• Educational nurse-run urgent care: this would be an urgent care primarily run by nurses with oversight from a couple NP's or doctors. This urgent care works closely with nursing schools to educate students on patient prioritization in an outpatient and non-emergent environment with highly skilled nurse expertise

• Democratic-run nursing unit: promotion of the nurse to leadership roles is based on the approval and vote of their peers. There is no campaign for position, but an election from coworkers. Systems such as audits would be in place to ensure the nurse is on top of their work. I thought of this because I have many coworkers who I believe would be great leaders, but never advocated themselves for the position.

This would be a clinic that is geared towards healthcare workers and provides mental health care like therapy, counseling, and peer support, health and fitness classes, classes on injury prevention, burnout prevention, and stress management. Burnout can have major consequences for nurses and their patients; and there has been an increase in nurse burnout and compassion fatigue in recent years. Being able to directly manage and prevent burnout and compassion fatigue would be a great benefit for our profession.

Our ideal setting would be a community health clinic focusing on comprehensive health & preventative care. The clinic would be run by RN's & APRN's, with oversight from MD's as needed for operation. The clinic would accept patients regardless of insurance status, and would provide services at low or no cost to patients. Our clinic would provide services such as:

• Preventive health screenings such as annual physicals & cancer prevention screenings (i.e. PAP smear, mammogram, breast MRI, skin checks, etc.)

• Primary & family care services for medication management, disease monitoring, and newborn/infant care.

• Vaccinations for patients of all ages, including newborn vaccination series, annual vaccinations (i.e. flu, COVID), updating vaccines as needed, and older adult preventative vaccinations (i.e. shingles, etc.)

• Mental health resources such as counseling & therapy services, medication management, support groups & social workers

• Physical & occupational therapy providers

• Nutritional counseling from nurses and registered dieticians for patients with diabetes, heart or kidney disease, GI diseases, pregnancy, etc.

• Food pantry and resources for patients with food insecurity.

• Outpatient pharmacy

• Laboratory

• Imaging Center for x-rays, PET/CT, MRI, US

Assignment/Week

Part 1/ Week 1

• Leader: Brie Gelfer

Part 2/Week 7

• Leader: Breanna Moya

Part 3/Week 9

• Leader: Jonathan Pelayo

Part 4/Week 11

• Leader: Clara Wai

Part 5/Week 14

• Leader: Brie Gelfer

Final Project/Week 15

• Leader: Brie Gelfer

• Other: Breanna Moya

• Other: Jonathan Pelayo

• Other: Clara Wai

The mission is to bring accessibility, and serve patients of all populations with friendliness, kindness, and respect. 

Past Trends: 

1. Increase in telehealth to offer virtual care after the pandemic and quarantine. This has helped a lot of patients with accessibility issues, and is great for visits such as education, follow up, medication refills. 

2. Use of electronic medical records and sharing with patients. Over the years, the use of electronics has become a standard in healthcare across the board. In the past few years, the records have been made available to patients easily via electronic as well. 

3. Expansion of nursing roles. There has been an increase in demand of Nurse Practitioners, CRNAs, and other advanced specialized nurses. 

Future trends: 

1. Use of AI and robotics. I imagine an increase in use of AI, whether it is with equipment to monitor patients at home, or to interpret data and results more quickly. 

2. Increase in home health. For patients to be able to receive medical care in home as opposed to the hospital environment would be very beneficial. 

3. Higher education, specialty education. Continuous learning is a given but I believe more opportunities to specialize and further education will arise. 

Vision statement

Our clinic will be known for its transformative efforts to provide utmost health and preventative services that is affordable, accessible, and exceptional.

Core Values: 

Respect, person-centered, compassion, safety

Past trends:

1. Shifted away from paternalistic healthcare to patient-centered & patient-partnered approach, with emphasis on patient involvement, education, and choice of care.

2. Shifted from treating disease and illnesses to focus on preventive care, including emphasis on community health and outreach with education for risk reduction and health preservation.

3. Increased use of telehealth services to provide care to a broader population of patients, including rural communities and at-risk patient populations.

Future trends:

1. Increased preventative screenings for cancer, including updated guidelines for lung cancer screenings, skin cancer screenings, colon cancer screenings, and breast cancer screenings.

2. Increased community health education programs and services from healthcare organizations for at-risk communities and populations.

3. Focus on older-adult health and wellness, with emphasis on symptom reduction and disease management through aging.

Vision statement: Our clinic will provide free or low-cost primary and preventative health services to communities and individuals at need with a focus on patient-centered care and community health.

