NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

Strategic Plan Appraisal

Designing operations in a medical organization is crucial to improving outcomes. Healthcare organizations create a strategic plan to accomplish their targets. A strategic plan acknowledges the significance of aligning available resources with opportunities. The strategic plan facilitates adjustment to a changing environment (Thomas, 2020). The assessment assesses how well the strategic plan connects with the underlying purpose, vision, and objectives of Massachusetts General Hospital (MGH), while analyzing factors that could affect its execution. 

Strategic Plan Analysis

The MGH strategic plan exhibits an extensive approach to healthcare delivery, with five separate but interconnected priority areas to improve health outcomes locally and globally. The strategic plan is consistent with a well-defined mission and vision. The mission is to remove health inequities, provide equitable and compassionate care accessibility, train staff, and implement scientific discoveries. The vision is to promote an inclusive culture by addressing health inequities via increased collaboration, research, and innovation (MGH, 2025). 

Strategic Priorities and Alignment with Mission and Vision

The MGH’s Center for Global Health created a strategy plan focusing on priorities. The top priority is collaboration; the MGH intends to increase its health collaborations by establishing new organizational alliances. They are focused on ensuring that priorities align with their ideals of equity, innovation, and teamwork, aligning with the mission of health equity. The second priority is offering education and training; MGH aims to empower healthcare trailblazers domestically and internationally. The plan outlines educational offerings and supports faculty development.

The third priority is to empower nursing practice; the MGH focuses on improving nursing practices in remote regions to enhance health outcomes. They are committed to resolving the nurse shortage. The Fourth priority is research and innovation; the MGH focuses on multidisciplinary innovation and research to improve healthcare practices. The last priority is humanitarian efforts, which ensure specialized care and sustained health advocacy for underserved communities affected by disasters and humanitarian crises (MGH, 2025). 

The plan priorities are consistent with the MGH’s purpose and vision. For instance, focusing on nursing practices and tackling the nurse shortage aligns with the vision to perform cutting-edge research and medical care. Commitment to high-quality training aids in developing learning opportunities, and understanding community health’s value allows for excellent patient care. Focusing on innovation supports the objective of improving health through adopting technology. The MGH’s priority for collaboration is strategically matched with its mission for inclusive, effective care globally. This enables collaboration among academics, researchers, and caregivers from different groups, resulting in innovations and enhanced health change. 

Validity of Data and Analytical Strategies

The data reliability and analysis methods can be verified by comparing corporate strategic priorities to its goals and vision. The MGH uses various data resources to form Key Performance Indicators (KPIs). It consists of internal achievement dashboards such as economic and medical management data reports. It entails market analysis, epidemiological facts from public organizations, and external regulatory indicators.

Various data resources confirm its precision, ensuring that the approaches to analysis are reliable and represent vital elements of a health organization. For example, in the context of MGH, based on Centers for Medicare & Medicaid Services data, MGH performs well across key quality measures. The MGH has an overall readmission rate of 14.3% compared to the benchmark, and patient satisfaction scores rank four stars (Medicare, 2025). Based on Leapfrog data, MGH received an ‘A’ rating across all institutions, with a healthcare infections index of 0.806 vs the national average of 0.673 (Leapfrog, 2024).

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

The analytical approach uses both internal and external measures to assess performance. Internal measurements include clinical outcomes, patient demographics, and financial effects, which are examined using dashboard data. Dashboards are vital for enhancing safety and serve as an important fundamental tool for elevating the priority of patient safety while also prioritizing measures to improve and measure success (Kuznetsova et al., 2021).The strategic plan’s priorities are based on various KPIs, including health care, research results, training efficacy, community impact, and financial results.

These include patient satisfaction and retention rates, hospital length of stay, and research funding. Furthermore, enrollment rates and training passing rates provide evidence of training program efficacy. Community wellness indicators, such as disease prevalence and readmission rate, and financial measures, like revenue and saving cost, are analyzed before developing the strategic plan. Following thorough data analysis, MGH is proactive and tackles current healthcare concerns while projecting potential demands. Employing collaboration expansion and customer service with equality goals demonstrates a data-driven strategy to boost health change. 

Stakeholder Input

Feedback from stakeholders is required to create an organizational plan in a setting. It ensures that varied needs and views are considered, improving plans’ relevance and efficacy for addressing complex medical issues (Jafari et al., 2021). For more information about the involvement of stakeholders in MGH’s strategic planning, I interviewed an MGH administrator. She is a leadership team member responsible for overseeing programs at MGH. She works directly with the organization’s director board. She explained that the Hospital solicits input from essential stakeholders through various channels, including periodic meetings, surveys, message and email platforms, discussions, and evaluation of progress reports. 

