSt.MarysHospital.pdf **## Assignment.docx** **Assignment: Quality Improvement Initiative Project** **Overview** You are an advanced practice nurse (APN) leader at a fictional non-profit community hospital, St. Mary’s General Hospital. Your Chief Nurs…
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– ## Assignment.docx
– ## StrategicDevelopmentPlanSt.MarysHospital.pdf
**## Assignment.docx**
**Assignment: Quality Improvement Initiative Project**
**Overview**
You are an advanced practice nurse (APN) leader at a fictional non-profit community hospital, St. Mary’s General Hospital. Your Chief Nursing Officer (CNO) has asked you to design and implement a hospital-wide Quality Improvement (QI) initiative that engages nurses and builds their QI skills.
**Key Requirements**
· Develop a comprehensive QI initiative that promotes nurse engagement and skill development
· Demonstrate familiarity with QI processes, leadership approaches, and graduate-level critical analysis
· Integrate evidence, best practices, and research from
**at least 12** scholarly sources
· Align your proposal with St. Mary’s mission, vision, and strategic plan (provided on Blackboard > Assignments)
**Paper Structure & Grading**
Follow the grading rubric precisely. Omitting or vaguely addressing any criterion will lower your grade or result in a non-pass. Each section below maps directly to the rubric:
**Introduction**
· State the purpose and scope of your QI initiative
· Preview the paper’s structure
**Background & Significance**
· Define Quality Improvement and its importance to healthcare, patients, and stakeholders
· Explain how QI connects to all nursing levels, emphasizing nurse leaders
· Identify the first step your APN leader will take, including:
· A specific QI tool or measure
· Rationale for its selection
· How to interpret and apply findings to guide decision-making
**Initiative Development**
· Outline strategies to engage nurses actively in QI
· Describe leadership style(s) and approaches you will use
· Detail resources, training, and support mechanisms
**Implementation Plan**
· Present a step-by-step rollout timeline
· Assign responsibilities and communication channels
**Evaluation & Sustainability**
· Define clear metrics and data-collection methods
· Explain how results will inform continuous improvement
· Propose strategies to sustain nurse engagement over time
**Conclusion**
· Summarize key recommendations
· Reflect on potential challenges and mitigation strategies
**Resources & Submission Guidelines**
· Download St. Mary’s Mission, Vision & Strategic Plan from Blackboard > Assignments.
· Review the detailed grading rubric in the course shell.
· You have one submission opportunity, late or incomplete work may not be accepted.
· Refer to the syllabus for formatting, citation style, and grading policies.
**Tips for Success**
· Be specific and succinct, avoid vague statements.
· Integrate multiple, credible sources; each reference must support a clear point.
· Align every element of your proposal with the hospital’s strategic goals.
· Proofread for clarity, coherence, and APA formatting.
**Additional Resources You Might Explore**
· Example QI tools: Plan-Do-Study-Act cycle, Root Cause Analysis, Lean methodologies
· Leadership frameworks: Transformational, Servant, and Situational Leadership
· Peer-reviewed journals on nursing QI best practices (e.g.,
_Journal of Nursing Care Quality_,
_BMJ Quality & Safety_)
**This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a MINIMUM of 10 pages/ [not counting references and the cover page]. Penalty will be imposed for exceeding or not meeting the minimum page requirement.**
**REFERENCES Must have DOI Numbers for me to look them up- If I am unable to verify the references points will be deducted.**
**Great resource to assist you:** [Reference List: Author/Authors – Purdue OWL® – Purdue University](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_author_authors.html)
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## Assignment.docx**
**Assignment: Quality Improvement Initiative Project**
**Overview**
You are an advanced practice nurse (APN) leader at a fictional non-profit community hospital, St. Mary’s General Hospital. Your Chief Nursing Officer (CNO) has asked you to design and implement a hospital-wide Quality Improvement (QI) initiative that engages nurses and builds their QI skills.
