Nurs FPX 8020 Assessment 2 Strategic Plan Development Anne Capella University Nurs FPX 8020 Dr Deborah Merriam March 3, 2025 Strategic Plan Development Suncrest Home Care and Hospice is run in a tight structure that aligns with financial stability, patient pride, business functionality, and employee growth. Based on Kabeyi (2020), strategic graph assessment involves the comparison of a business enterprise’s strategy plan in order to understand effectiveness, feasibility, and alignment. The palliative care department established some departmental strategic priorities to make the delivery of care services more beautiful to those suffering who are in need of end-of-life care. The Nurs FPX 8020 Assessment 2 Strategic Plan دevelopment priorities deepen the enterprise company’s mission to deliver outstanding, individual-patient-focused care. Departmental Strategic Priorities The working interprofession works towards increasing community health (Samuriwo, 2022). The fourth strategic priority, reading and growth area, for the palliative care unit is implementing the cultural competency consultation for the palliative care employer (Suncrest Home Fitness Services, 2025). Cultural competency training renders the fitness professional functional in providing care products through means of expert knowledge regarding patients’ cultural values. As a result, improving the affected character’s belief in palliative care products. The above-mentioned departmental strategic priorities are indeed essential to improving the quality of care within the palliative care department. Priorities indeed capture the manner in which the distribution of the sources of the streamlined delivery of palliative care services correlates with the aspirations of sufferers who desire the cessation of life care (Suncrest Domestic Health Offerings, 2025). Secondly, priorities concentrated on maximizing the affected individual’s pleasure. For example, the use escalates the affected individual’s pride and belief. in addition, the possibility of increasing palliative employees’ skills through the implementation of culture education software also emphasized a few aspects of commitment to achieving excellence in care. Finally, the desires are highly required due to correspondence with the employer’s strategic plan of excellent care reinforcement and impact on the man or woman’s satisfaction. Effects of Organizational Policies Organizational regulations are necessary for the development of the palliative care branch’s strategic priorities in Suncrest Domestic Health and Hospice. The firm develops regulations that would encourage or dissuade the concerned departments in the management of day-to-day sports activities. Organizational coverage involves the allocation of assets necessary for the conduct of the palliative care branch. Effective allocation of resources towards the growth of palliative care can even more wish to offer real admission to the populace, increasing the fitness outcomes (Alradhi & Alanazi, 2023). The verbal exchange guidelines are transparent and aid the Department of Palliative Care in carrying out its roles and providing adequate support to affected persons. The healthcare human body cooperates via the utilization of organizational communication insurance, which sanctions superior coordinated-care efforts to enhance health outcomes for patients (Hempel et al., 2023). Nurs FPX 8020 Assessment 2 Strategic Plan Development The coordinated effort creates good affected character care and superior quality, trust, and satisfaction for patients in the palliative care department. Well-based policies can specify improvements, but overly conservative pointers can also prevent the improvement of departmental sports. The rigid staffing regulations also save time in maximizing the body of employees-to-affected man or woman ratios and impacting the transport of timely care to sufferers (Solanki et al., 2021). The rigid staffing levels bring concerning conditions for submitting high-quality care to the affected person in need of palliative care and impact the health outcomes. Thus, the insurance is counter-effective to medical exercise in the palliative care division. In addition, the tight budgeting recommendations can also limit investment for the staff’s education programs and impact the branch operations unfavorably (Kiss et al., 2023). The narrow price range may interfere with the imposition of duties to make the wonderful of care reduce the victim’s price and pride, damaging the profitability of the branch. Implications of Policies It is essential to comprehend the influence of guidelines on the routine overall performance of the palliative care department. The recommendations that facilitate the functional effectiveness of the branch, along with elements useful for resource allocation and verbal communication tips, assist the palliative care department in achieving its desired wishes. Budget range support improving the quality of care, because of this, human beings become more trustworthy and comfortable with palliative care services (Hempel et al., 2023). However, the pointers that prevent the palliative care department from taking the right initiatives are limited budget and fixed staffing ranges. Now, no longer managing the personnel-to-affected individual ratio influences tremendous care and lowers the affected character’s belief and delight (Solanki et al., 2021). Remediating the implication of the pointers is essential in a bid to make big changes in the gift department operations to beautify the terrific care. Alignment between Departmental Strategic Priorities The palliative care department’s strategic priorities are aligned with improving care quality standards to meet Suncrest Home Health and Hospice’s strategic plan. An imperative departmental strategic priority is to provide cost-effective care services by embedding palliative care services within the existing health services under the financial component of the balanced scorecard (Suncrest Home Health Services, 2025). Hence, the Nurs FPX 8020 Assessment 2 Strategic Plan development priority is in conformity with the organization’s strategic plan to improve patient volume, which leads to financial profitability. Next, the customer domain-based departmental priority focuses on leveraging telehealth to improve remote access to palliative care, increasing patient satisfaction. Moving forward, the strategic priority of the palliative care department for the internal process is aligned with the organization. As such, multidisciplinary team collaboration accelerates the delivery of palliative care to patients, improving health outcomes (Suncrest Home Health Services, 2025). Operationally, within the learning and growth domain of the balanced scorecard, departmental priority addresses the need for cultural training for the palliative care team. Through training, the palliative care team members will be able to deliver culturally appropriate care to patients. Meanwhile, the organization’s strategic priority is also focused on the implementation of the staff upskilling program to enhance the quality of care (Suncrest Home Health Services, 2025). Through the alignment of departmental and hospital strategic priorities, opportunities