For stakeholders’ input, the board of directors is initially engaged to formulate the strategic goals and priorities. They give helpful insights founded on their various skills and encounters, guaranteeing the strategic priorities of the MGH are well-informed and consistent with its objectives. Further, chiefs of each department and medical care leaders, like nurse managers, participate, which is vital in implementing strategic plans at the operational stage. Staff resource team members give opinions on staff involvement and organizational culture. Healthcare educational administrators and research executives also determine how educational and research agendas correlate with corporate goals. 

Their insights on the issues or possibilities assist in improving plans and boosting staff involvement, work efficacy, and customer satisfaction. Lastly, patient advocacy and community groups are engaged to comprehend the community’s needs. Davidson et al. (2022), claimed that patient advocates are vital stakeholders as they represent diverse ideas and convey the opinions of the people they serve. Their feedback informs the creation of programs to improve patient care, reduce health inequities, and promote community medical outcomes.  Comprehensive stakeholder participation offers better insight into how the MGH addresses varied stakeholder interests during strategic planning.

Balanced Scorecard

The Balanced Scorecard (BSC) is a method that helps organizations integrate their goal, vision, and strategies with action by employing performance analysis (Betto et al., 2022). 

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

The MGH’s strategic priorities are balanced throughout the four areas of the BSC. Financial goals are centered on assuring sustainability and expansion, which aligns with the humanitarian efforts’ priority of providing care to disadvantaged communities while lowering expenses. Customer domain objectives focus on patient satisfaction, retention, and community involvement, reflecting the organization’s commitment to boosting collaboration, compassion, and equal care. The internal process goals seek to boost the care standard and care provision process, reducing the average length of stay and boosting patient satisfaction.

This aligns with the organization’s aim to provide excellent patient care through improved nursing practices. Further, the learning domain focuses on innovation and skill growth with targets for increasing employee training participation, training hours, and scientific publications. These goals are consistent with the MGH’s priorities of research, innovation, and education and training (MGH, 2025). These domains serve the MGH’s purpose of promoting health, displaying an even approach to strategic planning.

Conclusion

The MGH’s extensive analysis indicates well-rounded strategic goals and priorities for an innovative approach to healthcare provision. Strategic efforts support the key goal of optimal patient treatment, including healthcare innovation and equality. The five-priority approach illustrates MGH’s dedication to integrating technical innovation, expanding care accessibility, and collaboration for better global health outcomes.

References

Betto, F., Sardi, A., Garengo, P., & Sorano, E. (2022). The evolution of balanced scorecard in healthcare: A systematic review of its design, implementation, use, and review. International Journal of Environmental Research and Public Health, 19(16), 10291. https://doi.org/10.3390/ijerph19161029 

Davidson, A. R., Morgan, M., Ball, L., & Reidlinger, D. P. (2022). Patient advocates’ views of patient roles in interprofessional collaborative practice in primary care: A constructivist grounded theory study. Health & Social Care in the Community, 30(6), e5775-e5785. https://doi.org/10.1111/hsc.14009

Jafari, M., Tofighi, S., Sadeghifar, J., Ghasemyani, S., Roshani, M., & Toulideh, Z. (2021). Stakeholder participation in the strategic plan developing process: A survey from the hospital setting. Evidence Based Health Policy, Management and Economics, 5(3), 185-193. http://dx.doi.org/10.18502/jebhpme.v5i3.7291 

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

Kuznetsova, M., Frits, M. L., Sevan Dulgarian, Iannaccone, C., Mort, E., Bates, D. W., & Hojjat Salmasian. (2021). An analysis of the structure and content of dashboards used to monitor patient safety in the inpatient setting. Journal of the American Medical Informatics Association Open, 4(4), 1-5. https://doi.org/10.1093/jamiaopen/ooab096

Leapfrog. (2024). Massachusetts General Hospital. Hospitalsafetygrade.org. https://www.hospitalsafetygrade.org/table-details/massachusetts-general-hospital

Medicare. (2025). Massachusetts General Hospital. Medicare.gov. https://www.medicare.gov/care-compare/details/hospital/220071/view-all?state=MD

MGH. (2025). 2025 strategic plan. Massachusetts General Hospital.org. https://globalhealth.massgeneral.org/wp-content/uploads/2020/09/CGH-2025-Strategic-Plan.pdf

NURS FPX 8010 Assessment 2 Strategic Plan Appraisal

Thomas, R. K. (2020). Strategic planning. Springer EBooks, 215–245. https://doi.org/10.1007/978-1-0716-1076-3_9

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