Strategic Plan Appraisal Strategic Plan Appraisal
Nurs FPX8010 Assessment 2 strategy, goals, and primary indicators of performance are all subjected to rigorous analysis and evaluation in an organizational assessment. Examining the strategic approach’s compatibility with the company’s overall goal and beliefs from the standpoint of a nursing leader or other significant shareholder is part of this. A plan for strategic assessment would evaluate the manner in which the entire system’s strategic objectives tumble to particular objectives throughout different healthcare settings in the specific instance of Providence Health & Services, a well-known Catholic nonprofit medical institution while advancing Providence’s purpose to offer compassionate assistance to those in need (Providence Care, 2023).
Nurs FPX8010 Assessment 2 Strategic Plan Analysis
Providence Health & Industries is a large Catholic medical facility that aims to offer empathetic, quality care, promote the well-being of the population, and increase availability. Four main strategic initiatives emerge from an examination of development papers that are accessible to the general population and stem from Providence’s purpose and principles. It is necessary to coordinate care between contexts to satisfy physical and societal requirements via integrated medical groups and collaboration, as well as to widen access to inexpensive medical care through new models, including telemedicine, community medical centers, and reform of payments (Providence Care, 2023).
An evaluation that is critical enables an examination of Providence’s approach to operationalizing its faith-based commitment to assist marginalized communities. For instance, objectives pertaining to whole-person methods, inexpensive care, and decentralized supervision of care seek to remove obstacles in obtaining and restructuring treatment towards the demands of the patient as opposed to the requirements of the medical system. Management must show frontline employees that they are committed to pursuing disruptive technology. Newport employs the development of leadership, diversity efforts, and advanced data analytics to prepare its stakeholders to adapt and position Providence strategically by providing excellent care expertise (Clark et al., 2021). This allows the breadth of Nurs FPX8010 Assessment 2 strategic shift to be maximized. Community evaluation of strategic goals guarantees that plans align with real-world patient, household, neighborhood, and physician demands.
Alignment with Mission and Vision
By placing disadvantaged people at the core of important projects, Providence’s comprehensive marketing strategy immediately maps to its Catholic medical mission and long-term goal of “Wellness for a Caring Society.” The goal of workforce training, whole-person management simulations, integrated medical providers, and accessible accessibility initiatives is to remove structural obstacles that exacerbate inequality in the treatment of disadvantaged populations and underrepresented groups. Providence’s purpose of offering compassionate treatment for everyone, particularly the impoverished and susceptible, is embodied in this strategy makeover that prioritizes public advantage, comprehensive diligence, and focusing on socioeconomic factors influencing disease. (Magnan, 2021).
Validity of Data and Analytical Strategies
Providence, a medical organization that balances insurer and practitioner responsibilities, has possession of abundant information from several sources within and outside the organization, which it uses to influence its business objectives and KPIs. Throughout treatment, Providence’s numerous medical centers, healthcare facilities, skilled nursing homes, and partners provide medical, functional, and economic performance information of their own. According to Sharma et al. (2020), these probably encompass financial outcomes by treatment conformity, client mix, and expenditure driver, as well as quality measures, including infection rates, 30-day hospitalizations, preventative care delivery, flow of patients signals surrounding waiting periods, release interruptions, and transference effectiveness. External standards for effectiveness, consumption, and patient satisfaction include accessible information through the Centers for Medicare & Medicaid Services (CMS), governmental health organizations, and contractual healthcare plans (Haviland et al., 2022).
Nurs FPX8010 Assessment 2
Providence uses a variety of Key Performance Indicators (KPI) collection methods, including patient contentment ratings, preventative charges, collective pricing patterns, as well as and current availability metrics linked to Nurs FPX8010 Assessment 2 strategic objectives such as flawless interaction, cost-effective medical accessibility, and positive patient experiences (Schreuder & Horlings, 2022). Given Providence’s involvement in value-based state initiatives that need thorough performance and usage submitting reports, CMS is the most reliable source of data (McDonough & Adashi, 2022). In order to keep their certification and to bargain for value-based arrangements with business taxpayers, Providence’s institutions also need to disclose data. Providence prioritizes some strategic goals above others in order to create a distinctively compassionate treatment perspective. This may be understood by studying the measurements they focus on and comprehending the various information sources that Providence uses (Bibri et al., 2023).
