Create a slide presentation  supported by 8–12-slides, for one of the stakeholder groups identified in your Assessment 2 Policy Proposal, which addresses current performance shortfalls, the reasons why new policy and practice guidelines are needed to eliminate those shortfalls, and how the group's work will benefit from the changes. It is important that health care leaders be able to clearly articulate policy positions and recommendations and garner buy-in and support from stakeholder groups for policy and practice changes in their organizations. Unfortunately, effective communication is often lacking. Consequently, it is important for health care leaders, when leading change, to ensure that clear and open communication is ongoing and informative. Inform the group of current performance shortfalls, introduce the proposed policy, explain why the policy is needed, and present policy-driven practice guidelines to resolve the performance issue. You must also obtain buy-in from the group by explaining the positive effects of the policy and practice guidelines on their work. Requirements The presentation requirements outlined below correspond to the scoring guide criteria, so be sure to address each main point. Read the performance-level descriptions for each criterion to see how your work will be assessed. In addition, be sure to note the requirements for presentation format and length and for supporting evidence. Summarize your proposed organizational policy and practice guidelines. Identify applicable local, state, or federal health care policy or law that prescribes relevant performance benchmarks that your policy proposal addresses. Keep your audience in mind when creating this summary. Interpret, for stakeholders, the relevant benchmark metrics that illustrate the need for the proposed policy and practice guidelines. Make sure this is a brief review of the evaluation you completed in your Assessment 1 Dashboard Metrics Evaluation. Make sure you are interpreting the dashboard metrics in a way that is understandable and meaningful to the stakeholders to whom you are presenting. Explain how your proposed policy and practice guidelines will affect how the stakeholder group does its work. How might your proposal alter certain tasks or how the stakeholder group performs them? How might your proposal affect the stakeholder group's workload? How might your proposal alter the responsibilities of the stakeholder group? How might your proposal improve working conditions for the stakeholder group? Explain how your proposed policy and practice guidelines will improve quality and outcomes for the stakeholder group. How are your proposed changes going to improve the quality of the stakeholder group's work? How will these improvements enable the stakeholder group to be more successful? What evidence supports your conclusions or presents alternative perspectives? Present strategies for collaborating with the stakeholder group to implement your proposed policy and practice guidelines. What role will the stakeholder group play in implementing your proposal? Why is the stakeholder group and their collaboration important for successful implementation? Deliver a persuasive, coherent, and effective audiovisual presentation. Address the anticipated needs and concerns of your audience. Stay focused on key policy provisions and the impact of practice guidelines on the group. Adhere to presentation best practices. Proofread your presentation slides to minimize errors that could distract the audience and make it more difficult for them to focus on the substance of your proposed policy and practice guidelines. Be sure that your slide deck includes the following slides: Title slide. Presentation title. Your name. Date. Course number and title. References (at the end of your presentation). Apply current APA formatting to all citations and references. Your slide deck should consist of 8–12 slides, not including a title and references slide. Cite 3–5 sources of scholarly, professional, or policy evidence to support your analysis and recommendations. Strategic Planning Oliver, T. R. (Ed.). (2014). Guide to U.S. health and health care policy. Thousand Oaks, CA: SAGE Publications. Read Chapter 12, pages 157–164, which offers guidelines for the establishment and implementation of programs that provide the optimal environment for safe and effective patient care. van Bulck, H. (2015). Strategic business planning for small primary care practices in the affordable care era: A heuristic model. International Journal of Business & Public Administration, 12(2), 109–121. Terzic-Supic, Z., Bjegovic-Mikanovic, V., Vukovic, D., Santric-Milicevic, M., Marinkovic, J., Vasic, V., & Laaser, U. (2015). Training hospital managers for strategic planning and management: A prospective study. BMC Medical Education, 15, 1–9. Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4355452/ This article addresses key strategic issues; organizational mission, vision, and core values; and how an organization will achieve its goals. The success and sustainability of health care organizations is contingent on the strategic imperatives that will improve consumer confidence and ultimately gain the support of all stakeholders. This resource also presents solid examples of what success looks like in the current environment. SHOW LESS Change Leadership and Stakeholder Buy-In Cabassa, L. J., Gomes, A. P., & Lewis-Fernandez, R. (2015). What would it take? Stakeholders' views and preferences for implementing a health care manager program in community mental health clinics under health care reform [PDF]. Medical Care Research and Review, 72(1), 71–95. This article examines the differences in strategies used by different stakeholders and providers in communities and other organizations. Trastek, V. F., Hamilton, N. W., & Niles, E. E. (2014). Leadership models in health care – A case for servant leadership. Mayo Clinic Proceedings, 89(3), 374–381. This article covers the many competing stakeholders in health care and the importance of taking into consideration all who are affected by decisions. Vestal, K. (2013). Change fatigue: A constant leadership challenge. Nurse Leader, 11(5), 10–11. This article points to practical things a leader can do to ensure that change occurs, while also balancing the day-to-day process, and illustrates that change can be incremental. Building Buy-In and Communicating With Stakeholders. This multimedia activity enables you to walk through the preparation and communication steps that should be completed prior to delivering a presentation to a group of stakeholders. It also provides an opportunity to reflect on stakeholders' wants and needs, as well as how to craft a message that will resonate with specific stakeholders.