NURS FPX 8010 Assessment 3 Strategic Plan Development

Strategic Plan Development

A strategic plan is essential for a medical facility to provide direction and optimize its procedures. The We Level Up (WLU) Treatment Center at Northern Jersey’s (NJ) mission is to improve the health of the NJ community by providing efficient, science-based therapy to people with addiction and psychological disorders. The vision is to boost therapy approaches, dual diagnosis care, and patient education for sustained recovery (WLU, 2024). Efficient strategic plans include possibility, cost-effectiveness, clarity, targets, and result indicators to track successful execution. The assessment centers on the Admission Department’s strategic plan in the WLU organization, which aims to reduce the Against Medical Advice (AMA) departure rate over one year while improving mental health.

Department Strategic Priorities

The WLU’s Admissions Department contributes significantly to the mental health of the NJ community by providing practical solutions to the health issue of AMA discharge. A department strategic planning and the balanced scorecard are developed (see Figure 1). The Admission Department’s priority in the finance domain is to maintain financial stability by enhancing patient insurance status. It is critical to enhance patient insurance status because it has an immense effect on AMA discharge. The department’s focus is connected with the WLU’s strategic planning to boost revenue and manage resources through the execution of the AMA discharge policy.

Optimizing resource use and financing sustainability is crucial for improving economic effectiveness and medical care. WLU’s admission department has set specific financial targets, such as providing a smooth admission process, co-pay reimbursement, and emotional and medical assistance to limit AMA departs to accomplish WLU’s mission. It also provides Cigna Alcohol Rehabilitation Centers Insurance Coverage, offering substance abuse care and care for mental illnesses like depression and anxiety (WLU, 2023). The departmental priority is achievable and realistic as it meets the WLU’s financial objectives. Regarding the customer domain, the Admission Department prioritizes improving customer service, satisfaction, and retention.

This focus is consistent with the WLU’s strategic plan to boost patient retention by lowering AMA departures and increasing satisfaction by ensuring that the WLU serves the needs of its patients. The department provides initiatives to improve patient wellness, satisfaction, and engagement, ultimately lowering AMA departures via health cost-reduction policies. Provide frequent patient support services and promote patient understanding of the risks involved with AMA release. (Trépanier et al., 2022). The priority is practical as it comply with and emphasizes the WLU’s plan to improve patient mental care satisfaction and patient retention through patient-centered care. The departmental priority is to adopt an organizational strategy plan that entails expanding care insurance coverage and limiting AMA discharge (WLU, 2024).

NURS FPX 8010 Assessment 3 Strategic Plan Development

Regarding the internal process, the Admission Department at WLU prioritizes improving the efficacy and efficiency of care processes by streamlining the admission and discharge process. The department can undertake a variety of activities, including the implementation of standardized admission and discharge protocols and checklists and implementing a robust support system (Jack et al., 2023). The departmental priority is in line with the WLU’s strategic approach to increase the efficiency of mental health services and the AMA discharge process and boost data-based decision-making (WLU, 2024). The priority is realistic as it reflects the WLU’s mission to deliver optimal patient mental and drug disorder care. 

Regarding the learning and development domain, the department’s focus is to advance staff abilities and expertise to avoid AMA discharge and build a supportive workplace setting. Promote compliance with AMA policies to guarantee patients acquire efficient care while reducing AMA. Developing competence goals prioritizes competency advancement, boosting employees’ training and risk assessment, and providing periodic feedback mechanisms (Albayati et al., 2021). The priority is compatible with WLU’s strategic objective to reduce AMA discharge by increasing skills and culture of learning via training. The priority is realistic because it reflects the Admission Department’s commitment to investing in the growth of its employees and the inclusion of success metrics.

The priorities are expected to be completed within a year, while delayed budget approval is a substantial hurdle. The admissions department could face personnel constraints that necessitate novel strategies based on the allocated funds. Another issue is coordinating and involving stakeholders and gaining their support. Acquiring feedback from stakeholders from other disciplines, like clinicians and psychologists, and considering their perspectives is crucial for the efficacy of the strategic plan. Managers and administrators can help promote dialogue and cooperation by improving ownership (Jack et al., 2023).

