For this assignment, you will write an essay on the characteristic.docx

For this assignment, you will write an essay on the
characteristics and hazards of the different types of waste
examined in this unit. Your will start your essay with an
introduction, and then discuss the following topics:
· the characteristics of and hazards associated with coal, oil,
and gas waste;
· the characteristics of and hazards associated with metal waste;
and
· the characteristics of and hazards associated with radioactive
waste.
Finally, you will choose one of the waste streams discussed in
your essay and describe how that particular waste was
associated with your current (or former) workplace. Include the
following information:
· how the waste was generated,
· how the waste was managed, and
· any management improvements you would suggest based on
what you have learned in this unit and in your own research.
Strategic Planning Scoring Guide
CRITERIA NON-
PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop strategic
goal statements and
outcomes that
support the
achievement of
specific quality and
safety improvements

for a care setting.
Does not develop
goal statements
and outcomes.
Develops goal statements
and outcomes, but they are
not strategic, are not
realistic, or they do not
support the achievement of
specific quality and safety
improvements for a care
setting.
Develops
strategic goal
statements and
outcomes that
support the
achievement of
specific quality
and safety
improvements for
a care setting.
Develops strategic goal
statements and outcomes
that support the
achievement of specific
quality and safety
improvements for a care
setting, and impartially
considers potential
barriers.

Justify the relevance
of proposed
strategic goals and
outcomes in relation
to the mission,
vision, and values of
a care setting.
Does not justify
proposed strategic
goals and
outcomes in
relation to the
mission, vision,
and values of a
care setting.
Attempted justification of the
proposed strategic goals
and outcomes lacks
relevance to the mission,
vision, or values of a care
setting.
Justifies the
relevance of
proposed
strategic goals
and outcomes in
relation to the
mission, vision,
and values of a
care setting.
Justifies the relevance of

and outcomes in relation
to the mission, vision, and
values of a care setting,
and identifies areas of
uncertainty or knowledge
gaps.
Analyze the extent to
which strategic goals
and outcomes
address the use of
technology and the
ethical, cultural, and
regulatory
environments.
Does not analyze
the extent to which
strategic goals and
outcomes address
the use of
technology and the
ethical, cultural,
and regulatory
environments.
Attempts to analyze the
extent to which strategic
goals and outcomes
address the use of
technology and the ethical,
cultural, and regulatory
environments, but misses
one or more of the aspects
listed.

Analyzes the
extent to which
strategic goals
and outcomes
address the use
of technology and
the ethical,
cultural, and
regulatory
environments.
Analyzes the extent to
which strategic goals and
outcomes address the
use of technology and the
ethical, cultural, and
regulatory environments.
Impartially considers the
limitations of the goals
and outcomes.
Explain how relevant
leadership and
health care theories
will be used to help
achieve proposed
strategic goals and
objectives.
Does not explain
how relevant
leadership and
health care
theories will be
used to help
achieve proposed

strategic goals and
objectives.
Explains how leadership
and health care theories will
be used to help achieve
and objectives, but the cited
theories do not appear to be
relevant or are not clearly
connected to the goals and
objectives.
Explains how
relevant
leadership and
health care
theories will be
used to help
achieve proposed
strategic goals
and objectives.
Explains how relevant
leadership and health
care theories will be used
to help achieve proposed
strategic goals and
objectives, and identifies
gaps, limitations, or
mismatches in theories.
Evaluate the
leadership qualities
and skills that will be
most important to

successfully
implementing a
strategic plan and
sustaining strategic
direction.
Does not evaluate
the leadership
qualities and skills
that will be most
important to
successfully
implementing a
strategic plan and
sustaining strategic
direction.
Evaluates leadership
qualities and skills that are
not key to successfully
implementing a strategic
plan and sustaining
strategic direction or that
are not clearly related to
specific aspects of the plan.
Evaluates the
leadership
qualities and skills
that will be most
important to
successfully
implementing a
strategic plan and
sustaining
strategic direction.

