NURS FPX 8020 Assessment 2 Strategic Plan Development

Student Name

Capella University

FPX8020

Dr. / Prof. Name

Submission Date

Strategic Plan Development

Health care organizations have to have strategic plans to establish the framework through which resources are distributed, patient outcomes are improved, and effective responses are made. The frontline worker at the health care organization’s perspective is a priceless input in the strategic planning process because of the direct contact with the community, knowledge of operations, and experience in the implementation of evidence-based programs in health care organizations.

Clinical knowledge combined with patient commitment allows the strategic goals of the health care organizations to be reflected by the realities of health care provision and reflect the actual needs of underserved populations (Laari and Duma, 2023). The effectiveness of the organization and the long-term population health could be improved through a complex process of strategic planning that involves the contribution of the frontline personnel. The purpose of the assessment is to develop a strategic plan for the Department of Population Health (DPH) of NYU Langone Hospital based on the balanced scorecard method.

Departmental Strategic Priorities

The first strategic issue is financial sustainability, which develops the ability of an organization to provide ongoing, fair health care. The Community Service Plan has been designed by the Department of Population Health of the NYU Langone Hospitals since 2013. Thus, sustained financing is an urgent fiscal priority that can be used to cater to more than 40,000 people in NYU Langone Hospitals annually (NYU Langone Health, 2025). The DPH has an operational system of federal reimbursement in place and is in accordance with New York State Prevention Agenda funding mechanisms. Financial sustainability at DPH will enable the community programs to be sustained and also to meet the different needs of the population in relation to health.

Enhancing the health of the vulnerable populations is one of the greatest jobs that a Healthcare Department can execute. There is a disparity between those communities that are suffering equally, but there are certain communities that are worse off than others. Since there are no existing prenatal Care and Early Childhood Development programs, the population of underprivileged people in such areas as Sunset Park, Red Hook, and Hempstead is higher (NYU Langone Health, 2025).

A retention rate of families (90%) and a parental knowledge improvement rate (85%) over two years will be used to prove that these programs are viable projects (NYU Langone Health, 2025). In order to prove its interest in participating in the eradication of health disparities, DPH is putting its attention on the overall health of underserved populations by implementing maternal and child health measures.

Ensuring a better patient safety outcome and reducing preventable harm to the patients may be done through improving internal clinical processes. The DPH Program of the NYU Langone Hospitals recognizes Fall Prevention and Exercise with the Elderly as one of the eight key initiatives of internal processes that will improve clinical practice. The Program involves an 8-week intervention for providers to be applied throughout Brooklyn and Long Island (NYU Langone Health, 2025). The fall prevention and exercise among the elderly program is a high-priority intervention since falls serve as a significant source of avoidable emergency room cases and increased health expenses in all of the communities that DPH serves (NYU Langone Health, 2025).

Being a quality improvement project, the program can be implemented due to its well-defined intervention framework and the set objective of the 3540 percent reduction of falls in those participating in the project (NYU Langone Health, 2025). Through making the process within the DPH better, the safety culture of patients and families within the DPH has also been heightened.

One of the objectives of DPH is to invest in the development of the workforce in the long term. The objective will assist DPH in its expansion of how it delivers care that is sensitive to the needs of the community. The Community Health Worker (CHW) Research and Resource Center is one of the ways in which DPH will achieve its goal because it will enhance the capacity of the frontline workforce within Sunset Park, Red Hook, Uniondale, Roosevelt, and Mastic Beach (NYU Langone Health, 2025).

The CHW will be instrumental in closing the gap that exists between the clinical programs of DPH and the underserved populations, and ensure the population has access to prevention and intervention services, and, therefore, narrows the Health Disparity gap. The project is viable, with the DPH already having training programs, along with the information about the number of people served in the Reach and Impact Report between September 2023 and August 2024 (NYU Langone Health, 2025). The DPH will also remain committed to developing a competent and culturally competent workforce to meet the evolving health demands of the community up to the year 2027.

Effects of Organizational Policies

Policies of an organization have a substantial impact on departmental strategic priorities by either facilitating or restricting the implementation. To illustrate, the Financial Assistance Policy at the DPH, NYU Langone hospitals can be used to extend access to underrepresented communities in Brooklyn and Long Island, receiving care on a sliding scale and receiving support in obtaining Medicaid (NYU Langone Health, 2025).

The health equity the NYULH has, and the alignment to the priorities of the New York State Prevention Agenda, promote community-based services provided by DPH (NYU Langone Health, 2025). The policies offer an enabling environment (via alignment of policies), which may serve to boost the attainment of departmental objectives and offer a conducive infrastructure to the long-term sustenance of DPH programs.

Conversely, the DPH could have its strategic goals hindered by some organizational constraints. The gap in the documented data in the expanse service areas like Uniondale, Roosevelt, and Mastic Beach is that the collection of data is hindered at the policy level, thus preventing DPH from constructing purely evidence-based interventions (NYU Langone Health, 2025). Also, the absence of data sharing consensus among all community partners has hindered the capacity of DPH to optimize KPIs and offer a unified understanding of program impact by not having the analytical power (NYU Langone Health, 2025). Data governance (policy-level barriers) and increased protocols on how communities should be involved will further improve DPH to undertake its strategic goals.

