NURS FPX 8010 Assessment 3: Strategic Plan Development

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Strategic Plan Development

In a continuously transforming healthcare environment, strategic planning is an essential element of the system in place at Grand River Hospital to overcome challenges and achieve the mission of the hospital – providing quality care. NURS FPX 8010 Assessment 3: Strategic Plan Development: In this work, Grand River Hospital’s departmental strategic priorities are uncovered and analyzed, which includes their alignment with the organizational goals of the community and the influence of organizational policies on their achievement. By assessing these priorities and their implications, observations become more developed, and leadership and quality healthcare will be visible in the hospital’s strategies.

NURS FPX 8010 Assessment 3: Departmental Strategic Priorities

The core strategic objectives of Grand River Hospital, regarding the hospital’s category, are no exception and follow the broader organizational goals, giving a comprehensive understanding of how the hospital operates (Grand River Hospital, n. d. ). First of all, the most significant challenge is the problem of financial sustainability, of which the securement of depending on government sources and finding revenue from external sources must be the core. This is well thought out for foreseeing whether operations will be efficient, resources will be adequate, and patients will receive needed services.

Similarly, customer and other stakeholders’ satisfaction is a significant point demonstrating that the hospital fully commits to giving the best health care and services to the people. By attempting to position our department among Ontario and Canada’s top hospitals for patient satisfaction, we aim to develop bonds among the community and boost the trust placed in our services. Another essential strategy is running an extensive course toward hurdles like procurement, design, and machinery. NURS FPX 8010 Assessment 3: Strategic Plan Development: Through supply-chain efficiency and collaboration with other healthcare bodies in the locality, Grand River Hospital intends to emerge as a role model in healthcare, thus driving constant quality improvement.

All things aside, implementing the DEI initiatives inside the organization clearly shows the desire of the entity to offer employees a supportive and inclusive work environment. The department intends to create programs and policies to develop diversity and fairness in its operations, allowing it to engage staff better and increase patient care. The reasons to adhere to these priorities for the next five years are valid because they touch upon the cornerstones of the success of our universe, i.e., taking care of the health of our people.

NURS FPX 8010 Assessment 3: Effects of Organizational Policies

Organizational policies’ influence on departmental strategic priorities at Grand River Hospital seems significant, as they inundate the process and the attainment of the main objectives. The policy results demonstrate financial sustainability, including but not limited to budgetary and fiscal priorities. One example is the policies on the allocated budget type and resource management for the firm, which can determine if the department will get sufficient funds or diversify the revenue streams. I suppose the design of organizational policies prioritizes cost-saving instead of fresh revenue-generating projects. In that case, the department’s capacity may be detrimental to achieving its financial stability purpose (Grand River Hospital, n. d. ). In contrast, policies oriented on strategic business development in the sphere of healthcare technologies and organizational services expansion can contribute to the sustainability of finance in the department and boost long-run growth.

Additionally, policy factors connected to patient care and an issue focused on relationship building affect the strategic priorities of community connection and customer satisfaction. The policies in place have become part of the patient-centered care practices and systems of feedback, resulting in a culture focused on providing continuous improvement services within the department. However, regulations emphasizing bureaucracy instead of patient-related services by the stakeholders can hamper the attempt to boost patient satisfaction and trust. It is essential in this context to align the organizational policies with strategic priorities that are concerned with the comfort of patients and their stakeholders so that departmental projects are supported and implemented.

Finally, organizational policies govern the department’s capability to improve infrastructure and innovation. These add to the department’s ability to optimize internal processes. NURS FPX 8010 Assessment 3: Strategic Plan Development: Providing investment policies for technological developments and establishing connections between the national healthcare organization and all other external partners contribute to fulfilling those infrastructure-related priorities. In addition, policies that mount obstacles on the bureaucratic side or impose resource-related limitations may restrict departments from reaching their goals, which will not allow them to improve their operations effectively. We have to do everything to ensure the implementation of organizational policies consists of alignment with the organization’s strategic objectives, as this is the key to high-level performance and the achievement of the primary outcomes in the departmental context of Grand River Hospital.

