NURS FPX 6200 Assessment 4 Strategic Visioning With Stakeholders

Slide: 1

• Strategic Visioning With Stakeholders

Hello, my name is _______. The current presentation is titled “The Future of Healthcare Informatics.” In this presentation, I will focus on the evolving role of the informatics nurse, the notion of connected health illustrated with real-life examples, and the impact of healthcare informatics on population health. The presentation presents the existing evidence-based views on healthcare informatics.

Slide: 2

• Introduction

This strategic visioning presentation aims to outline a strategic plan to be used in collaboration with the Boston Health Care for the Homeless Program to incorporate behavioral health services within the program over the next five years. Strategic change can be effectively implemented only with proper stakeholder engagement, as this fosters a sense of ownership, alignment with goals, and long-term results (Nonet et al., 2022).

The plan is strategic and requires improvement in the quality and safety of care, expansion of access to behavioural health services for a vulnerable population, and long-term sustainability through coordinated, evidence-based practice.

Slide: 3

• Strategic Plan for Improvement in Quality and Safety

This five-year strategic plan will aim to enhance quality and safety by systematically integrating behavioral health services into current models of care delivery for people who are homeless. The plan focuses on achieving balanced clinical outcomes, internal operations, workforce development, and financial stewardship using the Balanced Scorecard concept (Vărzaru, 2022).

The plan aims to bridge essential behavioral health care gaps by enhancing screening, coordination, and continuity of care services while retaining a patient-centered approach. Every activity would align with the organization’s mission to provide equitable, compassionate, and high-quality care to vulnerable populations, thereby facilitating accountability and continuous performance improvement.

Slide:4

• Strategic Plan for Improvement in Quality and Safety

The strategic plan is anchored in three foundational objectives to empower quality and safety in behavioral health services. The former objective is the development of a strong behavioral health system, along with standardized screening procedures, to support early identification and timely intervention. The second objective is to increase access to and continuity of care by expanding tele-behavioral health services to people with barriers such as transportation and instability (James et al., 2025).

The third objective is to implement the Collaborative Care Model to improve interdisciplinary collaboration between behavioral health and primary care providers. A combination of these strategies will likely improve patient safety, enhance care coordination, and ensure equal access to high-quality behavioral health services.

Slide: 5

• Inherent Weaknesses or Threats

There are several internal weaknesses and external threats that can affect the effective implementation of the strategic plan. The resistance among the staff can be caused by increased workload, changes to their roles, and adaptation to the workflow.

Behavioral health integration may be slowed and limited by financial constraints and reimbursement issues. Information sharing and care coordination are complicated by regulatory and compliance requirements, such as HIPAA and 42 CFR Part 2 (Ibrahim et al., 2024). Furthermore, barriers to the adoption of the technology by the vulnerable population, including low digital literacy and unreliable access to devices, can affect the efficacy of tele-behavioral health programs.

Slide: 6

• Strategies to Communicate with Stakeholders

Effective communication with stakeholders is needed to ensure alignment and continued interest throughout the implementation of the strategic plan. Role-based messaging and appropriate communication channels will be used to tailor communication strategies to meet the needs of clinical staff, organizational leadership, and community partners (Dong et al., 2025).

Clear, trauma-aware, and welcoming language will also be a top priority for establishing credibility and recognizing the unique barriers both providers and the populations they serve might experience. By focusing on the common purpose, evidence-based results, and positive impact on patient care, it will be possible to increase the importance of behavioral health integration.

Feedback loops will be established and sustained to encourage ongoing involvement and buy-in from stakeholders. These will include regular interdisciplinary conferences, employee surveys, and systematic opportunities for community partner feedback (Dong et al., 2025). Feedback will be used to identify the issues of concern, optimize the workflow, and celebrate progress, ensuring that stakeholders feel valued and are actively engaged in the process of strategic change.

Slide: 7

• Assumption

This strategic communication plan is based on several assumptions. It presupposes that stakeholders are aware of the importance of integrated behavioral health care and of the ways it can help people who experience homelessness improve their outcomes. The long-term strategic investment in workforce development, technology, and care coordination is also presumed to be supported by the leadership outlined in the plan (Yang et al., 2023).