Evaluates the leadership
qualities and skills that
will be most important to
successfully
implementing a strategic
plan and sustaining
strategic direction, and
identifies assumptions
underlying the evaluation.
Communicate
analyses clearly and
Does not
communicate
Communication is not
consistently clear and
Communicates
analyses clearly
Communicates analyses
clearly, logically, and
in a way that
demonstrates
professionalism and
respect for
stakeholders and
colleagues.
analyses clearly

and in a way that
demonstrates
professionalism
and respect for
stakeholders and
colleagues.
professional; errors in
grammar or mechanics
distract from the message,
or communication lacks
respect for stakeholders or
colleagues.
and in a way that
demonstrates
professionalism
and respect for
stakeholders and
colleagues.
persuasively,
demonstrating
professionalism and
respect for stakeholders
and colleagues. Grammar
and mechanics are
virtually error-free.
Integrate relevant
and credible sources
of evidence to
support assertions,
correctly formatting
citations and
references using

APA style.
Does not integrate
relevant and
credible sources of
evidence to
support assertions;
does not correctly
format citations
and references
using APA style.
Sources lack relevance or
credibility, are poorly
integrated, or are incorrectly
formatted.
Integrates
relevant and
credible sources
of evidence to
support
assertions,
correctly
formatting
citations and
references using
APA style.
Integrates relevant and
credible sources of
evidence to support
assertions, correctly
formatting citations and
references using APA
style. Citations are error-

free.
1
Strategic Planning: Nurse Retention
Alexandra Sanders
Capella University
NURS-FPX6210 Leadership and Management for Nurse
Executives
Dr. Mary Ellen Cockerham
October 16, 2021
2
Strategic Planning: Nurse Retention
Introduction
Strategic planning in healthcare consists of short-term and long-
term goals. The goals of
an organization are set according to economic trends,
government policies, and technological
advancements. Planning is essential for a health care
organization to succeed (Strata, 2018).

Strategic planning allows for several entities to occur, including
but not limited to increased
employee motivation and engagement, developing and sharing a
vision with staff, and increased
collaboration and cooperation from staff ( Strata, 2018).
Strategic planning is a systematic and
orderly process that healthcare organizations use to develop
external opportunities to capture
internal goals to achieve the organization's mission and purpose
while enhancing values for
involved stakeholders (Rodríguez Perera & Peiró, 2012). There
are five reasons healthcare
organizations should employ strategic planning: 1) increasingly
informed, educated healthcare
consumers; 2) increasingly skilled competing healthcare
providers are available; 3) limited
resources available; 4)focus is shifted from healthcare provided
to the satisfaction of the
consumer for financial reimbursement; 5) increase in size,
needs, and complexity of the
healthcare consumers (Rodríguez Perera & Peiró, 2012). The
need for nurses and retention will
continue to grow over the next five to ten years. Stakeholder
needs and consumer needs will

drive the necessity of skilled nurses who are familiar with the
facility. No matter what a facility
employs strategically, stakes are high in the healthcare
industry—achieving goals can be the
difference between life and death (Jackson, 2020).
Strategic Plan
A pledge not to harm is sworn in health care, so it is essential
not to use a strategy with
uncertainty, miscommunication, and an unstructured vision
(Fobare, 2019). The Regional
3
Medical Center (RMC) is a small, rural hospital having issues
with nurse retention. Due to high
nurse-to-patient ratios and non-competitive salaries and
benefits, many nurses have left RMC to
work at other facilities. The Wound Center (WC), a department
with the RMC system, has 100%
nurse retention. RMC is hoping to use the WC as a model to
obtain improved nurse retention
numbers. The WC was open in 1998 and has had the original
nurses and added more since its

inception. The nurses who have added to the staff express that
teamwork and camaraderie are
two main reasons they stay. They receive a raise when they
achieve certification, and their salary
is comparable to the other centers in the area. RMC wants to
have nurse retention at a minimum
of 80% across the facility and will ask the nurses in the WC to
assist them in their goal. The plan
to obtain 80% nurse retention does have barriers. Many nurses
have worked at RMC and left for
a higher salary and gone where their opinions on patient care
are heard. Word of mouth regarding
compensation and the nurse-to-patient ratio has hurt recruiting
at RMC. Other facilities giving
sign-on, retention, and referral bonuses and having smaller
nurse-to-patient ratios have also hurt
RMC's retention. The nurse retention plan will address these
barriers and lend ideas on how they
can be overcome.
Using the Strength, weakness, opportunities, and threats
(SWOT) analysis tool, the
leadership and management teams completed an analysis at
RMC. A decision was made for
patient safety and to maintain and hire quality nurses, a plan for

nurse retention was devised. The
mission and values of RMC are to provide quality and
compassionate care to their patients. They
serve the patient first and treat patients, families, and staff with
respect. They strive to see, hear,
and believe in each other and always respond with their best
(tRMC Health, n.d.).
4
There are two short-term goals and one long-term goal we hope
to establish with this
plan. The short-term goals involve working with the board and
accounting to set up sign-on
bonuses and referral bonuses for nurses and increase positions
to decrease the nurse-to-patient
ratios. The long-term goal is to attain 80-90% nurse retention.
The short-term goals will be
completed in six months, and the long-term goal will be
accomplished in 5 to 8 years. For the
short-term goals to be reached, the following will need to be
addressed:
1. Work with the board and accounting to establish a bonus
plan.