Impact of Organizational Policies

The policies of an organization are the concepts and regulations that guide a medical facility’s activities and efforts. Policies also impact the department’s strategic goals and priorities, which are established in alignment with the organization’s mission and goals. For instance, the admittance department at WLU strives to reduce AMA discharges, ensuring that patients get the greatest benefit of therapy, resulting in higher mental health results and well-being. However, some present organizational policies can represent a challenge in efficiently reaching its strategic goals in one year (Arhin et al., 2023). The existing WLU’s policies related to resource and fund allocation can hinder the admission department from achieving priorities.

It can impede the initiatives of patient awareness and engagement, staff training,  and collaborative efforts by offering more resources and funding support for other purposes. The primary goal is to design unique AMA protocols, policies, and strategies in partnership with other medical divisions within the WLU (Albayati et al., 2021). If finances are not sufficiently adaptable to encourage interdepartmental cooperation, efforts toward improvement towards strategic goals can be hindered. Additionally, the organization’s patient reimbursement policies promote the strategic plan by allowing it to provide effective therapy through insurance coverage and incentivizing policies. This aids in meeting the strategic plan’s goal of reducing AMA and providing efficient care (Albayati et al., 2021). The WLU’s management is critical for optimal care delivery and can allow novel approaches for therapy and reducing AMA discharge, keeping its ranking.

Consequences and Implications

The WLU will have far-reaching consequences if the strategic plan is implemented effectively and successfully. However, the success of endeavors in medical care, mental health wellness, and AMA reduction is dependent on policy convergence to optimize benefits and limit impediments. Rigid fiscal policies can hamper progress, particularly in programs that require cross-disciplinary cooperation (Heenan, 2023). For example, policy influences efforts to provide standardized discharge protocols, staff training, and a strong support system.

Poor leadership assistance policies can impede the efficiency of activities aimed at social health variables in communities with low resources. Social variables are a vital factor in elevating the AMA discharge rate. Albayati et al. (2021), found a double rise in the AMA discharges in patients without medical coverage and had a poor socioeconomic status. For optimal benefits, leadership should remain involved in the change process and enhance results. Policies should be assessed on a regular basis and adjusted in response to need. Failure of changes leads to failure of the target of reducing the AMA discharge rate by one year (Arhin et al., 2023).

Departmental Strategic Priorities with Organization’s Strategic Plan

The Admission department’s strategy goals and priorities have to be in line with the priorities of the WLU’s strategy plan. For example, the WLU commits major investments in establishing the best standards of performance in providing quality mental care and allied services compassionately (WLU, 2024) and reducing AMA discharge. To achieve this goal, the admissions department must develop strategic objectives aimed at enhancing clinical care and lowering AMA discharge rates across interdisciplinary departments.

Integrating a smooth admission process, co-pay reimbursement, and insurance policies reinforces the department’s role in achieving the WLU’s strategic goals, which are to minimize AMA departure rates and improve mental health through effective therapy. Prioritizing development and learning helps to build and enhance staff competence. The admissions department will help the organization achieve its goal of growing skills and professional development by enhancing staff training and risk assessment and offering feedback mechanisms (Albayati et al., 2021). Furthermore, using assets and funds efficiently will help to increase the reliability and viability of financial aid.

Conclusion

Strategy planning is vital for enhancing departmental efficiency by assessing several variables. The strategy plan aims to accomplish the intended results by directing the Admission Department at WLU to reduce AMA discharge rates and improve patient mental health. Priorities include continued fiscal support, robust discharge policies, and staff’s ability to enhance results. The strategic approach reviews organizational regulations to comply with department goals and priorities and then implements appropriate changes to meet the targets.

