NURS FPX 8010 Assessment 3 Strategic Plan Development

Name

Capella university

NURS-FPX 8010 Executive Leadership in Contemporary Nursing

Prof. Name

Date

Strategic Plan Development

The development of a strategic plan is critical for a hospital to give orientation and streamline its operations. Strategic plans are crucial because they facilitate the administration in fostering a framework for the organization’s growth and vision (Ehrlich et al., 2020). The Ohio State University Wexner Medical Center’s (OSUWMC)  mission is to enhance the health of the Ohio community and globally through research, patient care, and education.

The vision is to expand knowledge and research, conduct medical programs, and deliver efficient patient care (Ohio State Medical Center, n.d.). Productive strategic plans contain potential, affordability, accuracy, and specificity and define targets, timelines, roles, and outcome indicators to monitor effective implementation. The assessment focuses on the strategic plan for the Human Genetics Research Department in the OSUWMC organization to provide a path for the OSUWMC to improve health outcomes. 

Department Strategic Priorities

The Human Genetic Department of the OSUWMC plays a significant role in improving the health of the Ohio community. A department-specific strategy plan and balanced scorecard have been designed (refer to Figure 1). Within the finance domain, the Human Genetic Department’s priority is to ensure financial assistance stability. It is vital to conduct genetic research and offer resources for education and community outreach programs.

The departmental priority is aligned with the organizational strategic plan to elevate revenue and resource stewardship. It is critical to optimize resource utilization and financial assistance sustainability to enhance economic efficiency and improve research activities related to human genetics, improving clinical practice (Ohio State Medical Center, n.d.). The Human Genetic Research Department within OSUWMC has set particular financial goals like research funding and the ability to advance its vision and mission (Ohio State Medical Center, 2024).

NURS FPX 8010 Assessment 3 Strategic Plan Development

The department’s priority is realistic and feasible because it fulfills the hospital’s financial targets and available assets. Within the customer domain, a significant priority for the Human Genetic Research Department is to enhance patient care and satisfaction. This priority is aligned with the organizational strategic plan of improving patient satisfaction and ensuring that the OSUWMC meets the demands of its patients and community. The department initiated several programs to improve community health and satisfaction. For example, community outreach, genetic counseling, and preventative care programs (Knowles et al., 2023). The priority is achievable and feasible because it aligns with and highlights the OSUWMC organization’s strategic plan to enhance the community’s health and has a specified time for completion (Ohio State Medical Center, n.d.).

The department’s priority aids in implementing an organizational strategic plan by expanding innovation and research to improve the standard of clinical care. Within the internal process domain, the priorities of the Human Genetic Research Department at OSUWMC organization include improving the effectiveness and efficacy of medical care, enhancing translational and clinical research in human genetics, and promoting innovative effectiveness by improving clinical applications (Ohio State Medical Center, 2024). The department’s priority is aligned with the OSUWMC’s strategic plan to improve the efficacy and effectiveness of healthcare delivery (Ohio State Medical Center, n.d.). The priority is attainable and feasible because it is consistent with the hospital’s mission to provide efficient patient care. 

NURS FPX 8010 Assessment 3 Strategic Plan Development

Within the learning and growth domain, the department’s strategic priority is strengthening the capabilities and skills of fellow staff and other medical professionals in the community to ensure patients receive high-quality clinical care. Strengthening expertise goals prioritizes capability enhancement, focusing on increasing medical staff training time and scientific publications (Ohio State Medical Center, 2024). The priority is consistent with OSUWMC’s strategic plan of improving talent and culture, knowledge and training, innovation and research (Ohio State Medical Center, n.d.).

The priority is achievable because it represents the Human Genetic Research Department’s focus on investing in its personnel’s growth and expertise and includes defined goals to track success. The priorities are anticipated to be accomplished over three years, although delaying budget approval is a significant impediment. The Research department can face workforce constraints and require innovative approaches according to the granted budget. Another problem is coordinating with stakeholders and securing their buy-in at the Human Genetic Research Department of OSUWMC. With the support of leaders and executives, the discussion and collaboration can improve, and all participants will realize a sense of responsibility (Renukappa, 2022).

Impact of Organizational Policies

Organizational regulations or policies are the principles and regulations that govern a health organization’s operations and initiatives. Policies significantly influence the strategic priorities of departmental and objectives that every department establishes in accordance with the organization’s vision and mission. For example, the human genetics research division at OSUWMC  aims to advance clinical practice by identifying genes that raise hereditary disorder susceptibility and managing DNA-based epidemiological evaluations for possible use in medicine (Ohio State Medical Center, 2024). However, several existing organizational policies can pose hurdles in effectively meeting its strategic goals in the next three years (Arhin et al., 2023).

The existing organizational financial allocation policies can impede the research department’s potential to engage in innovative, collaborative initiatives because the organization provides more financial support to patients through several policies. A primary aim is to develop novel clinical applications to reduce genetic illnesses in collaboration with other clinical departments within the organization (Ohio State Medical Center, 2024). However, if resources are not flexible enough to promote cross-departmental cooperation, progress toward incorporating developments and discoveries in diagnosis and care across specialties can be hampered.

Furthermore, financial assistance policies of the organization for patients facilitate the strategic plan as they help the medical center provide efficient care through insurance coverage, which aids in reaching the strategic plan’s health and wellness goal (Arhin et al., 2023). The hospital leadership’s support is crucial for efficient patient care and can facilitate research and innovation, keeping its top priority status (Figueroa et al., 2019).

Consequences and Implications

Through practical and successful implementation of the strategic plan, the OSUWMC will have significant implications. However, the achievement of initiatives across medical care, innovation and research, and community wellness relies on policy alignment to maximize benefits and reduce barriers. Strict budget policies can impede progress, particularly for programs demanding interdisciplinary collaboration (Bachynsky, 2020).

