NR 506 DeVry Week 2 Discussion Latest

Policy-Priority Selection (graded)

Identify your selected healthcare policy priority and discuss the rationale for your selection. Describe the model of policy making that you feel would be best applied to your policy issue and the rationale for selecting this model.

ADDITIONAL INFORMATION 

Policy-Priority Selection

Introduction

If you’re working on a project to develop or revise your organization’s security policies, it’s important to choose the one that’ll benefit your organization the most. The problem is that there are so many good ideas out there! When I sit down with clients, we often get excited about what could be done but then get bogged down in details about how each of those ideas would affect other policies and procedures. We need a strategy for selecting priorities for developing our organization’s policies—it doesn’t have to be an expensive process or take much time, but it does have to follow some basic principles that will help us choose wisely. In this post I walk through some of those principles in detail and share some ways you can use them in a real-life situation.

What approach will you take?

When looking at the different approaches to policy priority selection, it’s important to keep in mind that these are just guidelines and not hard and fast rules. As with any decision you make, you must consider your organization’s needs and risks.

• Consider the size of your organization: If your company is small, then choosing a high-risk approach may be appropriate for you because there will be fewer people affected by it (and therefore less cost). But if someone finds out about this decision and complains about it later on down the road—or worse yet tries to sue—then this could cause problems for everyone involved.

• Consider how many people will be affected by each risk: In some cases where there’s really only one person who needs protection under an employee handbook (such as when no one else has been named), then taking action might seem unnecessary due purely emotional reasons alone; however in all other cases where multiple employees may potentially fall under its scope or jurisdiction (such as those mentioned above), we recommend taking additional steps before making any decisions such as formulating strategies around communication plans between managers/leadership teams so everyone understands what actions need taken before moving forward with each step along this process.”

Before you begin, determine which policies and procedures to implement first.

Before you begin, determine which policies and procedures to implement first.

• Consider the nature of your organization. In general, if an organization has a low risk profile, then it may be less important to implement policies that reduce risks than if you are in a high-risk industry or have been subject to major compliance violations in the past.

• Consider the greatest risks to your organization: These could include legal liabilities or reputational damage due to criminal activity or regulatory scrutiny; financial costs associated with new regulations (e.g., fines); loss of revenue from lost sales due to increased costs following implementation; loss of customers because they cannot afford these changes; loss of staff time spent implementing new systems instead of doing their jobs well enough already!

For example, you may need a policy that’s required by law.

For example, you may need a policy that’s required by law. If you don’t already have one in place, you could be at risk of not complying with the law. This can result in fines, penalties or even criminal charges.

Consider the nature of your organization and its greatest risks.

The nature of your organization and its greatest risks are important considerations when selecting a policy-priority scheme. If your company is a small firm with limited resources, it may be best to prioritize actions that have an immediate impact on the organization or its customers. On the other hand, if you have broad access to capital or have access to information needed by many people within your organization (such as financial data), then it may be more beneficial for you to implement a goal-oriented strategy that emphasizes long-term results over short term consequences.

Your organization’s size is another factor that should be considered when deciding how best to allocate resources across policies based on their relative riskiness: large companies will probably benefit from more extensive coverage of high priority issues; smaller companies might need fewer high priority policies but would benefit from additional coverage of low priority issues such as compliance monitoring activities (e.g., auditing).

The size of your organization is a factor, too.

In addition to the size of your organization, you may find that other factors influence how much risk you’re willing to take on. For example, if you have a small team and are focused on providing value for clients, it’s likely that there will be fewer risks involved in your business than if you were working with large organizations or had more employees.

If this is the case and your company has decided which policy-priority list it wants to use as its starting point (and has already identified those who will implement those policies), then all that remains is making sure everyone understands why they’re doing what they’re doing—and how it fits into their overall strategy.

You might also look at compliance costs, ease of implementation or the practices of other organizations in your industry.

You might also look at compliance costs, ease of implementation or the practices of other organizations in your industry. This can help you determine which policy is most likely to be successful for your company.

You’ll want to consider:

• The level of effort required by IT staff to implement and enforce a particular policy;

• How easy it is for employees and visitors (or third parties) to access restricted resources; and * What potential risks are associated with each type of access so that you can prioritize them accordingly

Use a thoughtful approach to selecting the policy to develop or revise first.

• List the pros and cons of each policy.

• Consider the risks of each policy, including those associated with changing your company’s position on an issue or taking a risk in general (e.g., losing business from competitors who follow your lead).

• Determine the costs associated with implementing each policy, including any financial or other resources required for implementation (such as personnel time), training materials, and/or additional software or hardware needed for employees to use their new toolset effectively during work sessions; consider whether these costs are worth it given how likely you are to reap benefits from adopting this approach moving forward—and whether there could be other ways around them (e.g., hiring contractors instead).

4 . Consider ease of implementing each policy: If something doesn’t seem easy enough at first glance, maybe it isn’t worth pursuing further – perhaps there’s another option that would be more effective in achieving whatever goal(s) you want met by making changes/additions based upon scenarios similar but not identical situations occurring within your industry environment currently being researched via research efforts ongoing right now among large corporations across America today.”

Conclusion

So there you have it! Policy selection is an important part of project management, and it’s one that can take a little time to get right. However, with the right approach and some planning ahead of time, you should be able to get this process down pat in no time. Keep in mind that your organization’s unique needs are going to play a role in which policies or procedures you choose first; so consider all factors before making any decisions about what order will work best for your company!

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