Core values: Integrity, compassion, accessibility, & quality

Mission Statement: To provide accessible, high-quality, and compassionate healthcare services to diverse communities, focusing on prevention, wellness, and education.

Trends in the Past 10 Years:

-Telehealth and telemedicine

-Ongoing shortage of nurses in the united states.

-Growing efforts to diversify the healthcare profession.

Trends in the Next 10 Years:

-Integration of AI technology in the healthcare field.

-Focus on mental health care and wellness.

-Growth in advanced practice nurses.

Draft Vision Statement: To be a provider of accessible and equitable healthcare, creating healthier communities through culturally competent compassionate care and education. We envision a future where every individual has the resources, support, and opportunities to achieve better health and well-being.

Core Values: Patient Centered, Compassion, Accessibility, Health Equity

Over the past 10 years some rising trends include the relevance of telehealth, an increase of nurse burnout leading to a bedside exodus, and a shift to value-based care for individuals.

Over the next 10 years I predict larger healthcare corporations buying out more small hospitals to form bigger corporations, an aging population of boomers which will create a bigger need for nurses, and implementation of more artificial intelligence within healthcare.

Vision Statement – To become a model community organization in the region for health promotion of individuals.

Core Values - Holistic, accessible, all-encompassing, and integrity

NEGOTIATION Qs to answer: What is the real problem? What is the BATNA(Best alt to a negotiated agreement) of each person? Whose is stronger? What are the power issues? What are the other considerations in the case? What should the nurse leader/manager do?

OR

CONFLICT Qs to answer: What is the problem? What are the key issues? What is the perspective of each person in the conflict? What should the nurse leader do? What leadership style would be most appropriate for this situation?

What should the nurse leader do? The nurse leader should first acknowledge both staff. The nurse manager should reflect back on the core values of Accessibility, Patient-Centered, Integrity, and Compassion in handling this conflict. Listen to both the NP's thought process with the diagnosis, as well as the RN's concerns and recommendations. Allowing the space to communicate may lead to a mutual consensus between the RN and NP of what to do and what to recommend the patient.

What leadership style?

Servant leadership would be a good one in this conflict for the nurse manager. The idea of servant leadership is about serving other people, and not personal gain or control. Both the RN and NP have the medical knowledge and can work out what is best for the patient, there is nothing for the manager to gain or win. As a leader, being supportive, empowering, and fostering open communication would best serve this conflict.

What is the problem?

The problem in this case study is the difference in approach both health professionals want to take in the patient’s care. RN Sally wants to provide thorough, preventative care while the NP Patty emphasizes financial concerns and institutional resource management. The conflict begins when the NP Patty and RN Sally cannot agree on whether more testing should be done for the patient and each side feels unheard.

What are the key issues?

The key issue is one believes more testing should be done for the patient and the other believes further testing is unnessary as it will only cause financial burden to the organization. A compromise and understanding cannot be reached between RN Sally and NP Patty.

What is the perspective of each person in the conflict?

Each individual has a different perspective on the situation. RN Sally sees herself as a patient advocate, taking preventative measures, and being cautious. NP Patty is relying on risk assessment but is also aware of the financial impact this may cause the organization. The conflict continues as NP Patty feels her diagnosis/decision is not being respected to not run further tests while RN Sally feels unheard or disregarded in the concerns she has expressed. 

What should the nurse leader do?

The nurse leader should first acknowledge both staff. The nurse leader should reflect back on the core values of Accessibility, Patient-Centered, Integrity, and Compassion in handling this conflict. Listen to both NP Patty's thought process with the diagnosis, as well as RN Sally's concerns and recommendations. Allowing the space to communicate may lead to a mutual consensus between RN Sally and NP Patty of what to do and how best to continue the patient.

What leadership style would be most appropriate for this situation?

Servant leadership would be a good one in this conflict for the nurse manager. The idea of servant leadership is about serving other people, and not personal gain or control. Both the RN Sally and NP Patty have the medical knowledge and can work out what is best for the patient. The nurse leader should provide a neutral space for this to occur as opposed to taking sides or providing personal opinions. As a leader, being supportive, empowering, and fostering open communication would best serve this conflict.

2: In order to continuously strive for improvement and provide the best quality care, a minimum of 1 evidence-based practice (EBP) quality improvement (QI) project will be done yearly within our organization.

3: Members of hospital leadership will have an open-door policy for employees to make suggestions for improvements within their unit/facility and make rounds when possible (make selves visible to their employees). Change and ideas can come from anyone and we must never grow stagnant.

