NURS FPX 8020 Assessment 3

NURS FPX 8020 Assessment 3 Quality Improvement Proposal Student Name Capella University NURS-FPX8020 Doctoral Executive Leadership in Contemporary Nursing Professor name Submission Date   Quality Improvement Proposal Slide 1 Hi everyone! My name is Joseph Major. My quality improvement proposal would be to create the Department of Population Health (DPH) at NYU Langone Hospitals to be of a very high standard today. Slide 2 Proposals for health care quality improvement are those that are systematic and evidence-based, designed to enhance the effectiveness of an organization and the outcomes of the care it provides. A complete knowledge of a QI project will determine specific challenges identified in an organization and evidence-based interventions/solutions based on research that will improve the quality of healthcare at all levels within an organization (Puri et al. 2023). The goals for improvement will be achieved by sustainable actions, with a pathway being established by quantifiable objectives and well-defined implementation strategies. QI Project will help direct and hold the healthcare organization accountable for clinical and operational excellence, providing a roadmap for the organization to follow. The Rationale for Establishing a Strategic Priority Slide 3 Establishing evidence-based strategies and priorities is vital to help improve quality in healthcare through better guidance. The quality improvement effort was recommended by the NYU Langone Division of Public Health. The program is aimed at enhancing the well-being of mothers and children in the most vulnerable neighborhoods around New York City, including Sunset Park, Red Hook, and Hempstead. The initiative aims to reduce the gap with respect to access to prenatal care and developmental assistance for healthy child development. Evidence supports how providing early interventions in support of maternal and child health can produce better long-term health outcomes, while parent engagement programs can have a significant positive impact on developmental trajectories of families living at or below the poverty level (Kunthamas et al., 2023; Bos et al., 2024). ParentChild+ aims to retain 90% of families for two years and increase their understanding of child development by 85% in the same time (NYU Langone Health, 2025). With evidence-based strategies and priorities for resource use established in DPHS, the use of the department’s resources can be directed towards interventions that have the greatest potential. Implications and Consequences One key component in evaluating the viability and sustainability of a quality improvement project is to study downstream effects and outcomes. The maternal/child health improvement effort under DPH has many benefits, such as reduced health inequities, better developmental outcomes, and increased community trust (Kunthamas et al., 2025). However, there are also several potential negative consequences to the creation of new communities with limited programmatic infrastructure and/or significant data gaps and where provision of services may strain existing resources (Rasikh et al., 2024). Without addressing the data gaps, it is probable that the service delivery to the new population will be inequitable and will not work. SWOT Analysis Slide 4 A strengths, weaknesses, opportunities, threats (SWOT) analysis provides an organized way for evaluating both internal and external factors impacting the viability of a strategic quality improvement initiative. Strong and weak points, opportunities, and threats associated with the maternal and child health improvement effort in the DPH can be examined, aiding in the informed decision-making process. (Teoli et al., 2023). You’ll analyze evidence-based information in the context of the politics of the organization, current strategic priorities, and community health. Strengths There are a variety of internal strengths that support the Department of Public Health’s (DPH) quality improvement effort. The programs directly affect maternal/child health outcomes and are based on a portfolio of evidence-based programs (e.g., ParentChild+ and Greenlight, NYU Langone Health, 2025). The program’s retention rate, as indicated by the documented retention of 90% of all participating families, and 85% percent increase in parents’ knowledge, indicates a measurable impact. The DPH has nine main family care centers in Brooklyn that are able to implement and expand the evidence-based initiative (NYU Langone Health, 2025), serving 40,000 people every year. The DPH, therefore, has strong internal assets that place it well for success in the implementation of a high-impact, evidence-based quality improvement initiative. Weaknesses Internal constraints impact the implementation of quality improvement initiatives. Documented information gaps in the new service areas of Uniondale, Roosevelt, and Mastic Beach are limiting tailored maternal/child health interventions (NYU Langone Health, 2025). Variability in program reach throughout Long Island presents barriers in service delivery (NYU Langone Health, 2025). In addition, no consistency in the ways that data are shared with community partners, making it difficult to routinely monitor and improve key performance indicators. Opportunities There are great opportunities to improve maternal and child health priorities within the DPH due to a variety of external conditions that provide an opportunity to advance the priorities within New York State’s Prevention Agenda to align with the state’s Prevention Agenda priorities, as well as providing an opportunity for financial support for expansion, both through policies that support programs (NYU Langone Health, 2025). Furthermore, because virtual primary care and digital health technologies are also becoming more common in communities, there are other ways to reach individuals who are not well served by close, face-to-face care within their communities (Maita et.al., 2024). Finally, working with advocacy groups and community stakeholders will add to the outreach and ability of the initiative to be culturally responsive to the communities served. Threats There are external risk factors that may be a challenge for the initiative to continue. Many of these social determinants will continue to be obstacles for families in neighborhoods such as Sunset Park, Red Hook, and Hempstead, making it difficult for them to take part in current programs (NYU Langone Health, 2025). Additionally, there will be an external risk factor – the economic burden of adverse weather – with further barriers to participation in communities. (Allen et al., 2025). Also, funding sources will continue to shift, a nd new regulations will be developed that will have a negative effect on DPH’s infrastructure and threaten the effort. Key Performance Indicators Slide 5 Key performance indicators