1. Describe how nurses are integrated into strategic planning in your current healthcare organization Nurses are made aware of the plan and allowed to bring forth any questions, comments or concerns during the Nursing Town Hall held to discuss organizational changes. When designing how to structure an organization, administrative staff take into account a variety of things. Of these, the most ubiquitous challenge for management is typically how to ensure that the different departments within an overarching organization can operate together efficiently. By implementing a variety of techniques, companies can ensure that the goals of the different departments and employees align to a common objective (George, Walker & Monster, 2019). It is imperative that nurses are made aware of the initiatives and included in the decision-making process. By doing so, engagement and empowerment are being promoted 2. Identify two strategies you would use as a nurse manager to engage all nursing staff into the strategic planning process. By implementing innovation management in strategy planning information technology-based companies can fortify the strengths of the different departments and facilitate the overall success of the organization. As the nurse manager it would be my job to identify the nursing role in the process and set expectations. I would also ensure that all resources needed are available. There are sources that can have a significant influence on the quality and completion of the process. I would establish rapport with my staff and attempt to remain in a position that is in collaboration with then but also stand behind the mission of the organization. There is a need for the nurse manager to ensure that the initiatives implemented are effective and provide a clear focused direction for the healthcare organization. Understanding the success factors of strategic planning will enable manager to develop more effective methods for developing, implementing and evaluation strategic plans in healthcare organizations 3. How can you use data for decision making and change processes to promote and improve patient quality and safety outcomes? Clinical and non-clinical health leaders both seek to leverage data to drive innovative improvements in models of care and create sustainable and effective health systems. Clinical analytics, which leverages on cost and activity data, are being used to shape the future of local health systems, improve service delivery, and enhance patient outcomes (Damato, 2015). The level of detail contained in the ABM Portal enables users to test common hypothesis about their services, such as whether their patients are older, sicker, and/or more complex, compared to their peers’ patients. As a result, performance issues can be unbundled further, in order to identify core issues that drive costs and establish a clear relationship between all domains of performance including those that are activity-related and financial (Damato, 2015). This shift has been critical to implementing changes in models of care that improve patient outcomes. It has supported a more effective and productive planning from the clinical and non-clinical point of views, as well as the establishment of a more expansive and integrated health care system. Users are now empowered and can find answers to their questions, rather than having to request a report and wait several weeks for it to be prepared. This process has improved the efficiency of sourcing and using relevant organizational information and is driving changes across the health care system