 For instance, policy impacts human genome research and clinical care collaborations. Furthermore, insufficient leadership support can hinder the efficacy of initiatives targeting social variables of health in communities with limited resources. To achieve maximum benefits, leadership must be maintained in the transformation process and improve outcomes (Alcaraz et al., 2020). Policies must be regularly evaluated and modified according to demand. Lack of adjustments results in the failure of objectives of improving Ohio community well-being through the three-year investment (Stadhouders et al., 2019).

Departmental Strategic Priorities with Organization’s Strategic Plan

The human genome research department’s strategic aims and priorities should appropriately comply with the priorities of the OSUWMC’s strategic plan. For instance, the OSUWMC  significantly invests in improving clinical care and innovative research. To accomplish this goal, the human genome research department must formulate strategic targets that focus on improving clinical application across interdisciplinary divisions (Ohio State Medical Center, 2024). Integrating genetic testing into medical care protocol strengthens the department’s role in accomplishing the strategic plan of the OSUWMC organization, which is to enhance health and wellness through efficient care. Prioritizing research training and education improves and strengthens the expertise of staff. The research department will assist in achieving the organization’s goal of developing talent and professional growth. Additionally, utilizing resources and funding carefully will help to improve the security of financial assistance and sustainability (Ohio State Medical Center, 2024).

Conclusion

A strategic plan is crucial for improving departmental operations by evaluating different aspects. The strategic plan seeks to achieve the desired objectives by guiding the Human Genetic Research Department at OSUWMC to enhance the patient’s health and care. Priorities, including sustained financial assistance, patient care and satisfaction, research and innovation and employees’ skills to improve health outcomes. The strategic plan examines organizational policies for conformity with department priorities, implementing appropriate modifications to achieve the goals.

References

Alcaraz, K. I., Wiedt, T. L., Daniels, E. C., Yabroff, K. R., Guerra, C. E., & Wender, R. C. (2020). Understanding and addressing social determinants to advance cancer health equity in the United States: A blueprint for practice, research, and policy. CA: A Cancer Journal for Clinicians, 70(1), 31-46. https://doi.org/10.3322/caac.21586

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

Bachynsky, N. (2020). Implications for policy: The triple aim, quadruple aim, and interprofessional collaboration. In Nursing forum, 55(1), 54-64. https://doi.org/10.1111/nuf.12382

Ehrlich, H., McKenney, M., & Adel Elkbuli. (2020). Strategic planning and recommendations for healthcare workers during the COVID-19 pandemic. American Journal of Emergency Medicine, 38(7), 1446–1447. https://doi.org/10.1016/j.ajem.2020.03.057

Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: A rapid review. BioMed Central Health Services Research, 19, 1-11. https://doi.org/10.1186/s12913-019-4080-7

NURS FPX 8010 Assessment 3 Strategic Plan Development

Knowles, M., Crowley, A. P., Vasan, A., & Kangovi, S. (2023). Community health worker integration with and effectiveness in health care and public health in the United States. Annual Review of Public Health, 44, 363-381. https://doi.org/10.1146/annurev-publhealth-071521-031648

Ohio State Medical Center. (2024). The Ohio State University College of Medicine.  osu.edu. https://medicine.osu.edu/departments/internal-medicine/genetics/research

Ohio State Medical Center. (n.d.). Strategic plan. osu.edu. https://wexnermedical.osu.edu/about-us/strategic-plan 

Renukappa, S., Mudiyi, P., Suresh, S., Abdalla, W., & Subbarao, C. (2022). Evaluation of challenges for adoption of smart healthcare strategies. Smart health, 26, 100330. https://doi.org/10.1016/j.smhl.2022.100330

NURS FPX 8010 Assessment 3 Strategic Plan Development

Stadhouders, N., Kruse, F., Tanke, M., Koolman, X., & Jeurissen, P. (2019). Effective healthcare cost-containment policies: A systematic review. Health Policy, 123(1), 71-79. https://doi.org/10.1016/j.healthpol.2018.10.015

Appendix A 

Balanced Scorecard for the Human Genetic Research Department in OSUWMC Organization (Ohio State Medical Center, 2024)

Domain	Objectives	Performance Metrics	Benchmark Targets	Prospective Initiatives
Financial	Financial assistance sustainability	Operating margin.  Research funding	Improve operating margin by 10% in a year.  Enhance research funding by 15% annually	Strengthen the clinical and translational research by improving operations to offer adequate funding for the medical center’s strategic goal
Customer	Improve patient care and satisfaction  Community professionals involvement	Patient satisfaction scores Community outreach events	Achieve 95% or higher score  Conduct at least 20% extra community-based outreach programs	Evaluate patient concerns and feedback and employ strategies including community outreach, genetic counseling, and preventative care programs which significantly enhances the overall community wellness and patient satisfaction.
Internal Processes	Improve medical care, research and innovation effectiveness	Average number of research studies conducted in genetics Standard of care.	Improve clinical research by 20% in the next three years  Boost  care standard by 85%	Maximize the research to identify genes susceptible to hereditary diseases, improve medical care, and  implement novel clinical applications to provide immediate care services to enhance the standard of care
Learning and Growth	Invest in strengthening employees’ skills and in innovation	Employee training time (hours) Research publications	Expand staff training hours by 25% annually At least 4 to 5 research publications annually	Encourage an innovative culture of genetic research through education and training, promote research to develop staff skills and capacities and genetic counseling of medical professionals to improve expertise.

 

Appendix B

Balanced Scorecard Departmental Priorities Aligned with Organizational Strategic Plan

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