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

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

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

Planning Cycle 4

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

Plan Components Mission Vision Goals Objectives Strategies/Measures 6

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

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

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

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

Plan Components The method needed to reach an objective (tactics) 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

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

Strategic Planning - 3 to 5 years Business Plan – Annually 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

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

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

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

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

Sample JARS Report 18

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

Discussion/Questions 20

Strategic Health Alliance 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