Strategic Plan Development

NURS FPX 8010 Assessment 3:Strategic Plan Development Cleveland Clinic is a non-profit, academic, multispecialty healthcare center dedicated to providing exceptional patient care, engaging in leading-edge medical research, and educating medical practitioners and scientists (Carsten et al., 2023). It has a history in annual special care in cardiovascular and cancer treatment, as well as advanced health technologies. This assignment involves a strategy map and the balanced scorecard for a department in Cleveland Clinic to link departmental goals and objectives to the strategic objectives of the healthcare organization.

Departmental Strategic Priorities 

These give the departmental strategic priorities mirroring the four quadrants of business business-balanced scorecard. These priorities are tailored to further enhance the department’s performance while contributing to Cleveland Clinic’s objectives: ensure patient outcomes, promote changes, and sustain organizational effectiveness.

Financial Domain

The first strategic outcome will be higher cost efficiency: the department’s operating costs will be decreased by 3% for three consecutive fiscal years. This would be through optimized resources, such as other CIP initiatives, process improvement, and minimization of waste (Morciano et al., 2020). Cost efficiency is relevant regarding financial sustainability; where the department shall have the necessary resources for future growth and improvement to procure complex medical equipment as well as attend to the patients. Dentists. Its record for outstanding care spans cardiovascular care, cancer treatment, and cutting-edge health technologies. This assessment focuses on the development of a strategic plan for a department in Cleveland Clinic using a balanced scorecard (BSC) approach to align departmental priorities with the overall strategic objectives of the organization.

Customer/Patient Domain

Customer Domain Strategy should, therefore, have a specific patient satisfaction score of 90% and above according to the Press Ganey surveys, via certain specific initiatives about the same through improvement in the ability to communicate with patients, the waiting time, and the more patient-centered nature of care (Fu et al., 2020). This is an important area of focus because through high-quality care Cleveland Clinic has not only developed this reputation but also is in tune with the mission to be the best place to receive care. The goal is attainable and more to the point, imperative for the success of the department especially given the multitude of patient satisfaction improvement programs that exist, and the rich heritage that this department has, concerning customer-centered care.

Internal Processes Domain

The third strategic priority will be to optimize patient flow with an annual decrease in average length of stay by 5% (Welch & Smith, 2023). LOS reduction is a challenging work that requires improvement of scheduling activities, communication between practitioners from different fields, and changes in discharge planning. Patient flow is crucial because it has a direct relation with the operation, patients’ health, and hospital bed occupancy. This priority is feasible within the next three years based on the current department performance metric and possible data analytic and clinical workflow optimization tools inside the organization.

Learning and Growth Domain

The last strategic direction calls for the enhancement of investment in staff development by 10% per year, in leadership, clinical expertise, and how best to manage technology (Shelowi, 2023). This is an important goal since it guarantees that the staff has enough skills to handle new developments within healthcare hence develop innovative approaches to dealing with patients while raising organizational performance.

Effects of Organizational Policies

These are the identified departmental strategic priorities at Cleveland Clinic and are very much cast in success or difficulty through the implementation of organizational policies. These policies impact how a department organizes resources, staff training, and development, the care that a patient receives, and the organizational effectiveness of operations (Wideman et al., 2022). Maybe one of the most important requirements for progression within financial disciplines is the emphasis on cost improvement and value-oriented approaches as a part of Cleveland Clinic policies. The mentioned policies act as a guide and tools that are required for monitoring spending by department, reduction of cost, and efficiency. ‘Likely to be tied’ strict budgetary controls can at times keep the organizations from creating solutions that are fundamentally different or new technologies which, if not managed well, can turn into a growth constraint, in the future.