Alignment of Departmental Strategic Priorities

By matching departmental strategic priorities with an organizational strategic plan, one can coordinate frontline strategic operations with the organization as a whole. The four strategic priorities of the Department of Population Health are direct expressions of the overall mission of the NYU Langone Hospitals to care, teach, and discover, as well as promote the health equity of underserved populations in the organization. The financial necessity of funding FQHC is in line with the organizational philosophy of addressing the needs of more than 40,000 individuals a year using its nine Brooklyn primary care facilities (NYU Langone Health, 2025).

The priority of the customer to enhance maternal and child health outcomes reflects the focus of the plan on PlayReadVIP, ParentChild+, and Greenlight as the primary population health initiatives. The operational objective of NYULH of minimizing preventable harm in the service areas of Brooklyn and Long Island directly relates to the priority of the internal processes, i.e., fall prevention (NYU Langone Health, 2025). The community health worker development learning and growth priority is in line with the workforce capacity goals that have been established in the September 2023 to August 2024 Reach and Impact report (NYU Langone Health, 2025). Appendix A is a graphical illustration of the alignments that depict the direct relationships between department priorities at DPH and the organizational strategic framework at NYU in all four domains of the balanced scorecard.

Department Balance Score Card

A balanced scorecard model is designed to offer a precise strategy for assessing departmental performance on financial, customer, internal process, and learning and growth fronts. The DPH at NYU Langone Hospitals illustrates a holistic scorecard with the community health mission, and it continues to provide services to more than 40,000 people each year in the financial domain by use of its Federally Qualified Health Center network and nine Brooklyn primary care centers (NYU Langone Health, 2025). ParentChild+ bonds the customer domain and aims to achieve 90% family retention and 85% improvement in parental knowledge in underserved communities in Sunset Park, Red Hook, and Hempstead.

The Fall Prevention program helps to enhance the internal processes by reducing the number of falls by 35-40% over eight weeks of intervention conducted by the provider, and increasing access to virtual primary care in Brooklyn and Long Island (NYU Langone Health, 2025). The development and learning area is enhanced by the Community Health Worker Research and Resource Center and the systematic activities of bridging the data gaps in the new service regions, such as Uniondale, Roosevelt, and Mastic Beach (NYU Langone Health, 2025). A balanced scorecard can help the DPH to coordinate its operational functions with the wider organizational priorities and promote fair community health results by 2027, as long as it is regularly monitored and assessed.

Formal and Informal Lines of Power

Formal and informal power line analysis is very critical towards having an insight into the decision-making process and the promotion of priorities in any healthcare institution. The institutional authority of adopting strategic plans is exercised by the Board of Trustees Audit and Compliance Committee, which holds the formal authority in NYU Langone Hospitals. The Department of Population Health also has formal powers since it offers expert power to the organization as the developer of both the CHNAA and CSP since 2013. In this respect, the Department has influenced the data-driven decisions of community health priorities (NYU Langone Health, 2025).

Informal authority is exploited by the community health workforce and frontline staff through trusted interactions between the organization and underserved communities within the Sunset Park, Red Hook, and Long Island neighborhoods (NYU Langone Health, 2025). Informal power, such as that of community partners (advocacy organizations), also plays a role in the process of granting priorities in the organizational setting, which is influenced by them. To improve the successful and fair progress of the departmental strategic priorities, informal displays of power, as well as formal structures of power, should be interpreted.

The power structures have a negative influence on organizational culture, policies, and communication practices in healthcare institutions. Ethical leadership plays a vital role in the sustainability of the organizational culture and preconditions the engagement and creative ideas of the organization’s employees (Tabaghdehi et al., 2026). Organizational culture is an important aspect of an organization that influences how an organization will do business, such as power distance, individualism versus collectivism, and uncertainty avoidance (Mikail et al., 2025).

The board of trustees audit and compliance committee of the NYU Langone Hospitals provides an appropriate authority structure of ethical governance of the organization that establishes a framework to ensure that the strategic direction of the organization is accountable, transparent, and that the leadership of the organization at all levels is ethical (NYU Langone Health, 2025). The power that the leaders in the organization exercise is done in a manner that fosters equity, inclusiveness, and safeguards the weakest (Malik et al., 2022). The DPH takes advantage of the expert power to serve the whole community through the deployment of the best possible evidence in order to meet community health needs.

By so doing, the data will be used to make decisions that affect the most underserved members of the Sunset Park, Red Hook, and Hempstead communities instead of utilizing any institutional convenience (NYU Langone Health, 2025). An ethical culture of inclusion through the informal power of community health workers and advocacy partners enhances the voices of the marginalized communities in the decision-making procedure of organizations (Katzen et al., 2024). Transparent and equitable power structures create a culture of trust, cooperation, and collective responsibility at all levels of the organization that reinforces policy formulation as well as community health outcomes.

Conclusion

A Department of Population Health (DPH) strategic plan has been prepared in NYULH that identifies a coordinated and strategic path with respect to attaining Health Equity. A balanced scorecard approach has been used to design the DPH strategic plan, which has 4 key areas, including financial sustainability, maternal and child health, fall prevention, and workforce development.

The overall NYULH organizational goals are well aligned with the strategic plan, as there is good governance and ethical leadership. A well-implemented departmental strategic plan also improves accountability in an organization, equitable distribution of resources, and front-line programs are very sensitive in meeting the ever-evolving health requirements of the beneficiaries.

For the next (3rd) assessment of this class visit: NURS FPX 8020 Assessment 3