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

Effective strategy planning for healthcare organizations is critical for addressing complicated issues and achieving strategic goals. Massachusetts General Hospital’s (MGH) mission is to enhance community health by providing compassionate and efficient care through collaboration, inventiveness, and equity and educating health staff (MGH, 2021). The assessment focuses on the MGH Department of Medicine’s strategic plan, which aims to provide cutting-edge care, train health leaders, and conduct research that aligns with MGH’s values.

Department Strategic Priorities

The Department of Medicine at MGH is critical to promoting the organization’s objective of providing collaborative quality care, advanced research, and education. The strategy priorities and balanced scorecard for the medicine department are given in Figure 1. In finance, the Department of Medicine prioritizes providing financial aid viability by lowering operational costs and increasing funding. It is essential to perform research, staff training, and community- based health programs. The department targets to reduce operational expenses by 15% during one year via efficient resource management, workflow reduction, and improved research or innovation.

It targets to increase research funding by 20%. Optimizing resource utilization and funding is critical for enhancing economic efficiency and medical care. The department’s priority is aligning with the MGH’s strategy to boost revenue and financial sustainability for staff training, innovation, and research. The department also manages finances by offering fellowship programs for staff training and streamlining the care process (MGH, 2024a). This priority is vital because minimizing operating expenses improves the budget’s viability, allowing the department to deliver care while using resources efficiently. The department’s priority is realistic as it meets the MGH’s economic objectives by identifying areas of inefficiency, resulting in cost savings.

In the customer domain, the Medicine Department prioritizes improving customer service and fulfillment by providing innovative and multidisciplinary patient care. Departmental priority is complying with the MGH’s strategic plan to improve patient satisfaction by giving interdisciplinary treatment and guaranteeing that the MGH serves the needs of its population. The department offers various initiatives, including tools to boost teamwork, healthcare, and satisfaction. For example, an Internal Medicine Residency Program provides clinical education in internal medicine.

It delivers vast practical training through mobile, primary care, and health initiatives to enhance patient care (MGH, 2024a). Its target is to boost patient satisfaction by 80% in the coming year. The priority is realistic because it aligns with and underlines MGH’s plan to increase patient care services, notably in remote areas (MGH, 2025). The priority is feasible by offering staff education programs, appropriate patient feedback systems, and incorporating patients’ preferences (Ferreira et al., 2023), improving care quality and satisfaction.

In the internal process domain, the medicine department prioritizes improving the efficiency of the care process by enhancing clinical research and fostering innovation in medical practices (MGH, 2024a). The Department can adopt evidence-based therapeutic protocols, invest in cutting-edge research projects, and promote multidisciplinary collaboration. They can improve clinical applications by integrating new technology, such as automation systems and artificial intelligence (Pillai, 2023).

The department’s goal or priority is consistent with MGH’s strategic plan to boost the delivery of innovative, compassionate, inclusive, and efficient healthcare (MGH, 2025). The priority is reachable and feasible since it aligns with the MGH’s purpose of improving care standards by adopting innovation. The department prioritizes staff development in the learning and growth domain to provide an inviting atmosphere and promote care practices. The goal is to boost training hours by 35% over a year to prepare them for advances in medical care and related technology. Developing expertise targets highlights competence advancement by increasing employees’ training duration and promoting innovation. The priority aligns with MGH’s strategy plan to improve education and training, innovate and research, and strengthen nursing practices (MGH, 2025).

Constant learning helps staff enhance their abilities regarding medical research and healthcare technology. The priority is attainable, reflecting the department’s devotion to boosting staff expertise with defined targets. The priorities are assumed to be attained in one year. However, late budgetary approval is a serious issue. The department can suffer from financial or human resources constraints based on the allocated budget—other problems are communicating with stakeholders or their buy-in. Obtaining stakeholders’s views and robust leadership encourages interaction by motivating teams and buy-in. The Department’s priorities satisfy its targets and support MGH’s innovation, teamwork, and care equity values.