References

Kester, K., Pena, H., Shuford, C., Hansen, C., Stokes, J., Brooks, K., Bolton, T., Ornell, A., Parker, P., Febre, J., Andrews, K., Flynn, G., Ruiz, R., Evans, T., Kettle, M., Minter, J., & Granger, B. (2021, November). Implementing AACN’s healthy work environment framework in an intensive care unit. American Journal of Critical Care, 30(6). https://doi.org/10.4037/ajcc2021108

Makic, M-B. F. (2024, July). Sustaining healthy work environments: Embracing best evidence to inform practice. Nursing Management, 55(7), 51-54. https://doi.org/10.1097/nmg.0000000000000142

Pursio, K., Kankkunen, P., Mikkonen, S., & Kvist, T. (2024, February 6^th). Organizational characteristics of nursing practice environments related to registered nurses’ professional autonomy and job satisfaction in two Finnish Magnet-aspiring hospitals: structural equation modeling study. BMC Nursing, 23(100). https://doi.org/10.1186/s12912-024-01772-9

• Our organization will have a focus on clear, open, honest communication between members of the leadership, nursing, and ancillary staff. There will be quarterly “Town Hall” meetings where staff can directly address upper management with any questions or concerns regarding issues they are experiencing in their environment. A monthly newsletter will be sent via email and posted in staff areas with updates on upcoming events, construction, projects, and celebrations. Department huddles will be held on a weekly basis with unit or department-specific updates and to address specific concerns staff may have. Clear communication between leadership and staff is a foundation of healthy work environment and promotes trust, respect, and cooperation (Kester et al., 2021).

Employee recognition

• Our organization will recognize staff that go above and beyond when providing care to their patients, supporting their peers, and interacting with their community. Comment cards will be provided to patients, families, and staff members to leave “Shout Outs” for staff members they appreciate. Unit or departmental awards or certificates will be given for actions that exemplify the organization’s mission & vision statements. Employee recognition is a foundation of a healthy work environment, allowing staff to feel seen and appreciated by their employers, colleagues, and patients (Makic, 2024). Staff that feel appreciated and are recognized for their actions report higher levels of workplace satisfaction and are more likely to stay at the organization and contribute at a higher level (Jo & Shin, 2025).

  
  

Tuition & Fund Reimbursement

• Our organization will offer tuition reimbursement for staff that are seeking a degree in higher education, as well as reimbursement for certification costs and continuing education courses. Full and part-time staff will be eligible to receive tuition reimbursement after one full year of employment, with up to $5,500 a year to be given for full-time staff, and $3,500 a year for part-time. Staff can receive reimbursement for the cost of maintaining certification and continuing education courses for up to $400 per year, regardless of full or part-time employment status. Tuition and fund reimbursement encourages employees to pursue higher education degrees and specialty certification while alleviating concerns relating to costs (Waltz et al., 2020). Magnet accreditation focuses on organizations that provide nursing staff with a program that supports certification and education (Lal, 2024). This program would align our organization with Magnet requirements for a greater percentage of staff with higher education degrees, and a greater percentage that have attained certification (Lal, 2024). 

References

Jo, H., & Shin, D. (2025). The impact of recognition, fairness, and leadership on employee outcomes: A large-scale multi-group analysis. PloS one, 20(1), e0312951. https://doi.org/10.1371/journal.pone.0312951

Kester, K., Pena, H., Shuford, C., Hansen, C., Stokes, J., Brooks, K., Bolton, T., Ornell, A., Parker, P., Febre, J., Andrews, K., Flynn, G., Ruiz, R., Evans, T., Kettle, M., Minter, J., & Granger, B. (2021, November). Implementing AACN’s healthy work environment framework in an intensive care unit. American Journal of Critical Care, 30(6). https://doi.org/10.4037/ajcc2021108

Lal, M. (2024). Updated Magnet certification requirements. Journal of Nursing Administration, 54(1), 1-2. https://doi.org/10.1097/NNA.0000000000001367

Makic, M.-B. F. (2024, July). Sustaining healthy work environments: Embracing best evidence to inform practice. Nursing Management, 55(7), 51-54. https://doi.org/10.1097/nmg.0000000000000142

Waltz, L. A., Muñoz, L., Johnson, H. W., & Rodriguez, T. (2020, April). Exploring job satisfaction and workplace engagement in millennial nurses. Journal of Nursing Management, 28(3), 673-681. https://doi.org/10.1111/jonm.12981