Strategic Planning (Healthcare Management)

Strategic Planning
“a deliberative, disciplined approach to producing fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why.”
Community Health Assessment
Systematic examination of health status indicators to identify key problems and assets in a community. Goal is to develop strategic to address community’s health needs and indentified issues
Community Health Improvement Plan
Long-term, systematic effort to address public health problems based on results of the CHA and community health improvement process.
Strategic Plan
Sets direction for the organization and, though a common understanding of mission, vision, goals, and objectives provides template for making decisions that move the organization forward
What Strategic Planning Should Do
Be concerned with identifying and responding to the most fundamental issues facing an organization
Address the often competing values that influence mission and strategies
Emphasize the importance of external trends and forces
Take into concern the concerns and preferences of stakeholders
Rely heavily on active involvement of senior level managers
Candidly confront critical issues by key participants in order to build up commitment to plans
Be action oriented and stress the importance of developing plans and implementing strategies
Focus on implementing decisions now; build in time for implementation!
Market Assessment (Situational Assessment)
Healthcare Workforce
Consumers and Payers
Innovations in Technology
Regulatory Environment
Competitive Rivalry
Market Volume Forecast
Organizational Assessment (Situational Assessment)
Organizational Volume Forecast
Financial Condition
Strategic Performance
Core Capabilities
Mission- The organization’s purpose; what the organization does and why. tangible, “here we are”
Vision-Futuristic view regarding the ideal state or conditions that the organization aspires to change or create. ideal for future
Values- Principles, beliefs and underlying assumptions that guide the organization. can be simple statement, oftentimes a list (maybe for employee standards–trust, integrity)
defined as any person, group or organization inside or outside the organization that can place a claim on
the organization.
include anything formally or informally required of the organization by external authorities
Informal mandates
may be in the form of organizational norms or strong stakeholder expectations.
Steps to Conduct and Organize an Environmental Scan
1. Compile relevant information.
2. Determine value of existing data.
3. Collection additional data/information as needed.
4. Summarize data/information.
S pecific – specify what is to be achieved, by how much, and by when
M easurable – make sure that the objective can be measured (i.e., data is or will be available to measure progress)
A chievable – set objectives that are feasible for the agency
R elevant – align objectives with the mission and vision of the agency
T ime-oriented – establish a timeframe for achieving the objective

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