NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
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Here’s the strategic plan assessment, which refers to Cedar-Sinai Medical Center, one of the two major healthcare institutions in Los Angeles. The analysis focuses on the hospital’s strategic goals to improve clinical care and safety, develop a research and education system, extend its reach, and improve organizational practice. Through extensive exploitation of various data sources and considering all contributions, Cedars-Sinai’s business purpose and mission statement align with industry standards to provide patients with top-quality care and innovation.
Strategic Plan Analysis
For the critical appraisal, we decided to consider the strategic plan of Cedars-Sinai Medical Center, an excellent hospital in Los Angeles, California. Cedars-Sinai’s plan stresses innovation, patient care, and community engagement, the major themes of the mission “ to offer high-quality care ” and the vision of becoming “ a top leader in healthcare and a reliable partner in the community.”
The medical establishment has defined its main strategic goals as facilitating the improvement of clinical quality and safety, steering research and education, further controlling access to care, and raising organizational efficiency. The above priorities represent an obligation to attain excellent patient health outcomes, stimulate top-notch research work, and ensure adequate training for future health professionals. Firstly, there is motivation from the backbone of clinical quality and safety, which aligns with this mission and is evidenced by efforts such as ensuring that hospital-acquired infections are significantly reduced and putting a smile on the patients’ faces by improving patient satisfaction scores.
Moreover, Cedars-Sinai concentrates on being on the other side of the coin; research and teaching coordinate with its vision of becoming the leader in healthcare. Through the funding of innovative scientific research and high-quality medical training, the hospital endeavors to impact the present condition and secure the actions to come in the future. The strategic priority of expanding access to care is incontestable of the hospital’s cohesiveness and necessity of community health as they aim to extend telehealth services and community clinics in the targeted population.
Cedars-Sinai’s strategic plan generally addresses immediate healthcare problems while pursuing long-term goals of innovation and education in its programs. Aligning with the strategic objectives, mission, and vision ensures a well-orchestrated plan to guarantee a lasting place for this healthcare provider in the high-class category while consistently adding value to patients and the community.
Validity of Data and Analytical Strategies
Evaluating the reliability of metrics and methods in systematizing Cedars-Sinai Medical Center priority setting demonstrates a thoughtful and strategic implementation. The hospital uses a variety of data streams to form its strategic decisions, which involves aggregate data from patient satisfaction survey data, clinical outcomes, financial performance measures, the results from regulatory bodies like the Centers for Medicare and Medicaid Services (CMS), and benchmarking.
Patient satisfaction surveys give, thus, both qualitative and quantitative indications into patients’ experience and hypothetically point at the improvement areas, shaping priorities for putting the patients first and at the top of clinical quality. This survey is conducted purposely using systematic techniques, and the results are statistically analyzed to ensure validity and reliability. The outcome data collected in the hospitals, such as readmission rates and infection control statistics, are critical to check whether the workflows and precaution mechanisms are effective. Our strategic efforts to fight against hospital-acquired infections and to enhance the safety of care, upon the basis of this data (indicators) and evidence, are focused on accurate and evidence-based interventions.
The financial hospital’s performance metrics are functional in ascertaining economic health and sustainability. Besides, these measuring tools will help determine resource allocation and invest in modern technologies, infrastructure, and human resources in an economically feasible manner. Benchmarking that Cedars-Sinai is doing not only by CMS but also by regulatory authorities and leading healthcare providers in the system allows the facility to be compliant with the industry standards and follow best practices, which ensures the strategic alignment of the goals of Cedars-Sinai with the national health priorities.
From the examined information, we conclude that we are wholly aware of the external environment and internal processes. In contrast to the solitary use of only data sets, integrating different data resources underlies the strategic skills and effectiveness of the Cedars-Sinai overall health organization. Walking on a dataset, a valid and reliable method provides accurate data. This aim supports the hospital in making informed decisions, aligning with its vision and mission of providing high-quality patient care and being the center of healthcare innovation.
Stakeholder Input
Cedars-Sinai Medical Center has a robust multilevel stakeholder engagement approach, ensuring its priorities are based on views and needs that emerge from multiple perspectives. Stakeholder feedback is obtained from various mechanisms, including employee surveys, board of director meetings, patient advocacy groups, and community forums.