**Key Requirements**
· Develop a comprehensive QI initiative that promotes nurse engagement and skill development
· Demonstrate familiarity with QI processes, leadership approaches, and graduate-level critical analysis
· Integrate evidence, best practices, and research from
**at least 12** scholarly sources
· Align your proposal with St. Mary’s mission, vision, and strategic plan (provided on Blackboard > Assignments)
**Paper Structure & Grading**
Follow the grading rubric precisely. Omitting or vaguely addressing any criterion will lower your grade or result in a non-pass. Each section below maps directly to the rubric:
**Introduction**
· State the purpose and scope of your QI initiative
· Preview the paper’s structure
**Background & Significance**
· Define Quality Improvement and its importance to healthcare, patients, and stakeholders
· Explain how QI connects to all nursing levels, emphasizing nurse leaders
· Identify the first step your APN leader will take, including:
· A specific QI tool or measure
· Rationale for its selection
· How to interpret and apply findings to guide decision-making
**Initiative Development**
· Outline strategies to engage nurses actively in QI
· Describe leadership style(s) and approaches you will use
· Detail resources, training, and support mechanisms
**Implementation Plan**
· Present a step-by-step rollout timeline
· Assign responsibilities and communication channels
**Evaluation & Sustainability**
· Define clear metrics and data-collection methods
· Explain how results will inform continuous improvement
· Propose strategies to sustain nurse engagement over time
**Conclusion**
· Summarize key recommendations
· Reflect on potential challenges and mitigation strategies
**Resources & Submission Guidelines**
· Download St. Mary’s Mission, Vision & Strategic Plan from Blackboard > Assignments.
· Review the detailed grading rubric in the course shell.
· You have one submission opportunity, late or incomplete work may not be accepted.
· Refer to the syllabus for formatting, citation style, and grading policies.
**Tips for Success**
· Be specific and succinct, avoid vague statements.
· Integrate multiple, credible sources; each reference must support a clear point.
· Align every element of your proposal with the hospital’s strategic goals.
· Proofread for clarity, coherence, and APA formatting.
**Additional Resources You Might Explore**
· Example QI tools: Plan-Do-Study-Act cycle, Root Cause Analysis, Lean methodologies
· Leadership frameworks: Transformational, Servant, and Situational Leadership
· Peer-reviewed journals on nursing QI best practices (e.g.,
_Journal of Nursing Care Quality_,
_BMJ Quality & Safety_)
**This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a MINIMUM of 10 pages/ [not counting references and the cover page]. Penalty will be imposed for exceeding or not meeting the minimum page requirement.**
**REFERENCES Must have DOI Numbers for me to look them up- If I am unable to verify the references points will be deducted.**
**Great resource to assist you:** [Reference List: Author/Authors – Purdue OWL® – Purdue University](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_author_authors.html)
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
**## Assignment.docx**
**Assignment: Quality Improvement Initiative Project**
**Overview**
You are an advanced practice nurse (APN) leader at a fictional non-profit community hospital, St. Mary’s General Hospital. Your Chief Nursing Officer (CNO) has asked you to design and implement a hospital-wide Quality Improvement (QI) initiative that engages nurses and builds their QI skills.
**Key Requirements**
· Develop a comprehensive QI initiative that promotes nurse engagement and skill development
· Demonstrate familiarity with QI processes, leadership approaches, and graduate-level critical analysis
· Integrate evidence, best practices, and research from
**at least 12** scholarly sources
· Align your proposal with St. Mary’s mission, vision, and strategic plan (provided on Blackboard > Assignments)
**Paper Structure & Grading**
Follow the grading rubric precisely. Omitting or vaguely addressing any criterion will lower your grade or result in a non-pass. Each section below maps directly to the rubric:
**Introduction**
· State the purpose and scope of your QI initiative
· Preview the paper’s structure
**Background & Significance**
· Define Quality Improvement and its importance to healthcare, patients, and stakeholders
· Explain how QI connects to all nursing levels, emphasizing nurse leaders
· Identify the first step your APN leader will take, including:
· A specific QI tool or measure
· Rationale for its selection
· How to interpret and apply findings to guide decision-making
**Initiative Development**
· Outline strategies to engage nurses actively in QI
· Describe leadership style(s) and approaches you will use
· Detail resources, training, and support mechanisms
**Implementation Plan**
· Present a step-by-step rollout timeline
· Assign responsibilities and communication channels
**Evaluation & Sustainability**
· Define clear metrics and data-collection methods
· Explain how results will inform continuous improvement
· Propose strategies to sustain nurse engagement over time
**Conclusion**
· Summarize key recommendations
· Reflect on potential challenges and mitigation strategies
**Resources & Submission Guidelines**
· Download St. Mary’s Mission, Vision & Strategic Plan from Blackboard > Assignments.
