NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Name

Capella university

NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners

Prof. Name

Date

 Diversity Project Kickoff Presentation

Welcome, everyone. This presentation sets a foundation for an important project to address the diversity challenges identified at Lakeland Medical Clinic. Recent feedback from our internal employee survey and community conversations has highlighted a significant disconnect between our staff and the predominantly Haitian community we serve. Many community members feel that their cultural beliefs and values are poorly understood, impacting their trust in our care. Through this project, our overarching goal is to build cultural competence among our staff to create a welcoming and inclusive environment for the community. Together, we will make meaningful progress through collaboration and understanding. 

Project Objectives and Primary Focus Areas

Our primary goal for this project is to enhance cultural competence among Lakeland Medical Clinic staff. This will create a welcoming environment for the community, improve their trust in healthcare services, and reduce disparities (Hickson, 2022). To achieve this, we aim to increase staff awareness of cultural values, beliefs, and practices, ultimately promoting inclusivity and high-quality care. Some of the initial priorities of the project include: 

• Cultural Competency Training: Research has revealed that training for healthcare personnel related to cultural competence enhances patient satisfaction and health efficiency (Vella et al., 2022). Our objective is to conduct extensive programs for staff to accept the Haitian culture and health beliefs. This priority presumes that any knowledge deficits identified during the initial scouting are resolved, leaving staff in a stronger position to engage in a culturally appropriate way with patients.
• Community Engagement Initiatives: We focus on starting regular communication with local community leaders and representatives of the Haitian population. This will give an opportunity to know the community’s feelings and challenges they undergo and how best they can be treated culturally. By this key aspect, we assume to regain patients’ trust, and make sure that our service is seen as receptional and helpful.

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

• Interdisciplinary Team Collaboration: Finally, the project brings together the staff from different fields of specialization. Cultural proficiency and multidisciplinary cooperation are two closely related components of healthcare (Kumra et al., 2020). This collaboration way guarantees that patient communication is integrated and culturally appropriate. This priority presumes that strengthening staff coordination will encourage them to actively and willingly exchange ideas and knowledge regarding cultural competency, leading to a culture of support for such kinds of initiatives. 

Team Composition and their Profiles

Our project team comprises a diverse group of professionals, each bringing unique qualifications and experiences to address the cultural competence issue at Lakeland Medical Clinic effectively. These include: 

1. Diversity and Inclusion Officer (Internal): This staff member has been responsible for past changes and the development of workplace diversity and inclusion. He is a Certified Diversity Professional (CDP) with a focus on diversity and inclusive practices in healthcare settings. His experience makes him understand the clinic’s culture and some of the challenges that the clinic faces. This member will give firsthand information about the staff and present workable ways of enhancing cultural sensitivity.
2. Cultural Liaison Officer (External): This member is a leader from the Haitian community and has a good understanding of the local residents’ culture, health, and other issues. He has a Master’s degree in Public Health and has experience in social work, community mobilization, and outreach. As an external member, he has a fresh outlook on a community, which is essential in closing the bridge between the clinic and the Haitian community. Their presence will make it easier to design strategies that are culturally sensitive to the intended targets. 
3. Clinical Nurse Educator (Internal): This member is a registered nurse with an advanced Master’s degree in Nursing Education and extensive experience in creating training sessions on culturally sensitive care. They are fully certified in cultural competence and are aware of the effects of diversity on patients. By being an internal member, the Clinical Nurse Educator understands the setting of the clinical area and the needs of the patients and the employees. They are crucial to developing training sessions and facilitating our team’s ability to interact with various audiences appropriately.
4. Human Resources Specialist (Internal): This member is an HR practitioner and holder of Professional in Human Resources (PHR) certification. He has practical experience in diversity management in the workplace. They are skilled at conflict management, employee relations, and responsiveness to ethics and diversity issues. They are part of the internal team in the clinic and, therefore, understand the clinic’s HR practices, policies, and organizational structure well. Their role is highly significant in determining policies on culture change, staff-related matters, and promotion of work culture that reflects the best healthcare organizations.
5. Healthcare Ethicist (External): With a PhD in Bioethics, this external member has worked as an ethicist consultant for various healthcare facilities. He specializes in using ethics in decision-making processes that enhance respect for cultural and individual rights in organizations. He will provide a balanced, ethical outlook that benefits our team without violating professional standards of care for the patients and staff. 

