Date

Summer 7-25-2026

ESRP 9000 Professor

Daniel Turner, Ed.D.

ESRP 9001 Professor

Daniel Turner, Ed.D.

Executive Summary

Strategic Analysis of a Community-Based Nonprofit Health Organization. Roslyn Hardy, 2026: Strategic Research Project, Nova Southeastern University, Abraham S. Fischler College of Education and School of Criminal Justice. Keywords: Affordable Care Access, Community Health Center, Continuous Quality Improvement, Federally Qualified Health Center, Health disparities, Health Resources and Services Administration, Medically Underserved Area, Performance Management and Development System, Plan-Do-Study-Act, Preventive Care, Sliding Fee Scale, Telemedicine

This strategic research project sought to improve organizational performance, leadership sustainability, and quality while evaluating the organizational efficacy of a nonprofit federally qualified health center serving a medically underserved urban population. The strategic research examined the health center's internal strengths and weaknesses, external opportunities and threats, governance structure, leadership transition, and operational procedures using a strengths-weaknesses-opportunities-threats framework. Several significant organizational problems were identified by the analysis, including the departure of a long-serving chief executive officer without a formal succession plan, the absence of a formal performance management system, unequal organizational accountability, and the limited use of data to guide strategic decision-making and continuous quality improvement. The corporation found it more challenging to match employee performance because of these issues with strategic goals and react quickly to changing healthcare demands. According to research, companies with organized performance management systems are more likely to enhance long-term efficacy, organizational learning, and responsibility (Mannion & Davies, 2023).

The findings support the implementation of a comprehensive, data-driven performance management system that is integrated with continuous quality improvement principles to enhance accountability, transparency, employee engagement, and organizational performance. Developing quantifiable key performance indicators, implementing standardized performance evaluation processes, developing leadership succession planning, strengthening governing board oversight, and boosting stakeholder engagement are some recommended strategies to foster a culture of continuous improvement and evidence-based decision-making. These recommendations will improve patient outcomes, workforce performance, and regulatory compliance while also enabling the health center to better fulfill its mission of providing impoverished populations with access to high-quality healthcare. According to Scoville et al. (2024), integrating continuous quality improvement with performance evaluation promotes organizational resilience, improves strategy alignment, and supports long-term improvements in patient care and healthcare quality.

Document Type

Strategic Research Project-NSU Access Only

Degree Name

Doctor of Education (EdD)

College

Abraham S. Fischler College of Education and the School of Criminal Justice

Concentration

Organizational Leadership

Language

English

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