NURS FPX 8020 Assessment 2

NURS FPX 8020 Assessment 2 Strategic Plan Development Student Name Capella University NURS-FPX8020 Doctoral Executive Leadership in Contemporary Nursing Professor name Submission Date   Strategic Plan Development Strategic planning is essential for health care organizations to set the framework for allocating resources, improving patient outcomes, and responding effectively. The voice of front-line staff in health care organizations is also crucial during the strategic planning process because they are directly engaged in the community, have operational knowledge and experience in programmer implementation and the uptake of evidence-based programmers. Such experience and dedication towards patients ensures that the strategic objectives of health care organizations are true to the actual health care delivery and reflect the actual health care needs of the population that has been neglected (Laari & Duma, 2023). To achieve the highest possible impact for the organization and for population health outcomes in the long term, it is helpful to involve frontline staff in a comprehensive strategic planning process. The purpose of the assessment is to develop a strategic plan for the Department of Population Health (DPH) at NYU Lang one Hospital, through the Balanced Scorecard approach. Departmental Strategic Priorities The ability of an organization to provide sustainable, equitable health care is the most important strategic priority. The Department of Population Health at NYU Langone Hospitals, since 2013, has been the architect of the Community Service Plan. Thus, ongoing funding is a key financial priority to support more than 40,000 people a year at NYU Langone Hospitals (NYU Lang one Health, 2025). DPH has a solid federal reimbursement policy in place and is consistent with New York State Prevention Agenda funding policies. Operating sustainable finances for DPH will enable community programs to continue to serve and will enable DPH to adapt to the evolving population health needs. An important thing a Healthcare Department can do is to enhance the health status of vulnerable groups. There are disparities among communities that are experiencing the same situation, but some communities are worse off or worse than others. Areas such as Sunset Park, Red Hook, and Hempstead have a higher number of underprivileged people due to a lack of prenatal Care and Early Childhood Development programs available (NYU Langone Health, 2025). If parents retain 90% of the information and their knowledge increases 85% over two years, it will show that these programs are viable projects (NYU Langone Health, 2025). DPH is working to show a commitment to health disparities by improving health outcomes for underserved populations in the area of maternal and child health. Better patient safety outcomes and reducing unnecessary patient harm can be achieved by the improvement of internal clinical processes. Fall Prevention and Exercise for the Elderly (E4E) is one of the eight major internal processes initiatives identified by the NYU Langone Hospitals’ DPH Program to improve clinical practice and includes an 8-week provider-led intervention spread across Brooklyn and Long Island (NYU Langone Health, 2025). The fall prevention and exercise for seniors program falls under the highest priority of an intervention, as falls contribute to more emergency room visits and increased healthcare costs in all the communities served by DPH (NYU Langone Health, 2025). The program is considered a quality improvement project, allowing it to be undertaken as scheduled since it has a clear structure of interventions and is aimed at reducing the rate of falls by 35-40% among those who participate in the project (NYU Langone Health, 2025). By enhancing the process inside the DPH, the overall culture of safety for patients and families at DPH has also been improved. One of the key objectives of DPH is to make long-term investments in workforce development. The goal will help DPH grow in providing care that is responsive to community needs. One way that DPH is going to achieve the goal is through the Community Health Worker (CHW) Research and Resource Center, which will increase the capacity of the frontline workforce in Sunset Park, Red Hook, Uniondale, Roosevelt, and Mastic Beach (NYU Langone Health, 2025). CHWs fill the gap between the population and DPH’s clinical programs, ensuring that the population has access to prevention and intervention services, which narrows the Health Disparity gap. The initiative is feasible, as the DPH already has existing training programs, as well as evidence of how many people have been served in the Reach and Impact Report from September 2023 to August 2024 (NYU Langone Health, 2025). DPH will continue to develop a competent and culturally competent workforce to meet the evolving health needs of the community through 2027. Effects of Organizational Policies Departmental strategic priorities are greatly affected by the policies of an organization, which can either enable or limit the execution. The Financial Assistance Policy at DPH, NYU Langone hospitals, for instance, is designed to increase access to under-resourced communities all over Brooklyn and Long Island by offering sliding-scale care and assisting with Medicaid enrollment (NYU Langone Health, 2025). NYULH’s focus on health equity and priorities in New York State Prevention Agenda shapes the policy landscape for DPH’s community-based services (NYU Langone Health, 2025). The policies create an enabling environment (policy alignment) that can help to scale up the departmental goals and serve as infrastructure for the sustained implementation of DPH programs in the long term. However, a number of organizational limitations may hinder the DPH’s strategic goals. Evidence of data gaps in the extended service areas of Uniondale, Roosevelt, and Mastic Beach suggests that there are policy-level challenges to collecting data and, as a result, limits to the ability to create interventions that are solely based on evidence (NYU Langone Health, 2025). Further, DPH has not yet established a consistent standard for data sharing agreements with all community partners, which reduces its capacity to analyze data and to offer a consistent measure of the impact of the program (NYU Langone Health, 2025). Continuing to address policy-level barriers with data governance changes and further community engagement through increased protocols will further support DPH’s implementation of its strategic goals. Alignment of Departmental Strategic