NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
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Capella University
NURS-FPX 8010 Executive Leadership in Contemporary Nursing
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Date
Strategic Plan Evaluation in Healthcare: A Critical Appraisal of the VA’s Approach
A strategic plan in healthcare serves as a roadmap for organizations to envision and plan for the future (Fry & Baum, 2016). This paper critically examines the strategic plan of the Department of Veterans Affairs (VA), which operates the largest integrated healthcare network in the United States, catering to over 9 million Veterans annually (Department of Veterans Affairs, 2022).
Strategic Plan Analysis
The VA’s mission is to honor and serve American Veterans, guided by core values such as Integrity, Commitment, Advocacy, Respect, and Excellence (U.S. Department of Veterans Affairs, 2021b). The 2022-28 Strategic Plan outlines four goals, 13 objectives, and 75 strategies to execute the mission (Department of Veterans Affairs, 2022). Key priorities, including trust, communication, and accountability, are interwoven into the mission and core values. These priorities are fundamental to maintaining relationships, transparency, and commitment to serving Veterans.
Validity of Data and Analytical Strategies
The VA employs a rigorous analytical approach, including gap analysis and workshops to identify current and desired states (Department of Veterans Affairs, 2022). The strategic plan emphasizes the use of customer experience data, population-level statistics, and analytics to inform decision-making. Strategic Goal 4 underscores the commitment to managing data as a strategic asset, with Objective 4.2 specifically highlighting the role of the Office of Data Governance and Analysis.
Stakeholder Input
Stakeholder consultation, involving senior leaders, Federal agencies, Veteran Service Officers, members of Congress, employees, Veterans, and caregivers/families, informs the VA’s strategic plan (Department of Veterans Affairs, 2022). Feedback of stakeholders is integral to driving change and achieving Strategic Goal 3, which focuses on creating a culture of accountability driven by ethical behavior and trust.
Balanced Scorecard
The VA utilizes a Balanced Scorecard (BSC) as part of its strategic planning process, addressing financial, customer, internal business process, and learning and growth perspectives (Kaplan, 2020). Financial initiatives include the implementation of the Financial Management Business Transformation program. Customer-centric efforts aim to enhance the Veteran experience and provide multilingual communications. Internal business process improvements involve digital modernization and harmonized online experiences. Learning and growth initiatives focus on continuous development, evident in leadership training programs.
Conclusion
Strategic planning is crucial for healthcare organizations to set a path for achieving critical goals and ensuring a unified direction (Association of American Medical Colleges, 2022). The VA’s strategic plan underscores its commitment to mission-focused outcomes, customer satisfaction, and fostering a culture of trust, safety, accountability, and transparency.
References
Association of American Medical Colleges. (2022). Strategic planning. https://www.aamc.org/professional-development/affinity-groups/gip/strategic-planning
Department of Veterans Affairs. (2022). Fiscal years 2022-28 strategic plan. http://www.va.gov/oei/docs/va-strategic-plan-2022-2028.pdf
Fry, A., & Baum, N. (2016). A roadmap for strategic planning in the healthcare practice. The Journal of Medical Practice Management, 32(2), 146–149. https://www.proquest.com/docview/1836565558?accountid=27965
NURS FPX 8010 Assessment 2 Strategic Plan Appraisal
Kaplan, R. S. (2020). Using the balanced scorecard for successful health care M&A integration. NEJM Catalyst, 1–8. https://doi.org/10.1056/CAT.20.0286
U.S. Department of Veterans Affairs. (2021a, March 23). Data governance and analytics. https://www.va.gov/oei/about/data-governance-analytics.asp
U.S. Department of Veterans Affairs. (2021b, March 26). About VA: Mission, vision, core values & goals. https://www.va.gov/about_va/mission.asp
Appendix
Balanced Scorecard
| DOMAIN | OBJECTIVE | MEASURE | TARGET | INITIATIVE |
|---|---|---|---|---|
| FINANCIAL | Improve operations and management functions ensuring the most effective use of taxpayer resources and sustainability for future generations of Veterans | The number of sites transitioning to the new Financial Management Business Transformation (FMBT) program | By the end of the fiscal year 2023, the VA will have migrated 100% of its sites to the new Financial Management Business Transformation (FMBT) program | The Financial Management Business Transformation (FMBT) program will improve fiscal accountability to American taxpayers |
| CUSTOMER | Improve Veteran experiences | Satisfaction surveys, chart update reminders for preferred language for communications | By the end of the fiscal year 2024, 80% of Veterans will have their preferred language for communications updated and indicated in their charts | Increase the use of multilingual customer experiences to meet the needs of a diverse Veteran population and provide a variety of options to receive information that ensures families, caregivers, and survivors get the information they need in a manner that is easy to understand. |
| INTERNAL BUSINESS PROCESS | Increase ongoing digital modernization and provision of a harmonized online experience for Veterans | Number of video visits being performed at each facility each month | Specialty care and Primary care providers will increase telehealth visits by 10% by the end of the fiscal year 2023 | The VA is offering accredited training for its virtual platform, VA Video Connect (VVC). Participants can earn 6 contact hours by successfully completing the course |
| LEARNING AND GROWTH | VA will build a culture that supports continuous learning and professional development in support of the VA mission | Increase the number of leadership development opportunities available | By the end of the fiscal year 2022, the VA will embark on a leadership training opportunity for qualified staff, taking 200 candidates into each class offering of a new Supervisor Ready 12-week program | Implementation of the Supervisor Ready 12-week program offering a Spring and Fall class annually to ensure that the talent pipeline for future leaders is comprised of the best and brightest inclusive leaders that foster a diverse, equitable learning culture |
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