NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
Name
Capella university
NURS-FPX 8010 Executive Leadership in Contemporary Nursing
Prof. Name
Date
Strategic Plan Appraisal
The strategic planning process sets an organization’s direction, outlining big-picture goals and precise strategies to achieve them. For Harris Health System-Ben Taub Hospital, the 2021-2025 strategic plan is based on five pillars (Harris Health System, 2021). This appraisal will evaluate data validity, stakeholder input, and its balanced scorecard. The strategic plan encapsulates the hospital’s purpose and values, ensuring clarity, specificity, practicality, and comprehensiveness in achieving its goals.
Strategic Plan Analysis
Ben Taub Hospital, a vital part of the Harris Health System in Houston, Texas, serves nearly four million residents in Harris County. The hospital’s strategic plan for 2021-2025 is built on five core pillars: quality and patient safety, people, one Harris Health System, population health management, and infrastructure optimization. Each pillar addresses distinct aspects of healthcare needs and outlines specific goals and strategies for implementation (County Office, 2020). The first pillar, quality, and patient safety aims for the hospital to become a High-Reliability Organization (HRO) with the goal of zero patient harm. This objective is pursued through the Event and Incident Reporting System (EIRS), which tracks, reports, and investigates issues to continuously improve processes and ensure patient safety (HHS, 2023). This commitment is crucial for maintaining high care standards and building community trust.
The second pillar, people, focuses on collecting and responding to feedback from patients, employees, and medical staff. The hospital creates and implements plans to address high-impact areas based on this feedback to enhance stakeholder experiences. This pillar is centered on fostering a culture of respect, appreciation, and trust, which is essential for achieving customer satisfaction and improving service quality. The third pillar, Harris Health System, emphasizes the need for a unified, integrated healthcare system. By minimizing variations in care delivery, the hospital seeks to provide consistent, high-quality care across the system. This approach aims to streamline administration, promote efficiency, and reduce disparities in care, supporting the hospital’s mission to deliver coordinated and comprehensive healthcare (HHS, 2023).
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
Population health management, the fourth strategic pillar, emphasizes a comprehensive approach to health that integrates protective, simulated, and community-oriented services through partnerships with clinical and social service providers. By utilizing advanced population health analytics and innovative technologies, the hospital moves from a reactive model of managing diseases to a proactive strategy focused on health promotion and disease prevention. This approach is designed to enhance overall community health outcomes.
The infrastructure optimization pillar, the final component of the strategy, focuses on upgrading and investing in the hospital’s physical facilities, information technology, telehealth capabilities, data security, and health informatics systems. The objectives of this pillar are to maximize efficiency, ensure patient safety, and address both current and future healthcare needs. These initiatives aim to facilitate the delivery of excellent care, enhance operational effectiveness, and respond to the evolving demands of the healthcare environment (HHS, 2023). Through these strategic efforts, the hospital strives to advance high-quality care and achieve long-term improvements in community health.
Alignment with Mission and Vision
The strategic priorities outlined in these five pillars align closely with Ben Taub Hospital’s mission and vision. The hospital’s mission is “to improve the health of those most in need in Harris County through quality care delivery, coordination of care, and education.” Ben Taub Hospital aspires to be the foremost public academic healthcare institution in the country. Their guiding principles are encapsulated in the acronym QUALITY, which stands for Quality and Patient Safety, Unity as One Harris Health System, Accountability and a Just Culture, Leadership and Integrity, Innovation, Education, Research, Trust, Recognition, Respect, and You (patients, staff, and medical professionals).
By prioritizing these core values, Ben Taub Hospital aligns its strategic objectives with its mission to deliver exceptional care to those most in need. The focus on safety, systemic integration, population health, and infrastructure development reinforces the hospital’s goal of achieving prominence as a top-tier public academic healthcare system. This strategic framework not only meets current healthcare demands but also lays the groundwork for enduring improvements in community health outcomes (County Office, 2020). Through this multifaceted approach, the hospital aims to create a solid foundation for long-term, meaningful advancements in health and wellness for the populations it serves.