It will also assume that staff will be willing to participate in interdisciplinary collaboration and to adjust to the new care models. Lastly, the strategy presupposes the consistent alignment of mission and priorities within the organization, providing continuity of effort in line with the long-term goals.

Slide: 8

• Strategic Goals And Action Steps

The first strategic goal is to increase behavioral health capacity by recruiting qualified behavioral health clinicians and adopting consistent mental health screening at care settings (Ashcroft et al., 2024). The given action step will help identify behavioral health needs early and make timely referrals, which should be key to enhancing patient safety and quality of care. Standardized screening also improves the consistency of clinical decision-making and supports the evaluation of outcomes using data.

The second strategic objective underscores the expansion of tele-behavioral health services to remove the barriers to access commonly faced by people in homeless situations (Ashcroft et al., 2024). With the help of virtual care platforms, the organization will be able to offer more adaptable and sustained behavioral health care, especially to patients who have issues with transportation, scheduling, or mobility. The strategy will improve continuity of care and overall access to services.

The third strategic objective is to introduce the Collaborative Care Model to the primary care teams to improve interdisciplinary cooperation (Ashcroft et al., 2024). This model strengthens the collective responsibility of primary care providers, behavioral health specialists, and care coordinators, ensuring patients receive comprehensive, coordinated, and patient-focused care. Implementing this model will likely improve treatment effectiveness and care coordination.

• Criteria for Success

The criteria for success will be assessed against well-defined outcomes. The organization aims to achieve a 90 percent mental health screening rate among patients by the third year (Ashcroft et al., 2024). In year five, at least 500 tele-behavioral health visits should be completed. Also, the proportion of behavioral health-related visits to emergency departments will decrease, which will be a positive indicator of better access to timely and relevant care.

Slide: 9

• Framework for Evaluating the Success of Implementation and Outcomes

To measure the actual success of the strategic plan, a systematic approach will be used, focusing on continuous performance monitoring and the measurement of outcomes. To track key indicators, including behavioral health screening rates, service utilization, and patient safety outcomes, performance dashboards and quality metrics will be used (Morelli et al., 2024). These outcomes will be compared with the baseline benchmarks to assess improvement over time. Continued review of the data will help to make the necessary, data-oriented changes to the strategy in time, so that the implementation process can be effective, responsive, and guided by the quality and safety objectives.

Slide: 10

• Areas of Uncertainty or Knowledge Gaps

The strategic plan has several uncertainties that could affect its long-term success. The evidence about long-term tele-behavioral health utilization and its results among the homeless population is limited. There is also uncertainty about the best staffing models for integrated behavioral health care in resource-constrained settings (Thokala et al., 2024). Moreover, the Collaborative Care Model is to be further evaluated to establish its effectiveness in the homeless care setting, which implies the need for ongoing research and continued evaluation of the program.

Slide: 11

• Cultural, Ethical, and Regulatory Considerations in Decision Making

The key aspect of behavioral health service integration is ethical decision-making informed by the principles of autonomy, non-maleficence, beneficence, and justice. Informed consent and shared decision-making are essential to the concept of patient autonomy, particularly in the context of introducing models or technologies of care. The principles of beneficence and non-maleficence help clinicians deliver effective interventions, and the principles of justice and least harm help ensure equitable access to behavioral health services for homeless individuals (Shircliff et al., 2024).

Trauma-informed care and cultural humility are fundamental in addressing the diverse experiences of homeless people, who often encounter compounded social, cultural, and historical barriers in healthcare systems (Shircliff et al., 2024). Providers should have insight into the impact of trauma and systemic inequities and their interaction with cultural differences on health behaviors and health care utilization.

Culturally responsive practice and trauma-informed communication can be applied to build trust, improve patient engagement, and establish respectful, patient-centered care. Regulatory compliance is a very important factor in strategic decision-making. Every effort should be consistent with HIPAA and 42 CFR Part 2 regulations to ensure the privacy of patients and the confidentiality of substance use treatment records (Shircliff et al., 2024).