Nurs FPX8010 Assessment 2 Stakeholder Input
Providence has many stakeholders, both internal and external since it comprises a large medical chain. These stakeholders range from directors and executives in the C-suite who define its mission to neighborhood partners and lobbying organizations that reflect the interests of customers. Creating system-wide goals that include these varied stakeholders promotes participation throughout execution. Providence’s institutional patient/family committees, nurse municipalities, and accreditation groups offer important perspectives on the quality of treatment patients have received and areas for development. To ensure that anticipated actions align with point-of-care requirements, it is important to get feedback from frontline staff (Newans & Siddiqui, 2021). Providence’s exterior neighborhood voice is used to define its strategic course via relationships with organizations providing social services, government programs, and local alliances, as well as evaluations of community health issues.
Although the top management team has the power to establish formal strategic goals for national and regional board authorization, Providence makes use of a holistic approach of descending transparency, which incorporates stakeholder input into every phase of the planning stages. This puts especially the most creative initiatives in danger of being well-accepted. The publication of systemwide pledges to accessibility, cost-effectiveness, and comprehensive care implies that decision-makers considered feedback from various stakeholders when formulating strategic objectives that support moral and practical factors essential to Providence’s survival and mission (Bultema et al., 2023). Building stakeholder confidence in the revitalization approach involves evaluating how agendas satisfy community issues.
Balanced Scorecard
Table 1: Strategic Goals and Projects (Providence Care, 2023)
Upon examination of the scorecard, Providence has balanced Nurs FPX8010 Assessment 2 strategic goals across all areas, with activities and targets geared toward enhancing community health via high-caliber, coordinated care while preserving financial viability. The changes in access, service model, and affordability described in their strategic objectives are made possible by the internal processes and learning/growth measures.
Conclusion
The Providence Health & Services scoring system supports findings from an examination of their more comprehensive plan of action materials, which include the fact that the organization’s goals are designed to spark change in the areas of company structure, civilization, and care performance. The financial, consumer, internalized, and learning/growing viewpoints are all represented in the strategic goals, which offer an interconnected and equitable emphasis on the demands of community wellness, sustainable development, simplicity of access and interaction, whole-person centering themselves, and the creation of an agile staff.
Reference
Bibri, E. S., Krogstie, J., Kaboli, A., & Alahi, A. (2023). Smarter eco-cities and their leading-edge artificial intelligence of things solutions for environmental sustainability: A comprehensive systematic review. Environmental Science and Ecotechnology, 19. https://doi.org/10.1016/j.ese.2023.100330
Bultema, S., Piper, K., Salas, E., Forberg, P., & Grinnell, S. (2023). Exploring how health equity is addressed in accountable communities of/for health (ACHs). Health Services Research. https://doi.org/10.1111/1475-6773.14258
Clark, C. R., Wilkins, C. H., Rodriguez, J. A., Preininger, A. M., Harris, J., DesAutels, S., Karunakaram, H., Rhee, K., Bates, D. W., & Dankwa-Mullan, I. (2021). Health care equity in the use of advanced analytics and artificial intelligence technologies in primary care. Journal of General Internal Medicine, 36(10), 3188–3193. https://doi.org/10.1007/s11606-021-06846-x
Haviland, A. M., Ma, S., Klein, D. J., Orr, N., & Elliott, M. N. (2022). Association of Medicare advantage premiums with measures of quality and patient experience. JAMA Health Forum, 3(8). https://doi.org/10.1001/jamahealthforum.2022.2826
Magnan, S. (2021). Social determinants of health 201 for health care: Plan, do, study, act. NAM Perspectives, 2021. https://doi.org/10.31478/202106c
McDonough, J. E., & Adashi, E. Y. (2022). The Center for Medicare and Medicaid innovation—toward value-based care. JAMA, 327(20), 1957–1958. https://doi.org/10.1001/jama.2022.6927
Newans, J., & Siddiqui, N. (2021). Barriers contributing to policy deviation: A mixed methods study of policymakers and frontline nurses. Figshare.utas.edu.au. https://figshare.utas.edu.au/articles/journal_contribution/Barriers_contributing_to_policy_deviation_a_mixed_methods_study_of_policymakers_and_frontline_nurses/23000771/1
Providence Care. (2023, October 5). Strategic plan 2018-2023 – Providence Care Kingston Ontario. Providence Care. https://providencecare.ca/about-us/strategic/
Schreuder, W., & Horlings, L. G. (2022). Transforming places together: Transformative community strategies responding to climate change and sustainability challenges. Climate Action, 1(1). https://doi.org/10.1007/s44168-022-00024-3
Sharma, S., Rafferty, A. M., & Boiko, O. (2020). The role and contribution of nurses to patient flow management in acute hospitals: A systematic review of mixed methods studies. International Journal of Nursing Studies, 110. https://doi.org/10.1016/j.ijnurstu.2020.103709