Role of the Presenter and Team Collaboration

As the project leader, my role will be to guide and facilitate effective interprofessional collaboration among our diverse committee members. I will act as a facilitator, ensuring communication is open, respectful, and aligned with our shared goals. My approach will emphasize inclusivity and engagement, fostering a sense of ownership and commitment to achieving cultural competence within the clinic.

The committee will use face-to-face meetings and other technologies in their communication. Face-to-face meetings are considered a way of enhancing trust between group members concerning the quality of the communication process (Smith & Ruiz, 2020). The face-to-face communication will take place in biweekly, formal meetings. Also, several digital communication tools, including Microsoft Teams and Slack, will be used for messaging, sharing documents, and managing tasks. These platforms have been used in healthcare to enhance information exchange (Wuersch et al., 2024). Video conferencing will be made available to incorporate external participants. An agenda for meetings will be provided before the meeting, and minutes will be taken and distributed later for transparency.

To encourage people to contribute their ideas, we will use brainstorming techniques, and to prioritize the solutions, we will use the Nominal Group Technique (NGT). This is a systematic process of brainstorming by which ideas are explored in groups of three or four people. It does not create situations where the same people dominate the discussion but ask each person to contribute (Khurshid et al., 2023). It will also guarantee that all the decisions are made democratically, and each voice will be counted through consensus. In the absence of consensus, we will use structured voting to guarantee that the data inform the decisions made and are in the project’s best interest.

Roles of Team Members 

Each committee member will have a clearly defined role that leverages their expertise. For instance, the Diversity and Inclusion Officer will oversee cultural competency strategies, while the Cultural Liaison Officer will serve as a community advocate. The Clinical Nurse Educator will design and implement staff training, the HR Specialist will develop supportive workplace policies, and the Healthcare Ethicist will ensure our initiatives align with ethical standards. The team will follow a collaborative structure, minimizing hierarchy to encourage the free exchange of ideas. We will provide regular check-ins and feedback loops for the group to stay aligned and employ reflective practice techniques to facilitate continuous improvement and adaptability. 

Characteristics of a Diverse and Inclusive Workplace

A diverse and inclusive workplace is characterized by several key elements that foster a culture of belonging, mutual respect, and equitable employee opportunities.

• Cultural Competence and Awareness: A fundamental characteristic of an inclusive workplace is the ability of staff to understand and respect cultural differences. According to Hickson (2022), cultural competence in healthcare settings enhances communication and improves patient outcomes by bridging cultural gaps. To make the workplace culturally appropriate, organizations provide cultural competency programs to enhance employees’ understanding of culture and ensure the organization’s effectiveness. 
• Equitable Opportunities and Representation: Inclusivity means equal opportunities for professional advancement and education for every employee regardless of their background (Garrick et al., 2024). This emphasizes the importance of diverse representation in organizations’ management structures to address systemic prejudices and discrimination. This characteristic is important to ensure all marginalized groups can speak up and are respected so there is no unfair treatment.
• Psychological Safety and Open Communication: Mogård et al. (2022) define psychological safety as the shared assumption that an organization is safe for interpersonal risk-taking, including sharing ideas, asking questions, voicing concern, or admitting errors without suffering embarrassment, rejection, or punishment. An inclusive workplace environment is one in which all employees are free and active in seeking input and in which all input is valued. People are encouraged to come up with their ideas, which makes them active in the company.

Benefits of Diversity in the Organization

Diversity policies within a healthcare organization have the following advantages: patient satisfaction, employee contentment, and organizational effectiveness. The first major benefit is the enhancement of patients’ health outcomes. Different healthcare teams have different cultural backgrounds, making them understand the diversity of the patients’ cultures and enabling them to explain their ailments. For instance, Hickson (2022) notes that culturally competent care helps to enhance patient outcomes and reduce ethnic and racial health disparities for the populations that lack adequate access to care. When patients perceive their physicians as understanding and respecting them, they are willing to participate in their treatment, improving their health.