References

Albayati, A., Douedi, S., Alshami, A., Hossain, M. A., Sen, S., Buccellato, V., & Asif, A. (2021). Why do patients leave against medical advice? Reasons, consequences, prevention, and interventions. Healthcare, 9(2), 111. https://doi.org/10.3390/healthcare9020111

NURS FPX 8010 Assessment 3 Strategic Plan Development

Arhin, K., Oteng-Abayie, E. F., & Novignon, J. (2023). Effects of healthcare financing policy tools on health system efficiency: Evidence from sub-Saharan Africa. Heliyon, 9(10). https://doi.org/10.1016/j.heliyon.2023.e20573

Heenan, D. (2023). Hospital social work and discharge planning for older people: challenges of working in a clinical setting. Ageing & Society, 43(6), 1333-1350. https://doi.org/10.1017/S0144686X21001124

Jack, B. W., Austad, K., Renfro, D. R., & Mitchell, S. (2023). Re-engineering the hospital discharge to improve the transition from hospital to home: Overview and a look to the future. Journal of Healthcare Management Standards (JHMS), 3(1), 1-17. https://doi.org/10.4018/JHMS.328775

Trépanier, G., Guylaine Laguë, & Marie Victoria Dorimain. (2022). A step-by-step approach to patients leaving Against Medical Advice (AMA) in the emergency department. Canadian Journal of Emergency Medical Care/CJEM, 25(1), 31–42. https://doi.org/10.1007/s43678-022-00385-y

WLU. (2023). Cigna alcohol rehab centers insurance coverage- We Level Up. welevelup.com. https://welevelup.com/rehab-insurance/cigna/

NURS FPX 8010 Assessment 3 Strategic Plan Development

WLU. (2024). About We Level Up treatment centers for addiction detox, rehab, and mental health programs. welevelup.com. https://welevelup.com/about-us/

Appendix A

Balanced Scorecard for the Admission Department in the We Level Up Organization

Domain	Objectives	Performance Metrics	Benchmark Targets	Prospective Initiatives
Financial	Financial stability and enhanced patient insurance status	1. Patient insurance score 2. Revenue to expenses ratio	1. Decrease AMA departure-related expenses by 25% in one year.  2. Enhance patients’ insurance status rate by 35%	Execution of the AMA discharge policy. Providing a smooth admission process, co-pay reimbursement, insurance coverage and emotional and medical assistance to limit AMA departs
Customer	Improve customer service, satisfaction, and retention	1. Customer satisfaction scores 2. Patient engagement score	1.  Achieve 85% or higher customer satisfaction score 2. Achieve 70% patient engagement by reducing AMA discharge rate	Analyze patient concerns and input and employ initiatives, including implementing health cost reduction policies. Provide frequent patient support services and promote patient understanding of the risks involved with AMA release
Internal Processes	Improve the efficacy and efficiency of care processes and streamline the admission and discharge process	1. Discharge process enhancement metrics 2. Reduction in AMA dichagre rate 3. Staff participation score	1. Improve discharge process by 45% in a year 2. Boost  care process by 70% 3. Reduce AMA discharge rate by 65%	Maximize efficacy of care processes and discharge procedures by implementing standardized admission and discharge protocols and checklists and implementing a robust support system
Learning and Growth	Advance staff abilities and expertise and build a supportive workplace setting	1. Employee training participation 2. Employee satisfaction	1. Improve staff retention and satisfaction by 25% in a year  2. Boost employees’ training by 30%	Encourage an innovative culture of improving skills and learning through education and training, prioritize competency advancement and risk assessment, and provide periodic feedback mechanisms.

Appendix B

 Balanced Scorecard Admission Department Priorities Aligned with Organizational Strategic Plan

WLU Organization	Admission Department
– Reduce financial losses from AMA discharges and increase revenue from services through insurance and co-pay reimbursement, mitigation of scholarship admissions, effective billing practices (Financial)	– Financial stability and enhanced patient insurance status via AMA discharge policy, smooth admission process, co-pay reimbursement, insurance coverage appeal and medical assistance (Financial)
– Boost patient satisfaction, and retention, reduce nurse-to-patient ratios in care, increase BHT (Behavioral Health Technician) to patient ratio, and integrated care (Customer)	– Improve customer service, satisfaction, retention via health cost reduction policies, patient support services and efficient service models (Customer)
– Increase services, AMA discharge process, monthly incentives based on KPIs, staff training on AMA screening tools, and process reviews. Regular meetings and feedback sessions (Internal Process)	– Improve the efficiency of care processes and discharge management with AMA process via standardized admission and discharge processes and medical support system (Internal Process)
– Boost team leadership skills, develop learning culture, and continuous learning for all (Learning & Growth)	– Advance staff leadership expertise and build supportive skills within a positive culture, skills matrix with risk assessment and feedback (Learning & Growth)