2. Discuss with the leaders in the WC what they do to promote
teamwork and
camaraderie.
3. Uphold the values of RMC by hearing and believing in each
other and pulling
together to increase nurse retention by improving patient safety
by decreasing the
nurse-to-patient ratio.
The long-term goals will make RMC an employer of choice and
have 80-90% nursing
retention. The plan will be accomplished over the next 5 to 8
years. RMC has had a poor
reputation in the community for many years related to the lack
of nurses and the high patient care
ratios. Improving nurse retention will improve patient ratio
numbers and, in turn, improve
morale that could be reflected in the community's opinion of the
facility. Interventions for the
long-term goal will be:
1. Establish a nurse residency program. This will provide the
facility with new nurses
and increase nursing satisfaction
2. Establish a school of nursing or contract with an existing

school that will allow for
nurse education and give new graduates a job at the facility at
graduation
5
3. Become a facility that offers state benefits and retirement
plans to entice nurses to
stay.
The short-term goals will help the long-term goals succeed by
helping make the facility a
more desirable workplace. This plan will help reduce the
staffing ratios by having new nurses
available from the school and residency programs. The
establishment of bonus monies will
incentivize new hires to apply and current staff to recruit
nurses. A barrier to this plan will be if
RMC cannot be competitive with the other facilities in the area.
The project will not succeed if
RMC cannot meet or exceed the bonuses other facilities offer or
meet the staffing ratios.
Strategic Goals and Outcomes
Using the Strength, weakness, opportunities, and threats
(SWOT) analysis tool, the

leadership and management teams completed an analysis at
RMC. A decision was made for
patient safety and to maintain and hire quality nurses, a plan for
nurse retention was devised. The
mission and values of RMC are to provide quality and
compassionate care to their patients. They
serve the patient first and treat patients, families, and staff with
respect. They strive to see, hear,
and believe in each other and always respond with their best
(tRMC Health, n.d.). The short- and
long-term goals established fall in line with the mission and
values of RMC. The proposed plan
is to improve ethical issues by utilizing evidence-based
practice. The project can increase nurse
retention by giving bonuses, making safer patient ratios, and
establishing programs to educate
and place new nurses. By creating the school and residency
program, the students can be directly
taught the mission and values of RMC. The long-term goals will
require 5 to 8 years to complete,
given RMC has not had a residency program before, so there are
gaps in how to start this, and
establishing a school will potentially require new buildings and
instructors to teach.

Environments
6
Strategic goals and outcomes address the use of technology and
affect cultural, ethical,
and regulatory environments. The ethical environment can be
addressed by identifying if any
ethical problems are seen frequently at the facility, educate and
encourage the staff to seek out
the ethics/risk management teams as they need, support a
positive ethical environment by having
policies and guidelines, and promote open discussions and an
atmosphere that is caring and non-
threatening to staff. Ethics in nursing requires receiving and
providing support to increase the
capacity to practice and discuss ethics day-to-day (Makaroff et
al., 2014).
Cultural environment refers to the backgrounds of the nurses, in
this aspect, that will be
employed. This includes race, gender, religion, culture, and
sexual orientation. RMC is in a
predominantly African American community. Cultural
awareness programs and staff training,

promoting cultural competence, and identifying specific areas to
target staff development efforts
and leadership training can make RMC more culturally sensitive
(McElroy et al., 2016). Having
a culture of equality and showing that all staff that meets
criteria are considered for advancement
in the facility offers a culture of opportunity for all. When
nurses feel as if they are not
competing with one another and that there is a culture of
equality, they feel at home in the
workplace.
Investing in improved nursing work environments, such as
technology, is crucial to
retaining nurses (Van den Heede et al., 2013). Having the most
technologically advanced
equipment can be an incentive for nurses to stay. Having a
computer system and electronic
medical record system, and charting system that is user-friendly
and easy to navigate increases
nurse satisfaction. RMC has a state-of-the-art documentation
system that is easy to navigate and
well known throughout the nursing realm. They have a well-
rounded technology department and

