Strategic Plan Appraisal

NURS FPX 8010 Assessment 2 Conducting a SWOT analysis is valuable for understanding the extent to which an organization’s strategic plan reflects its mission and vision statement because it gives a long-term vision of an organization and the sector is insight-oriented during operations (Fant et al., 2020). This assessment is a viable strategic approach customary for identifying reasonable and achievable goals after studying the internal and external environments of an organization and could be successfully applied across most domains necessary for organizational success. This paper on a Cleveland Clinic strategic plan analysis will explain how priorities are established and aligned against the financial, customer, internal process, and learning and growth scopes. Since Cleveland Clinic has a vision that aims at improving the health of people in the world, it has to pursue a strategic vision that would allow it to enhance operational excellence for sustainable growth.

Strategic Plan Analysis 

It is part of the Cleveland Clinic’s strategic plan for better care for the sick, investigation of their issues, and education of the people who work for the Clinic. Its vision that Brookdale aims to be the best place to deliver care and to receive care supports its commitment to aiming for patient success as well as the healthcare workforce milieu. From a system perspective, this implies that the priorities most closely associated with a strategic imperative are patient engagement, innovation in health research, and delivering a better client experience via technological means (Moinzad & Akbarzadeh, 2022). These priorities correspond well with one of the goals in promoting Cleveland Clinic as an institution that offers innovative medical treatments, contributes to research, and enhances the work environment for caretakers.

The overall strategic priority, which is focused on enhancing patient outcomes with value-based healthcare delivery, is firmly rooted in the goals of Cleveland Clinic. I think that such focus is quite sincere the organization aims to provide necessary medical care at low prices while maintaining quality (Moinzad & Akbarzadeh, 2022). The second crucial area of focus is additional investments in Research & Innovation participation in genomics, cancer, and AI. However, Cleveland Clinic consistently invested in improving its digital structure, primarily telemedicine, and electronic health records, which also stereos systems approach to caring for patients. An example of organizational culture is diversity and inclusion and caregiver wellness reflects an approach to staff and patient inclusiveness aspect of the organization’s vision.

Validity of Data and Analytical Strategies

Validation is built based on many substantial and sound evidence courses of decision-making concerning the data and analytics strategies most relevant to the Cleveland Clinic priorities. It would emerge from various fields of comparatives such as patient satisfaction indices and clinical performance indices alongside the financial performance and operating efficiency indices that Cleveland Clinic possesses. Some examples of such KPIs include patients’ satisfaction information, readmission data within one month after release, relative infection rates, worker satisfaction surveys, as well as other intra-organizational factors expressing quality and safety.

For instance, the results of patients’ satisfaction define the quality of offered services and the general impression of the healthcare organization (Panet et al., 2024). This is because of validated instruments provided at Cleveland Clinic for use, such as the Hospital Consumer Assessment of Healthcare Providers and Systems. The healthcare providers and systems record responses on such aspects as communication of healthcare professionals, responses of the hospital’s staff, and hospital cleanliness. These above-mentioned KPIs act as an index or monitor of patient experience, services deficiency or strength, and strategic focus regarding progress in patient-oriented care. Likewise, 30 days of readmission data is most times required by some external bodies such as the Centers for Medicare and Medicaid Services.

Stakeholder Input

In an organization, the board of directors, physicians, nurses, other healthcare providers, administrative staff, patients, and community partners will play key roles.  These views can be formally collected through feedback instruments such as questionnaires, group discussions, briefs, and surveys from patients, Cleveland Clinic employees, and other stakeholders, and regularly scheduled meetings with Clinic management and department heads. From such avenues, there could be chances of defining work areas that need enhancement, areas of introduction of novelty, and prospectus of performance enhancement strategies (Mullerpatanet al., 2022).

These could include the board of directors who are highly central to the direction of the strategic course of an organization in terms of goals and objectives and financial implications (Peng et al., 2024). They would offer decision-making and direction from the case level on priorities related to financial viability, progress, and creativity (Miller & Reihlen, 2023).very tools put in place at Cleveland Clinic, which include the Hospital Consumer Assessment of Healthcare Providers and Systems. The healthcare providers and systems record responses on issues including communication of professionals, hospital staff responses, and hospital hygiene. These KPIs serve as a tracker for patient experience, service gaps, and strategic priorities toward the performance of improvement in patient-centered care. Similarly, 30-day readmission data is usually mandated by external agencies such as the Centers for Medicare and Medicaid Services.

Balanced Scorecard

It is a framework to operationalize strategic goals and management objectives into key performance indicators of a company within certain areas of operations ( Nairet al., 2022). For Cleveland Clinic, the BSC provides the action-packed method to check out whether its strategic objectives align with its vision and mission and at the same time ensure a focused balance between key organizational performances.

These are the strategic priorities of the organization in each of the four above domains, thus they are balanced. Realization of both financial sustainability and innovation is essential for growth in the future, but the focus is put on the patient and his satisfaction, on which Cleveland Clinic was built. In parallel to intense patient-oriented care, there is also a focus on internal factors that would improve operational effectiveness.

Conclusion

It shows how well the Cleveland Clinic has taken the challenge of the strategic OSN to articulate the mission of advancement through better innovative care while catering to the patients to balance out the financial course. A balanced score offers proof that there exists a strategic map that works to cater for operational success in the short run and long-term vision in the long run (Rottman et al., 2023). These were more or less ideal goals since they underwent quantification, inciting the incorporation of more quantitative approaches along with the inputs of stakeholders. Such comprehensive evaluation underscores the dedication of the Clinic to global health leadership; it also demonstrates a strategic map that should retain high quality while fostering the Clinic’s constant evolution and development within a constantly evolving healthcare environment.

References

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