Moreover, compliance with Joint Commission and SAMHSA standards ensures that behavioral health services are consistent with established quality, safety, and accreditation standards and deliver care that is ethically and legally sound.

Slide: 12

• Potential Conflicts Related to Cultural, Ethical, and Regulatory Considerations

Balancing the need for high confidentiality with the need for efficient interdisciplinary coordination of care may result in conflicts when sharing sensitive information on behavioral health, in particular. The ethical issues can also arise regarding equitable access to services when financial, staffing, or technological resources are scarce (Gkiolnta et al., 2025).

Also, handling complex regulatory requirements may delay care delivery unless they are appropriately incorporated into clinical processes. The resolution of these conflicts will involve clear policies, staff training, and leadership support to provide ethical, culturally responsive, and timely care.

Slide: 13

• Role as a Nurse Leader and Supporting Theories

My contribution as a leadership nurse to this nursing initiative is leading the effort to introduce heritage behavioral health services and fostering good interdisciplinary cooperation. This means ensuring that evidence-based practice is encouraged, that engagement between staff members is also encouraged, and that quality and safety outcomes are the primary consideration for all strategic decisions.

Nurse leadership is required to integrate clinical practice with the organization’s objectives, facilitate interdisciplinary communication, and address barriers to the implementation of sustainability (Zoromba and EL-Gazar, 2025).

Transformational leadership will be applied to facilitate change, stimulate innovation, and encourage staff to adopt new care models. Transformational leadership facilitates ownership of the integration process by offering a clear vision through communication and by acknowledging staff contributions. The principles of servant leadership will be used to help staff members meet their needs, eliminate challenges, and focus on patient-centered care (Zoromba and EL-Gazar, 2025).

Further, the integration and coordination of the efforts of organizational departments and community partners would be based on systems leadership to provide integrated, efficient, and sustainable behavioral health services.

Slide: 14

• Assumptions

The principles of this leadership are based on several assumptions about organizational preparedness and enablement (Mekonnen and Bayissa, 2023). It assumes that employees are willing to accept an integrated behavioral health workflow and are open to changing their practices.

The plan is also based on the proper leadership promotion and organizational dedication towards implementation efforts. It also presupposes that it has the resources to train and develop staff competency through continuous training. Lastly, the strategy assumes that there is a continuing correlation between leadership strategies and the organization’s mission, so that decisions will be made consistently and in line with values.

Slide: 15

• Leadership Qualities and Skills to Facilitate Strategic Direction

The strategic direction of behavioral health integration requires strong leadership to achieve success. The primary leadership skills include a high level of change management and strategic thinking to enable the complicated transition of the system.

The roles of emotional intelligence and cultural humility are crucial for building trust, working with diverse groups, and meeting the needs of vulnerable groups (Sanchez et al., 2025). Data literacy helps leaders interpret outcomes, track performance, and make evidence-based decisions. Moreover, there should be effective communication, teamwork, and conflict management skills to keep stakeholders on track and sustain long-term strategic development.

Slide: 16

• Plans for Personal Growth

My personal development plan is aimed at developing system-level leadership skills to manage complex, interdisciplinary initiatives. This involves developing my knowledge of health policy and regulatory systems to support informed and compliant decision-making (Sanchez et al., 2025). I will also strive to enhance my skills in trauma-informed and culturally responsive leadership to better serve staff and improve the care experiences of vulnerable populations.

Slide: 17

• Conclusion

Finally, this strategic vision underscores the importance of including behavioral health services in improving the delivery of care to homeless people. Good stakeholder involvement is critical to achieving sustainability and the company’s ownership of this long-term project.

The plan will result in significant improvements in patient outcomes and care coordination through a focus on quality, safety, and access. Constant commitment to leadership will be important in maintaining the progress and success in the long term.

Explore Next Assessment: NURS FPX 6200 Assessment 4

Need help with NURS FPX 6200 Assessment 4? Get expert guidance and step-by-step strategies to complete your assessment successfully.