have nurses on staff who help, create and improve the
documentation system. Having all this
7
extra assistance for nursing staff can help create an environment
of progress and lead to less
frustration, therefore helping with retention.
Policies and procedures for hiring and retention go in line with
the mission and values of
the facility. With values like see, hear and believe in each other
(tRMC Health n.d.), nurse
retention policies reflect those values. The delivery of high-
quality care, policies, and regulation
needs to reflect what is required to keep nurses. Policies
related to self-scheduling can be
enticing to nurses to stay at the facility. Policies regarding paid
time off, medical leave, and
retirement that are accessible to nurses allow them to see some
of the benefits of staying at the
facility. When staff feels they have access to support, resources,
and information to succeed in
their role, they are more likely to think that organizational
policies are intended to benefit them.

Therefore they will be more committed to accomplishing
corporate goals and stay in their jobs
(Wilson, 2005).
Leadership and Healthcare Theories
For RMC to attain the 80-90% nurse retention goal, leaders
must have the skills to
motivate, empower, communicate, inspire, and create a positive
work environment. Leaders need
to create a mission and vision, mandate, develop and transform
the organization and its staff,
create a positive environment, and adapt to future changes and
needs (Kumar et al., 2014).
Leadership will need to meet with the planning committee to
identify any changes or
modifications that need to be made to the plan based on their
nursing staff's response to questions
regarding what makes them stay or want to leave the facility.
For the nurse retention plan to be successful, the leadership
style employed is
Transformational leadership. Transformational leaders are team-
centric. It is necessary to have
nursing retention and base it on what the WC could do, showing
teamwork, inspiring staff,

8
collaborating, and being inclusive (DiFranza, 2019).
Transformational leaders are understanding;
they bring everyone together and help define goals (DiFranza,
2019). Transformational leaders
gain the trust of their staff; they look to improve the staff's
skills and self-esteem. This type of
leader can lead their team through change more successfully
(Giltinane, 2013).
For this nurse retention plan, a transformation leader will help
the group reach their goal
of 80-90% nurse retention because they will work with the
group and with each individual in the
group. Transformation leaders recognize strengths and
weaknesses within the group and the
individuals in the group. Having a leader who motivates and
inspires the group leads to 80-90%
retention.
The healthcare theory that could best benefit this project is
utilization management. It is
a proactive approach to managing health care. This plan needs
to be proactive in that nurse

retention is critical to patient care, safety, and quality of care.
Utilization management looks at
the organization's priorities, conducts research, and determines
who will benefit from decisions.
All this information allows management to set appropriate goals
and evaluate and develop
policies and guidelines (Lewis, n.d).
Surveys will be given to staff members asking about their
thoughts on the organization,
why they stay, and what factors cause them to leave. This would
be strictly anonymous, and later
the planning group would meet to discuss the findings.
Leadership would then also go to local
nursing schools and job fairs in the community to recruit staff
and have the new framework for
nurse retention to show the changes being made to entice nurses
to stay at RMC.
Conclusion
The nurse retention plan modeled from the WC and expanded to
include all RMC shows
the staff that they are essential to RMC and essential for living
up to the mission and values

9
RMC has shared with the community. Creating a plan to
increase nurse retention increases nurse
satisfaction. The community can better trust the facility, and
nursing staff will stay because they
receive the same benefits that other facilities give to the team.
Working together with nursing
and management, listening to staff, and providing them with
comparable salaries, bonuses, and
benefits will increase nurse retention and, therefore, increase
nurse recruitment. RMC will follow
its mission and values of delivering high-quality care to the
community and seeing, hearing, and
believing in the staff that cares for the community.
10
References
DiFranza, A. (2019, March 27). Transformational leadership:
How to inspire innovation in the
workplace. https://www.northeastern.edu.
https://www.northeastern.edu/graduate/blog/transformational-