Impact of Organizational Policies

Institutional policies impact the Department of Medicine’s strategic priorities at MGH, molding its operations and aims to match the institution’s overall mission. However, some existing organizational policies may impede its ability to accomplish its strategic objectives during the following year effectively. For example, current institutional budgeting regulations or financial policy may limit the medicine department’s ability to engage in research, innovation, or training efforts since the organization gives patients more financial assistance through various policies.

A key goal is to create breakthrough clinical applications to improve healthcare in partnership with other research groups within the corporation (MGH, 2024a). But if resources are insufficient to encourage cross-specialty collaboration and research, efforts toward integrating advances and technologies in care across different disciplines can be impeded. The organization’s patient financial assistance policies promote the strategic plan by allowing efficient care delivery through medical insurance, which aids in meeting the strategic plan’s well-being targets by offering effective and collaborative care.

Arhin et al. (2023), stated that medical care financing coverage improves efficiency and promotes health results. This policy is aligned with the departmental customer priorities of boosting patient satisfaction and outcomes. This policy offers patients financing options and aid programs to help them manage their care expenses. By providing financial assistance, the policy allows the department to focus on delivering efficient, compassionate treatment to patients, irrespective of their economic status.

The staff development training program policy supports the strategic goals of the Medicine Department for upskilling staff by offering mentorship and coaching to help caregivers improve their skills (MGH, 2024b). This policy enhances the department’s attainment of the learning and growth target by boosting training hours by 35%. It offers facilities for professional skill enhancement that meet care demands. It advocates inclusion and improves workplace culture by fostering continual learning for staff, aiding in attaining MGH’s strategic plan. If the

strategic plan is successfully implemented, the impact on the MGH’s medicine department will be extensive. However, the success of programs in healthcare, research, and staff training relies on policy alignment to boost benefits and avoid impediments. Strict financial constraints may inhibit growth, particularly in initiatives that require multidisciplinary teamwork for research and care, affecting patient results. For example, policy affects healthcare research or cooperation that provide integrated care. Insufficient financial assistance policy can undermine the efficacy of activities to improve social health factors in low-income patients. Poor staff growth policy has severe consequences, impacting care practices. Policies must be reviewed during planning and regularly updated. The inability can result in a delay in achieving the goal of boosting healthcare.

Departmental Strategic Priorities with Organization’s Strategic Plan

The Department of Medicine’s priorities align with MGH’s strategic plan, exhibiting how departmental efforts contribute to organizational objectives. For example, improving financial sustainability by reducing operational costs is consistent with operational efficiency and economic growth, enabling resource efficiency without sacrificing care quality. Further, the MGH makes major investments in enhancing clinical treatment and conducting innovative research. To achieve this goal, the medical department prioritized increasing research and collaboration across divisions to improve care quality.

Integrating interdisciplinary healthcare and offering training programs and fellowships increases the department’s role in achieving the MGH organization’s strategic objective: improve health equity and outcomes by providing innovative, cooperative, and compassionate care (MGH, 2025). Streamlining internal processes is consistent with the MGH’s commitment to innovation and quality, promoting constant growth in care provision. Finally, establishing a learning culture fosters workforce growth and leadership quality, allowing employees to address increasing medical demands.

Conclusion

Strategic planning is critical for increasing departmental efficacy by evaluating various factors. The Department of Medicine substantially contributes to the MGH’s strategic goal of providing efficient patient care and enabling research, innovation, and personnel training. The strategic objectives centered on finances, client satisfaction, efficacy, and personnel allow the department to meet the MGH’s mission. Integrating organizational policies such as financial aid and training strengthens the department’s ability to address the following priorities. It assists in implementing the corporation’s plan and maintaining its excellence and quality of care.

References

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

Ferreira, D. C., Vieira, I., Pedro, M. I., Caldas, P., & Varela, M. (2023). Patient satisfaction with healthcare services and the techniques used for its assessment: A systematic literature Review and a Bibliometric Analysis. Healthcare, 11(5), 639. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10001171/