Of course, it is quite clear that the policies concerning the internal processes of the Cleveland Clinic are made for enhancing clinical production, interdisciplinary cooperation, and patient’ discharge planning to satisfy the values of the department for managing patients’ flows and diminishing the length of the stay (Shelowi, 2023). Coordinated inter‐departmental working, defined handover processes, and real‐time patient flow data processes underpin improved patient flow efficiency. However, measures that may entail curtailment of elaborate reporting mechanisms or an excessive amount of work paperwork may hamper progress as these mechanisms might take a lot of time of the staff and slow some of these processes aimed at enhancing the efficiency of operation.

Training and development of staff within the learning and growth domain is an organizational policy that mainly supports a department’s objective of raising the bar on the amount being spent to train the staff. Comprehensive leadership development programs coupled with recurrent clinical training ensure effective documentation that staff within Cleveland Clinic are well-positioned to address emerging healthcare needs.

Elements of Strategic Plan 

The crosswalk table shall in detail describe how a particular departmental strategic priority contributes towards the overall or organizational strategic agenda for the Cleveland Clinic. The table shows how the activities of the department align with the overall mission and present state strategic direction of the organization (Welch & Smith, 2023).

Balanced Scorecard

The four strategic priorities of the department fall under the following perspectives of the balanced scorecard as pointed out in Appendix A. The financial plan on the other hand includes; Overall, the projected financial related target is to achieve a reduction in the operational costs by a minimum of 3 % every year without straining on the quality of service delivery; the operational cost per head of patients discharged is the financial performance indicator used in the plan (Pierce, 2022). To make customer satisfaction below 90%, measures should be taken to improve the quality of care and service delivery through customer training in communication. Regarding the internal delivery strategy, the plan is to cut the mean number of days by 5 percent every year using coordinated care teams and successful discharge planning (Faraji et al., 2022). Last in the learning and growth perspective will be the increase of investment in staff training by 10% annually: leadership: Clinical skills/Advanced practice: Innovation. Learning and growth Cleveland Clinic Continuous Improvement.

Conclusion

The approach of the balanced scorecard strategy implemented for the department within the Cleveland Clinic permits the creation of a wide focus on financial management, customer satisfaction, the operation efficiency as the result of the daily work and the attempt to focus on the constant learning (Merry et al., 2023). This establishes the multisectoral strategic goals and objectives of the department alongside with intended partnership, creativity, and quality focus within the mission and vision of the health facility. This is the only strategy that can help healthcare organizations establish sustainable and good performance in the future.

References

Carsten, B. F., Bhandari, P., Fortney, B. J., Wilmes, D. S., Nelson, C. W., Brien, A. L., Walth, R. M., & Anil, G. (2023). Quality improvement initiative to improve communication domains of patient satisfaction in a regional community hospital with Six Sigma methodology. BMJ Open Quality, 12(4), e002306–e002306. https://doi.org/10.1136/bmjoq-2023-002306

Faraji, O., Ezadpour, M., Rahrovi Dastjerdi, A., & Dolatzarei, E. (2022). Conceptual structure of balanced scorecard research: A co-word analysis. Evaluation and Program Planning, 94, 102128. https://doi.org/10.1016/j.evalprogplan.2022.102128

Fu, M. R., Kurnat, E., Starkweather, A., Henderson, W. A., Cashion, A. K., Williams, J. K., Katapodi, M. C., Reuter, K., Hickey, K. T., Barcelona, V., Calzone, K., Conley, Y. P., Anderson, C. M., Lyon, D. E., Weaver, M. T., Shiao, P. K., Constantino, R. E., Wung, S.-F., Hammer, M. J., & Voss, J. G. (2020). Precision health: A nursing perspective. International Journal of Nursing Sciences, 7(1), 5–12. https://doi.org/10.1016/j.ijnss.2019.12.008

Morciano, C., Errico, M. C., Faralli, C., & Minghetti, L. (2020). An analysis of the strategic plan development processes of major public organisations funding health research in nine high-income countries worldwide. Health Research Policy and Systems, 18(1), 106. https://doi.org/10.1186/s12961-020-00620-x