leadership/
Fobare, L. (2019, April 3). 5 strategic planning best practices in
hospital management.
https://www.esmgrp.com. https://www.esmgrp.com/blog/5-
strategic-planning-best-
practices-in-hospital-
management#:~:text=%205%20Strategic%20Planning%20Best
%20Practices%20in%20Hospital,to%20achieve%20real%20impr
ovements%20in
%20your...%20More%20
Giltinane, C. L. (2013). Leadership styles and theories. Nursing
Standard, 27(41), 35–39.
https://doi.org/https://www.proquest.com/docview/1368907593?
accountid=27965
Jackson, T. (2020, January 21). The balanced scorecard in
healthcare. ClearPoint Strategy.
https://www.clearpointstrategy.com/the-balanced-scorecard-in-
healthcare/
Kumar, S., Deoki, N., & Adhish, V. (2014). Introduction to
strategic management and leadership
for health professionals. Indian Journal of Community
Medicine, 39(1), 13.
https://doi.org/10.4103/0970-0218.126345

Lewis, J. (n.d.). Types of health care management theories.
https://classroom.synonym.com.
https://classroom.synonym.com/
Makaroff, K., Storch, J., Pauly, B., & Newton, L. (2014).
Searching for ethical leadership in
nursing. Nursing Ethics, 21(6), 642–658.
https://doi.org/10.1177/0969733013513213
McElroy, J., Smith-Miller, C., Madigan, C., & Li, Y. (2016,
March). Cultural awareness among
nursing staff at an academic medical center.
https://journals.lww.com.
https://www.northeastern.edu/graduate/blog/transformational-
leadership/
https://doi.org/10.1177/0969733013513213
https://classroom.synonym.com/
https://doi.org/10.4103/0970-0218.126345
https://www.clearpointstrategy.com/the-balanced-scorecard-in-
healthcare/
https://doi.org/https://www.proquest.com/docview/1368907593?
accountid=27965
https://www.esmgrp.com/blog/5-strategic-planning-best-
management#:~:text=%205%20Strategic%20Planning%20Best%
20Practices%20in%20Hospital,to%20achieve%20real%20impro
vements%20in%20your...%20More%20

11
https://journals.lww.com/jonajournal/Abstract/2016/03000/Cult
ural_Awareness_Among_
Nursing_Staff_at_an.10.aspx
Rodríguez Perera, F., & Peiró, M. (2012). Strategic planning in
healthcare organizations. Revista
Española de Cardiología (English Edition), 65(8), 749–754.
https://doi.org/10.1016/j.rec.2012.04.004
Strata. (2018, December 1). Why strategic planning is important
in healthcare.
https://www.stratadecision.com.
https://www.stratadecision.com/blog/why-strategic-
planning-is-important-in-healthcare/
tRMC Health. (n.d.). Mission Statement.
https://www.trmchealth.org.
https://www.trmchealth.org/about-us/mission-
statement/#:~:text=To%20deliver%20high
%20quality%2C%20compassionate%20care%20to%20everyone,

%20%20all
%20employees%20with%20respect%20and%20courtesy.
Van den Heede, K., Florquin, M., Bruyneel, L., Aiken, L., Diya,
L., Lesaffre, E., & Sermeus, W.
(2013). Effective strategies for nurse retention in acute
hospitals: A mixed method study.
International Journal of Nursing Studies, 50(2), 185–194.
https://doi.org/10.1016/j.ijnurstu.2011.12.001
Wilson, A. (2005). Impact of management development on nurse
retention. Nursing
Administration Quarterly, 29(2), 137–145.
https://doi.org/https://journals.lww.com/naqjournal/Abstract/20
05/04000/Impact_of_Man
agement_Development_on_Nurse.8.aspx
05/04000/Impact_of_Management_Development_on_Nurse.8.as
px
05/04000/Impact_of_Management_Development_on_Nurse.8.as
px
https://doi.org/10.1016/j.ijnurstu.2011.12.001
statement/#:~:text=To%20deliver%20high%20quality%2C%20c
ompassionate%20care%20to%20everyone,%20%20all%20emplo
yees%20with%20respect%20and%20courtesy.

https://www.stratadecision.com/blog/why-strategic-planning-is-
important-in-healthcare/
https://www.stratadecision.com/blog/why-strategic-planning-is-
important-in-healthcare/
https://doi.org/10.1016/j.rec.2012.04.004
ural_Awareness_Among_Nursing_Staff_at_an.10.aspx
ural_Awareness_Among_Nursing_Staff_at_an.10.aspxIntroducti
onStrategic PlanStrategic Goals and
OutcomesEnvironmentsLeadership and Healthcare
TheoriesConclusionReferences

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