The 15-member board mixes healthcare personnel, business leaders, and community third parties. The chief role of the board is strategic planning. Held regularly, board meetings discuss the partnership’s objectives, financial viability, and policy choices, including the knowledge and supervision of strategic issue levels that are already considered and represented. This principle guarantees that strategic objectives are directed towards the company’s bigger quests and industry standards.
Front-line employees are vital to capturing valuable insights in employee surveys and focus groups because they are directly involved in providing patient care and operational processes. This type of questionnaire serves the purpose of discovering where you are, like the opinion of employees (including job satisfaction and operational challenges), and offers suggestions for improving it. The collected information helps find the central areas that must be remedied immediately and harmonize everyone within the culture of non-stop improvement. Discharge summaries indicate the amount of nursing care, staffing ratios, and the necessity of training programs. Thus, strategic workforce development priorities and patient safety will be affected directly.
Patient advocacy groups help patients construct feedback on their experiences and care quality. This way of frequent common welfare motivates the executives with the opinions of the patients and their interests in the strategic decisions. Such feedback will remain vital in the implementation of strategies that will be aimed at the improvement of patient-centered care and the quality of outcomes achieved.
Engaged communities and partnerships with local entities allow Cedars-Sinai to be aware of and address their public health issues on a larger scale. Such community voice thus surfaces as crucial for strategic schemes to widen accessibility to care and face social determinants of health.
Balanced Scorecard (HHS, 2021)
| Domain | Objectives | Measurement | Initiatives |
| Financial | Increase revenue and pay due attention to expenses, which are controlled. | Revenue growth, unit, profit spread, and Gr | Adopt cost-saving measures, improve the delivery of high-demand services, and refine billing methods to make them accessible. |
| Improve financial health | Debt-to-equity ratio, operating margin | One critical decision in times of crisis is optimizing the use of available resources, participating in negotiations with suppliers, and improving financial forecasting accuracy. | |
| Customer | Improve satisfaction and well-being of patients | The evaluation system involves the patient satisfaction indices calculated by Net Promoter Score (NPS). | Create patient-centered health care plans, refine communication vehicles, and deliver customized services. |
| Make patients “loyal customers,” thereby keeping them for a long time. | Satisfied patients and improved short-term booking statistics. | Put loyalty programs into practice, offer comprehensive follow-up, and do regular patient evaluations. | |
| Internal Processes | Enhance the mathematical ability and effectiveness of clinics. | AUD (Admission, Discharge & Transfer), a monthly summary of diagnostic and procedural codes, is used to track re-advisement counts, infection control data, and ethical issues. | Implement evidence-based protocol, safety training, and clinical information systems for keeping the tabs. |
| Streamline operational efficiency | For the length of time, what percentage of beds are filled? | Improve schedules, eliminate the excess bureaucracies, and use lean-to management. | |
| Learning & Growth | Foster continuous learning and professional development | Employee training hours, certification rates | Expand training programs offer tuition reimbursement career development plans. |
| Enhance research and innovation capacity. | Number of research projects, publication count | Increase research funding, collaborate with academic institutions, and promote interdisciplinary projects. |
Conclusion
The strategic plan of Cedars-Sinai Medical Center addressed the immediate challenges of healthcare and the long-term strategic goals of innovation and education, and it has been well. The role of data analysis in achieving the hospital’s mission and vision is to help create stakeholder engagement, which later is the reason for the institution’s alignment with the rest of the community. Therefore, it will become a hospital striving to provide excellent patient care and serve as a community partner.
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NURS FPX 8010 Assessment 1
Reference
Boaz, A., Hanney, S., Borst, R., O’Shea, A., & Kok, M. (2018). How to engage stakeholders in research: Design principles to support improvement. Health Research Policy and Systems, 16(1).
https://doi.org/10.1186/s12961-018-0337-6
HHS, (2021). Harris Health System 2021-2025 Strategic Plan.
strategic-plan-2-25-21.pdf (hchd. local)
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