· Review the detailed grading rubric in the course shell.
· You have one submission opportunity, late or incomplete work may not be accepted.
· Refer to the syllabus for formatting, citation style, and grading policies.
**Tips for Success**
· Be specific and succinct, avoid vague statements.
· Integrate multiple, credible sources; each reference must support a clear point.
· Align every element of your proposal with the hospital’s strategic goals.
· Proofread for clarity, coherence, and APA formatting.
**Additional Resources You Might Explore**
· Example QI tools: Plan-Do-Study-Act cycle, Root Cause Analysis, Lean methodologies
· Leadership frameworks: Transformational, Servant, and Situational Leadership
· Peer-reviewed journals on nursing QI best practices (e.g.,
_Journal of Nursing Care Quality_,
_BMJ Quality & Safety_)
**This assignment is to be submitted as an essay- with an introduction, questions developed at the graduate level, and a conclusion to summarize and synthesize key points. APA must be strictly followed. The page requirement for this project will be a MINIMUM of 10 pages/ [not counting references and the cover page]. Penalty will be imposed for exceeding or not meeting the minimum page requirement.**
**REFERENCES Must have DOI Numbers for me to look them up- If I am unable to verify the references points will be deducted.**
**Great resource to assist you:** [Reference List: Author/Authors – Purdue OWL® – Purdue University](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_author_authors.html)
**## StrategicDevelopmentPlanSt.MarysHospital.pdf**
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
1
MISSION, VISION & VALUES:
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
2
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
3
STRATEGIC PLAN:
VISION 2026
A Pledge from Our Leaders
While simultaneously fighting the impacts of COVID-19, our progressive teams at St. Mary’s General Hospital have been planning
with our community to chart a course for our future. It has galvanized our resolve to build on the compassion and excellence that
defines St. Mary’s, and grow stronger and healthier together within our organization and with our rapidly expanding, diverse and
innovative community.
With this backdrop, we are excited to introduce St. Mary’s Strategic Plan, a vision for the next 5-7 years, with two-year objectives to
propel us forward. We thank all who helped shape it – our staff, physicians, patients and families, local partners within and outside
healthcare, and the broader community. Their input helped us develop a new Mission, a new set of Values and a new Vision:
Inspiring Excellence. Healthier Together.
As we implement this strategic plan, we will gauge progress and adjust to meet new challenges. We will enhance our role as providers
of regional programs, and within a broader health system.
Together with our regional partner hospitals, St. Mary’s will accelerate collaboration with our region’s post-secondary institutions and
with Communitech, an innovation hub that supports local companies, some of which have a significant interest in advancing
excellence in health care. Together we will consider the future of health care through these innovations and learnings.
Five strategic priorities will guide our actions:
1. expand equitable access to high quality
2. empowered care
3. transform connected care with our partners and community
4. develop our team of today and the future
5. embrace new ways to innovate healthcare; and build for growth
All of this will bring focus to the diverse community we serve and ensure equity in care. Please join us as we evolve to serve you
better
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
4
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
5
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
6
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
7
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
8
STRATEGIC PLAN: ST MARY’S HOSPITAL SYSTEM
9
Supporting Our Plan
Across all of our strategic priorities there are foundational enablers that will be critical in supporting the achievement of our 2026
strategic plan. Enablers are key elements that St. Mary’s must have in place to ensure successful implementation, sustainability and
measurement of the strategy.
Ensure our future fiscal sustainability Create a safe, healthy & sustainable place
to work for all staff, physicians and
volunteers
LONG-TERM OBJECTIVE
LONG-TERM OBJECTIVE
• Ensure financial sustainability of St. Mary’s now and
in the future in order to meet the growing needs of
our community.
• Build inspiring places to work that empower
dedicated and healthy staff by ensuring sustainable
support, care and growth opportunities
• Increase our focus on diversity and inclusion in the
way we work and do things.
24 MONTH OBJECTIVES
24 MONTH OBJECTIVES
• Develop a robust financial strategy to address current
gaps in funding.
• Develop a strategic Health Human Resources plan
• Identify new funding avenues with partners
particularly in areas such as innovation
• Improve the team retention rate
• Implement a reinforcing management system that
aligns with our vision and supports deployment and
sustainment of strategic priorities.
• Measure performance in achieving the strategic plan
and priorities.
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