Validity of Data and Analytical Strategies
Ben Taub Hospital, a key facility within the Harris Health System, uses a comprehensive framework of Key Performance Indicators (KPIs) to advance its strategic priorities across five foundational pillars. Evaluating the validity of the data and analytical strategies behind these KPIs is crucial for understanding how the hospital works toward its mission and vision. For the quality and patient safety pillar, the hospital benchmarks against national quality metrics through Vizient, a performance improvement organization that offers data-driven insights and analytics. The hospital uses data on patient outcomes, infection rates, and adverse events to establish benchmarks and identify improvement opportunities (Vizient, 2024). These data sources are derived from internal performance metrics and external regulatory measures, including the Centers for Medicare and Medicaid Services (CMS) and public health data (CMS.gov, 2024).
In the people pillar, the hospital aims to enhance both employee and patient satisfaction. KPIs in this area include data from employee engagement surveys, patient satisfaction surveys, and retention rates. Key strategies involve implementing a nursing strategic plan to boost professional development and retention and a patient satisfaction action plan. The data for these KPIs come from internal surveys, feedback mechanisms, and industry benchmarking. The one Harris Health System pillar focuses on integrating healthcare delivery across the system to minimize care variations and improve efficiency. KPIs for this pillar encompass throughput metrics, waste reduction, and procurement efficiency. Data for these indicators are sourced from internal performance records, financial data, and operational metrics. The hospital works on redesigning bed management and refining procurement processes to enhance efficiency and patient flow.
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
For population health management, KPIs address social determinants of health, identify high-need areas, and create support systems. Data comes from community health assessments, public health sources, and partnerships like Community Health Choice. These efforts include developing a referral network and expanding community-based telehealth services to reduce hospital readmission rates and improve community health outcomes. The infrastructure optimization pillar focuses on enhancing facilities and technological capabilities. KPIs include developing technology plans for community use, creating primary care networks, and planning for hospital replacements (Leapfrog, 2023). Data sources for these KPIs are internal assessments, financial documents, and strategic planning materials—the hospital’s investments in infrastructure aim to meet both current and future healthcare demands efficiently.
Data Sources and Validity
The data used to develop these KPIs is sourced from a combination of internal and external databases. Internal data includes performance metrics, patient and employee surveys, and financial records. External data sources encompass regulatory measures from CMS, public health statistics, benchmarking data from organizations like Vizient, and community health needs assessments. The validity of this data is crucial for accurate KPI measurement and achieving strategic goals. Ensuring data accuracy involves regular audits, validation processes, and adherence to best practices in data collection and analysis (CMS.gov, 2024; Vizient, 2024). By aligning KPIs with organizational priorities, Ben Taub Hospital can effectively monitor progress and drive continuous improvement in healthcare delivery.
Stakeholder Input
To develop a successful strategic plan, Harris Health System recognizes the importance of incorporating input from a diverse group of stakeholders. Stakeholders are individuals, organizations, or communities with a significant interest in the outcomes of a project or policy (Petkovic et al., 2020). In crafting its strategic priorities, Harris Health System sought feedback from a broad spectrum of internal and external stakeholders to ensure a comprehensive range of perspectives and expertise. Internally, the hospital engaged with members of the Board of Trustees, senior leaders, clinical staff, and support personnel through one-on-one and group discussions.
This included dialogues with service chiefs and leadership teams for both inpatient and outpatient care. In addition, over 11,000 employees and healthcare providers contributed their views via an online survey. This method was intended to improve communication, promote transparency, and gather valuable insights from those directly involved in the hospital’s operations. Externally, Harris Health System consulted with a variety of community leaders and stakeholders, including the Harris County Judge, local government officials, and representatives from community-based organizations. They also sought the input of the Harris Health patient and family advisory council to better understand the needs and expectations of the community. This feedback was instrumental in shaping strategic goals that align with both community requirements and the hospital’s overall mission and vision.
