NURS FPX 6200 Assessment 2 Care Setting SOAR Analysis 

NURS FPX 6200 Assessment 2 Care Setting SOAR Analysis 

Student Name

Capella University

FPX 6200

Professor Name

Submission Date

Care Setting SOAR Analysis

Primary care (outpatient clinic) treatment for diabetes is a primary diagnosis and treatment, where this is a concern is important for diabetes prevention and treatment for a chronic disease over an extended period of time. All the following malfunctions, such as Coronary disease, dysfunction of the kidney, and neuropathy, must be treated in the patient by using a system of evidence and integration, which will lead to the nonexistence of these malfunctions. This analysis has also resulted in two models, one hints at the organizational benefits as reflected in the Appreciative Inquiry (AI) model, and another at the SOAR model, reflecting the organizational benefits and how opportunities could be utilized, but also could be a part of the strategic planning. They will also share with you various practices of leadership and how they are assessed, which will be translated into quality care and safety of the patients. The overall outcome of this is the attainment of a better clinical outcome and long-term quality management of diabetes.

Part 1: Appreciative Inquiry Discovery and Dream

Appraisal of Organizational Leadership Structure

It has an interdisciplinary primary care-based clinic with an integrated leadership team of physicians/physician extenders (nurse practitioners), nurse leaders, diabetes educators, and care coordinators focused on the delivery of patient-centred care. Another aspect of the patients, which the management will pay particular attention to in the following, is group decision and plans of care. Nurse leaders also occupy a prominent role when it comes to the care of chronic diseases, the overall patient outcome, HbA1c level, and the adoption of evidence-based practices. In addition, the adoption of electronic health records (EHRs) to keep the care delivery process and data connected is complementing the quality of care delivery.

The leadership will focus on improving the quality, safety, care, and promotion of compliance with the clinical practices that have been established, including the clinical guidelines of the American Diabetes Association (ADA), a reduction in medication administration errors, and expanding other preventive screenings (foot and eye exams, etc.). If one has the ability to see the Appreciative Inquiry through a prism, then its one of the greatest strengths (discovery) is that there is a good coordination of the team, there are regular trainings in diabetes and follow ups of the patients, and in its turn a good coordination between the team, regular trainings in diabetes and regular follow ups of the patient, has a positive influence on the result of the care. In the future (dream phase), the organization can expand services, with an increased volume of telehealth services, expand the capabilities of remote monitoring services, and introduce an extra layer of interaction with patients and with the self-management of the organization by incorporating telehealth and technology-driven diabetes care.

SOAR Analysis

Strength (S)

 Much of the in-patient diabetes based primary care (DPBC) has good strengths, which lead to good outcomes and safety for patients. These are the now firmly established interdisciplinary care team; the team of providers who have included the nurses, and the diabetes educators; the interdisciplinary care has been consistent enough to incorporate the diabetes educators. The clinic has evidence-based practices of managing the diabetic condition, such as the approach of the American Diabetes Association, and therefore, the clinic has common and effective modalities for controlling diabetes. The EHRs also lead to a decrease in the overall number of care gaps and risk of assessing patient outcomes, as well (Alomar et al., 2024). Furthermore, the concept of self-management will be facilitated as the message of the course of action that explains to the patients will be depicted in the time-driven diagram, and the frequency of control of such as HbA1c, blood pressure, and cholesterol control. The drawing, recently decorated with the interesting element “hospital directoral structure,” is a reflection of the cultural aspect of the care organization, raised to the next level in the quality of further development. The follow-on strengths will be realized via improvement of glycemic control, reduced complications, and patient safety.

Opportunities (O)

If there are gaps, then one would not be able to pursue some of the opportunities that would be done, such as analysing gaps in care and patient outcomes that can be undermined with the support of the clinic. A lack of the underserved or rural population, failure to adopt the telehealth and remote monitoring system, and the lack of diabetes behavioural health co-supportive services should also be viewed as a problem. The other concern would directly affect the process of glycemic control – when the diabetes is not under the patient’s control, but under the control of others, which puts the patient at risk of complications. The “answer” to this question will help the clinic achieve the goal of using mobile health technology to measure glucose levels to provide the “polish” of services, as well as the interdependencies of the implementation of the telehealth and the introduction of the approaches that help people embrace interventions that are culturally compliant, and thus help the educational process. Their refinement and formulation will improve the organizational vision and mission as it will help improve the number of acquired and enhanced patient-centered care that will be reflected in the long-term changes in health status.

Aspirations (A)

This objective will help build the net gain/loss in performance in their pool of patients when it comes to managing diabetes – little by little. It will also determine if the behaviour will impact the process of interaction between the self-care provision and the patient, who will be introduced to the telehealth facilities and community outreach interventions to be provided. The “how” the organization would achieve these goals would become the “how” the organization would deliver the ongoing care that would result in the strategic alliance with the community organizations to improve the health and health services for the population, and to simplify behavioral health services that would involve “data analytics” to develop the patient-centered, person-centered care.

Result (R)

The expected performance (to be defined by the clinic) is the reduction in HbA1c, hospitalization based on the incidence of diabetes, patient satisfaction, and adherence to treatment plans. The real-time result that is being evaluated is the final result, while formalized measurement procedures such as electronic health record (EHR) measurements of the data, patient survey, quality improvement dashboard, etc., are measured. The evidence-based practices to measure compliance in the context of the clinic’s clinical practice should be the American Diabetes Association’s guidelines, the Chronic Care Model, and patient-centered care models. It is the intended leadership control that permits patients with diabetes (PWD) to have access to an existing inspection and a review of the proposed actions with the ultimate goal of ensuring the quality of the care being provided and the functioning of the institution in general.

Leadership Skills and Characteristics for Quality and Safety Improvement

With the targeted primary care clinic that we propose, the quality and safety of patients that will be serviced will increase, and this will lead to transformational leadership that will compel staff to collaborate, innovate, and create the internal image of the quality of their work. It will also allow three health care providers (nurses, educators, and nurses) within an interdisciplinary team to define the responsibilities of teamwork in terms of the competencies of effective communication and the creation of patient-centered care.

It will also allow the leaders to understand the progression of the quality improvement process, and can have an impact on the outcome when combined with the following clinical factors: outpatient assignment and HbA1c.

The latter is that the skills that might be extrapolated into the change management would be most tangible in the case under consideration – the adoption of the new-found technologies, such as telehealth and remote monitoring systems, and more affordable care – and, in turn, sustainable care. It also means that its cultural competence will stimulate the process of providing care, and the staff will be affected by the needs of the patients irrespective of their shape and will have to become more involved with the avenues of care.

This would imply that from the point of view of ‘best practice’ as well as legislation under the clinical practice, this might be a very reasonable thing not to do incremental steps and changes—educating supervisors, planning for them, their support—and making one note of change happen over time.

Conclusion

SOAR analysis will help in this, but it is reasonable to say that the idea of providing patients with diabetes with high-quality treatment and granting them tremendous opportunities to do so makes sense. The second area could be compliance with the patient/access to telehealth services, which may relate to the clinical outcome and/or levels of access. But, the sustainability of this continuity and quality safety (satisfactory fitting to the patient) can only be provided with good leadership and official strategic planning. The opportunities it would create for the clinic would be more economically desirable than the opportunities created by the better performance (vulnerabilities) it would create in the future, which would result in catastrophic failure.