The other advantages are that problem-solving and innovativeness are improved. Diverse teams are more creative and able to solve multifaceted issues more adequately. A meta-analysis revealed that organizations with diversity and inclusion (D&I) policies have higher innovation, decision-making, and employee engagement and satisfaction levels than those without (Okatta et al., 2024). For example, hospitals that adopted diverse leadership teams described more flexible and integrated approaches toward patient services and the development of their institutions. Finally, diversity leads to better employee satisfaction levels. People who work in organizations that are open to diversity also enjoy their jobs and are more likely to be loyal to their employers. From the literature, it was found that those healthcare organizations that have implemented policies for inclusion reported improved productivity and increased employee morale (Mashhady, 2024). All these benefits point to the need to protect and fund diversity efforts.

Conclusion

In conclusion, this presentation described how the diversity issues at Lakeland Medical Clinic will be resolved to improve cultural competency. We presented the project’s background, goals, and other important considerations for the team members. Much attention was paid to the team’s composition and members’ competencies to guarantee interprofessional collaboration. We also provided effective communication strategies and methods to share ideas and develop decisions. By promoting diversity, we aim to build trust with our community and improve patient outcomes, creating a more welcoming and respectful healthcare environment for all.

References

Garrick, A., Johnson, W. D., & Arendt, S. W. (2024). Breaking barriers: Strategies for fostering inclusivity in the workplace. International Journal of Academic Research in Business & Social Sciences, 14(2). https://doi.org/10.6007/ijarbss/v14-i2/20799 

Hickson, S. V. (2022). Culturally competent healthcare. Clinics in Integrated Care, 15, 100130. https://doi.org/10.1016/j.intcar.2022.100130 

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Khurshid, F., O’Connor, E., Thompson, R., & Iman Hegazi. (2023). Twelve tips for adopting the virtual Nominal Group Technique (vNGT) in medical education research. MedEdPublish, 13, 18–18. https://doi.org/10.12688/mep.19603.1 

Kumra, T., Hsu, Y.-J., Cheng, T. L., Marsteller, J. A., McGuire, M., & Cooper, L. A. (2020). The association between organizational cultural competence and teamwork climate in a network of primary care practices. Health Care Management Review, 45(2), 106–116. https://doi.org/10.1097/hmr.0000000000000205 

Mashhady, A. (2024). Included and engaged: The significance of perceived inclusion among healthcare workers. Journal of Health Organization and Management. https://doi.org/10.1108/jhom-05-2024-0184 

Mogård, E. V., Rørstad, O. B., & Bang, H. (2022). The relationship between psychological safety and management team effectiveness: The mediating role of behavioral integration. International Journal of Environmental Research and Public Health, 20(1), 406. https://doi.org/10.3390/ijerph20010406 

Okatta, N. C. G., Ajayi, A., & Olawale, N. O. (2024). Enhancing organizational performance through diversity and inclusion initiatives: A meta-analysis. International Journal of Applied Research in Social Sciences, 6(4), 734–758. https://doi.org/10.51594/ijarss.v6i4.1065 

Smith, S. M., & Ruiz, J. (2020). Challenges and barriers in virtual teams: A literature review. SN Applied Sciences, 2(6), 1–33. Springer. https://doi.org/10.1007/s42452-020-2801-5 

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Vella, E., White, V. M., & Livingston, P. (2022). Does cultural competence training for health professionals impact culturally and linguistically diverse patient outcomes? A systematic review of the literature. Nurse Education Today, 118, 105500. https://doi.org/10.1016/j.nedt.2022.105500 

Wuersch, L., Neher, A., Maley, J. F., & Peter, M. K. (2024). Using a digital internal communication strategy for digital capability development. International Journal of Strategic Communication, 18(3), 1–22. https://doi.org/10.1080/1553118x.2024.2330405