Balanced Scorecard
| Objectives | Measurement | Initiatives | |
| Customer | Eliminate never-occurrences, high-harm reportable events, and hospital-acquired illnesses that can be avoided. Establish and spread a responsible and just culture throughout the company. | Decrease the number of safety events per 10,000 familiar patient days, lower hospital-gained infections per 1,000 discharges, and reduce voluntary employee turnover. | Increase staff willingness to report occurrences and information openness (Brooks et al., 2021). |
| Internal process | Formulate and apply reliable policies and actions across the institute to achieve a favorable operating margin. | Enhancement in the count of overdue policies and procedures, a rise in revenue from medical services, and an improvement in the total operating margin. | Improve healthcare delivery, evaluate the cost-benefit of clinical and operational outsourcing, and integrate all systems regarding clinical care and operational processes (Ramori et al., 2020). |
| Learning and Growth | Improve worker and provider commitment | Enhancement in overall commitment amount | Increase worker satisfaction, lessen provider fatigue, and show a culture of patient-centered care (Sharma et al., 2024). |
| Financial | Confirm viable, secure, and effective physical set-up for allocation patients. | Rise in the number of applied danger managing plans for high-risk value failures. | Build a thorough skill plan to classify the hospital standby amenities essential to meet patient burdens (Ispas et al., 2023). |
Conclusion
Having a strategic plan that is clear, specific, practical, and comprehensive is crucial for any organization to achieve its overarching goals. This sets the precedence for the organization, and it helps ensure that the mission and vision of the organization are carried out and met in order. Although some plans will take priority over others, the organization needs to maintain focus if one priority seems to dominate or, in some cases, derail.
Reference
Brooks, S. K., Greenberg, N., Wessely, S., & Rubin, G. J. (2021). Factors affecting healthcare workers’ compliance with social and behavioural infection control measures during emerging infectious disease outbreaks: rapid evidence review. British Medical Journal Open, 11(8). https://doi.org/10.1136/bmjopen-2021-049857
CMS.gov. (2024). Data. CMS.gov. https://data.cms.gov/
County Office. (2020). Harris Health System Ben Taub General Hospital – Houston, TX . Www.countyoffice.org. https://www.countyoffice.org/harris-health-system-ben-taub-general-hospital-houston-tx-37f/
Harris Health System. (2021). Donate – Harris Health strategic fund. Www.harrishealthfund.org. https://www.harrishealthfund.org/donate
HHS. (2023). Home. Www.harrishealth.org. https://www.harrishealth.org/?gad_source=1&gclid=CjwKCAjwnK60BhA9EiwAmpHZw306lgDT7eAPDT5xJWcF2skAOyRq-3biWhpI0I08oLiA6k0gFcJmBxoCpT0QAvD_BwE
Ispas, L., Mironeasa, C., & Silvestri, A. (2023). Risk-based approach in the implementation of integrated management systems: A systematic literature review. Sustainability, 15(13). https://doi.org/10.3390/su151310251
Leapfrog. (2023). Ben Taub Hospital – TX – Hospital safety grade. Www.hospitalsafetygrade.org. https://www.hospitalsafetygrade.org/h/ben-taub-hospital
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
Petkovic, J., Riddle, A., Akl, E. A., Khabsa, J., Lytvyn, L., Atwere, P., Campbell, P., Chalkidou, K., Chang, S. M., Crowe, S., Dans, L., Jardali, F. E., Ghersi, D., Graham, I. D., Grant, S., Smith, R. G., Guise, J.-M., Hazlewood, G., Jull, J., & Katikireddi, S. V. (2020). Protocol for the development of guidance for stakeholder engagement in health and healthcare guideline development and implementation. Systematic Reviews, 9(21), 1–11. https://doi.org/10.1186/s13643-020-1272-5
Ramori, K. A., Cudney, E. A., Elrod, C. C., & Antony, J. (2020). Lean business models in healthcare: A systematic review. Total Quality Management & Business Excellence, 32(5-6), 1–16. https://doi.org/10.1080/14783363.2019.1601995
Sharma, S., White, C., & Yong-Hing, C. J. (2024). Optimizing patient-centered care in breast imaging: Strategies for improving patient experience. Academic Radiology, 1–7. https://doi.org/10.1016/j.acra.2024.04.047
Vizient. (2024). Clinical database | Healthcare database records. Www.vizientinc.com. https://www.vizientinc.com/what-we-do/operations-and-quality/clinical-data-base