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Strategic Plan Appraisal

In healthcare, the review of a strategic plan is the process of considering many key elements to ensure that they function as they should and are consistent with the organization’s objectives. In the course of this, people generally consider how clear and critical the strategic goals are, how feasible they are to execute given the available resources and capabilities, how active and supportive the stakeholders are, how the plan may impact patient outcomes and care quality, and how adaptive it is to new situations or external influences. In addition, performance evaluation that compares the strategic plan to established benchmarks should be performed to ensure continued progress and to meet long-term business goals (Weston, 2020). In evaluating the strategic plan of Grand River Hospital, a consideration of response reliability, stakeholders’ perspectives and the fair evaluation of the hospital itself will be looked at.

NURS FPX 8010 Assessment 2: Strategic Plan Analysis

Everything that Grand River Hospital wishes and stands for is to be found in its strategic plan. This indicates that the hospital aims to give quality and community centred healthcare. The group wants to be the best in the world, and it is reflected in its aim of to become a “world-class health system support healthier lives”. This vision is followed by the goals of the Grand River Hospital to deliver excellent experiences of health care with compassion, centered on the motivated people, quality focus, relationships, and innovation (Grand River Hospital, n.  d. ). The plan focuses on the stakeholder strategy, highlighting that a wide range of internal and external groups should be involved, and feedback should be sought. This open-door policy ensures that the objectives of the group are in tune with the requirements of the community. The plan defines particular targets for achievement within five and ten years, where success entails improvement in customers’ as well as staff satisfaction, paying the best quality and safety ratings, and streamlining operations. In addition, the group aims to be a leader in health innovation and create more extensive regional collaboration, making a world-leading health system (Grand River Hospital, n.  d.  ). The major strategy targets are the patient, family, team, student, and partner experience as the primary, staff excellence, the progress of diversity, and inclusion efforts, and the use of monies for the provision of high-quality care (Grand River Hospital, n.  d. ). In general, the strategy plan of Grand River Hospital demonstrates a strong commitment to quality, innovation, and community participation in its aim to provide excellent healthcare.

Validity of Data and Analytical Strategies

At Grand River Hospital, the strategic planning process is framed by internal performance measures and feedback from external stakeholders, which helps the hospital to determine its targets. The information was gathered from several sources through the process of details and interviews to have company’s current state and its future goals (Grand River Hospital, n.  d. ). In order to assess the medical center’s achievement and identify areas to develop, internal performance indicators that might have been used included patient satisfaction scores, staff participation levels, and financial indicators. These indicators provide useful information about the performance of the current practices and guide us in setting growth targets. Alignment and linkage to broader healthcare objectives might be promoted via external regulatory approaches including regional and national quality and safety standards. Monitoring such metrics allows the hospital to know how well it is performing against industry benchmarks, and to identify areas of improvement. KPIs were built based on the information that was probably gathered from different sources like internal systems, patient surveys, governmental agencies, and benchmarking studies. Internal data sources include such items as electronic health records and financial reports, which provides a great deal of information detailing how operations are running and the use of resources. Secondary data sources, such as industry reports and peer-reviewed publications, can guide you on quality healthcare providers and emerging trends that are becoming evident (Grand River Hospital, n.  d.  ). Grand River Hospital approach of establishing meetings with external partners, top leadership, board members, and community reps in the strategy planning process assures that different points of views were considered, working together to define goals that are congruent with the purpose, vision, and even the mission of the organization as well as the needs of the people it serves (Grand River Hospital, n.  d. ). In conclusion, Grand River Hospital’s approach to setting organizational goals through data and analytic methods appears to be comprehensive and involve numerous constituencies. Using internal performance indicators and feedback from external stakeholders, the hospital can efficiently assess its current performance, identify areas for improvement, and develop a strategy for achieving its long-term objectives of delivering outstanding healthcare experiences and promoting healthier living in the community.

NURS FPX 8010 Assessment 2: Stakeholder Input

Having a survey like strategic goals of ours are in line with the wants and needs of our partners, Grand River Hospital (GRH) consulted many people. By adopting an open-minded method, we learned various viewpoints from which we could use these ideas in the strategic planning. To start, there were 11 meetings of the group with key external stakeholders like leaders from Cambridge Memorial Hospital (CMH), St.  Mary’s General Hospital (SMGH), Ontario Health Team (OHT) Signatory Group, and local education organizations. Such meetings were characterized by useful information and views provided by community partners (Grand River Hospital, n.  d.  ). The organization also conducted ten meetings with the Senior Leadership Team and three meetings with the Board of Directors. This was done in order to ensure that the internal leadership would also get to determine our strategic direction. Over 700 participants from internal groups, Medical Advisory Committee (MAC), Volunteer Association, and Foundation Boards were involved in 35 sessions with programs, services and committees (Grand River Hospital, n.  d. ). conducted two Community Reference Panel gatherings to make the participation wider. There were twelve people from the community in the first meeting, and only six people in the second. The group also employed innovative approaches such as Wallpaper Exercise in order to integrate doctors, staff, and volunteers from schools and satellite places.