Conclusion

A primary concern of the strategic directions revealed at the Grand River Hospital covers all healthcare system challenges and proposes solutions for improving services; nevertheless, the efficacy of these priorities depends on the level of agreement with the corporate policy. A hospital can achieve its mission through planning, supporting infrastructure, evidence-based practice, and an overall cohesive framework of policies that relate to and emphasize the strategic objectives. In the future, aligning the policies with the strategic priorities to minimize exponential growth while attempting to achieve the best care results will be essential for attaining Grand River Hospital’s goals.

Reference

Grand River Hospital. (n.d.). Strategic Plan 2021 – 2025 | Grand River Hospital. Www.grhosp.on.ca. https://www.grhosp.on.ca/reports/strategic-plan

Weston, M. J. (2020). Strategic planning in an age of uncertainty: Nurse Leader, 18(1), 54–58. https://doi.org/10.1016/j.mnl.2019.11.009

Appendix A

Organization Balanced Scorecard (HHS, 2021a)Balanced Scorecard

Domain	Objectives	Measurement	Initiatives
Financial	1. Get the government to spend as much money as possible on high-quality services and care close to home.	More money from the government	Start projects to get more money from the government.
	2. Boost income outside the ministry by $20 million annually and reach a bottom line similar to 2% of total revenue to fund long-term spending.	The bottom line equals 2% of total income, with more money coming in from outside the government.	Look for new ways to make money by offering new services and forming relationships.
Customer	1. Be in the top ten percent of hospitals in Ontario for how well patients, families, and teams are treated.	Rankings of the patient, family, and team experience	Set up care services that are focused on the patient and their family.
	2. Get in the top ten percent of hospitals in Canada for certain important patient quality and safety measures.	Rankings of patient safety and health	Improve procedures for quality assurance and patient safety.
Internal Processes	1. Our new acute care building program is market-ready.	Acute care infrastructure plan completion.	Make the processes of infrastructure construction and consent more efficient.
	2. Local MedTech, education, and healthcare organizations collaborate in innovation, and GRH is a recognized innovator in care locally and nationally.	The recognition of the leader in care innovation.	Create relationships and programs aimed at promoting innovation in healthcare delivery.
Learning and Growth	1. Advance diversity, equity, and inclusion across the organization by creating structures and launching Propel diversity, equity, and inclusion throughout the organization by developing systems and introducing initiatives for long-term, sustainable change.	DEI initiatives’ evolution.	Execute diversity training programs and policies in the organization.
	2. Mature the practices to become an effects-driven leader in an insight-based organization.	Progress of the improvement in the organizational maturity as an insight-driven organization	Allocate infrastructure to data analytics tools and staff development to improve decision-making processes.

Appendix B

Nursing Balanced Scorecard (HHS, 2021b)

	Objective	Performance metric	Benchmark Target	Initiative
Internal process	Increase retention of current employees and recruit new highly qualified employees	Retention levels meeting and exceeding appropriate regional standards	Decrease in turnover rates for nurses	Collaboration between recruiter and hiring managers
Customer	Enhancement of nursing quality	Creating an organization-wide approach to nursing quality and patient safety that promotes quality improvements in the clinical setting	Exceed national benchmark in nursing quality metrics	Engagement in quality from nurse clinicians.
Financial	Allow for better cost control	Transparency across the organization and accurate reporting	Optimal patient outcomes and increased fill rate	Collaboration among the supplemental and contingent workforce.
Learning and growth	Nursing simulation program	Implement a full-service simulation program by expanding the scope of education and training offered to nurses.	Key nurse-sensitive quality indicators will increase by 10%	Demonstrate active collaboration and participation throughout the nursing department

Explore our other nursing samples ( NURS FPX 8012 Assessment 4 ) for further assistance and resources.