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Presented by: Jo Surpin President

595 Haddon Avenue Collingwood, NJ 08108 856.858.3800 / 856.858.3801 (Fax) www.strategichealthalliance.com. Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19 th Annual Meeting October 27, 2009. Presented by: Jo Surpin President.

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Presented by: Jo Surpin President

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  1. 595 Haddon AvenueCollingwood, NJ 08108856.858.3800 / 856.858.3801 (Fax)www.strategichealthalliance.com Strategies for Developing and Implementinga Successful Strategic/Business PlanAffiliated Programs 19th Annual MeetingOctober 27, 2009 Presented by:Jo Surpin President

  2. What is a Strategic Plan / Business Plan • Framework for aligning financial drivers (budget) with strategic initiatives. • Where organization is going over next year or longer • How it’s going to get there. • Mechanism to evaluate effectiveness of strategies. • Opportunity to review industry trends and issues. Strategic Planning - 3 to 5 years Business Plan – Annually 2

  3. Benefits of Strategic Planning • Define the purpose of the organization • Establish realistic goals and objectives consistent with the mission • Communicate goals and objectives to organization’s constituents • Provide a base to measure progress 3

  4. Planning Cycle 4

  5. Planning Process/Approach • Clearly define the target audience • Determine requirements in relation to the contents • Type of plan - level of detail • Map out the plan's structure (contents page) • Decide on the likely length of the plan • Identify all the main issues to be addressed • Determine who should be involved in process • How many meetings? Facilitator? • SWOT analysis 5

  6. Plan Components Mission Vision Goals Objectives Strategies/Measures 6

  7. Plan Components Brief description of the purpose of the organization Mission 7

  8. Plan Components • Description of how organization will operate and how patients will benefit • May include values that are considered priorities Mission Vision 8

  9. Plan Components Mission Vision Goals Overall accomplishments the organization should achieve 9

  10. Plan Components Mission Vision Goals Objectives Specific results to be achieved with each goal 10

  11. Plan Components Mission Vision Goals Objectives Strategies / Measures • The method needed to reach an objective (tactics) • Metrics used to show progress, measure success, or identify areas that need focus 11

  12. Business Plan: Integration with Strategic Plan • Center mission consistent • with overall mission • Develop specific Center goals, objectives, strategies, metrics etc • Financial performance consistent with budget 12

  13. Business Plan Outline • Executive Summary • Overview • Background • Current Trends • The Market • Competitor Analysis • Operations • Management and Administration • Strategic Goals • Marketing Plan • Financial Projections • Implementation Plan Strategic Planning - 3 to 5 years Business Plan – Annually 13

  14. Components • Overview/Background • Trends • Utilization/Incidence • Projections • Competitor Analysis • Other programs • SWOT 14

  15. Components (continued) • Operations • Programs • Accreditation • Coordination • Hospital • Physicians • Community • Management Team and Personnel • Physicians • Director • Educators • Other staffing 15

  16. Components (continued) • Strategic Goals • Consistent with Strategic Plan Goals • Tactics/Action Plan • Time Frames • Measurable • Marketing Plan • Consistent with Strategic Goals • Physicians/Office Staff • Hospital • Community 16

  17. Components (continued) • Financial Projections • Consistent with Budget • Consistent with Marketing Plan • Reporting mechanism to track • Implementation Plan/Measures • Timeframes and Accountability • Ongoing monitoring • Measures • Financial measures • Quality measures • JARS data 17

  18. Sample JARS Report 18

  19. Summary • Coordinate strategic planning and business planning • Identify and clarify what success would mean • Review progress and update plan to reflect current market • A “rolling plan” benefits the organization • Synch the plan with the budget cycle so strategies are aligned with financial goals • Coordinate efforts with hospital or health system, where appropriate 19

  20. Discussion/Questions 20

  21. Contact Information Jo Surpin President Strategic Health Alliance 595 Haddon Avenue Collingswood, NJ 08108 856.858.3800 ext 205 jsurpin@strategichealthalliance.com hb\sha\project\1199\Joslin – SHA Strategic Planning 102709.doc 21

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