Strategic Planning: First Steps Nebraska Rural Health Association September 17th Strategic Planning: First Steps Stephen Peters Private Practice Associates, Omaha

Strategic Planning: The art and science of planning and directing the use of resources with long range planning and development to ensure success in achieving objectives.

Today We Will: Brief Introductions and objectives Overview strategic planning Understand the Plan Do Check Act Model Strategic Planning Tools and Techniques Create a template for a plan Discussion

Introduction/Objectives Introductions Objectives for today: Identify the value of strategic planning for the healthcare organization Manage a strategic planning process within the healthcare organization Determine appropriate tools for strategic planning Build clinic and physician support and involvement in the process Engage larger healthcare initiatives to be a part of the strategic plan

What is Strategic Planning Process to uncover and establish priorities on what you will accomplish Uncover: What is important and strategic Establish: To make known and work toward Coordinates the organization together around a known plan to follow Outlines as to how, where and what important resources will get allocated WHA T IT IS NOT: it is not the daily operation of the healthcare organization. Where we are Where we want to be How we will do it How are we doing

Why should a healthcare organization develop/establish strategic planning? Strategic planning shifts you to be active about the future Having a plan can improve performance Moves the healthcare organization past short-term thinking Communicate to everyone what is most important Establishes and defines a mission, vision & values Establishes realistic goals, objectives & strategies Ensures effective use of resources and can reduce reactionary changes Provides base to measure progress Develops consensus on future direction

Goals/Criteria Comprehension: Can all readers of this plan understand it? Can it be explained easily? Appropriateness: Does the process and plan align with the company and leadership? Sustainability: Are the directions proposed of a quality that can move the healthcare organization into the future? Feasibility: Are the implications of the strategic plan able to be achieved? Is implementation possible at what “cost” –time, effort, timing--etc. , Are supporting goals, objectives realistic and practical and comprehensive? Accountability: Is the organization and individuals ready to be held responsible for enacting the plan?

Process: Understand Big Picture PLAN: Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). DO: Implement the plan, execute the process, make actions occur. ACT: Change any significant differences between actual and planned results.

Process: Plan to Plan- One Clinic Readiness Recognize need to plan; Why do strategic planning? Commitment to plan Leadership Staff commitment Knowledge Know the planning process Bring in skill sets Review other plans Arrange resources Time Place People

Process: Outline the process- Two I. Environmental Scan A. Organization and structure-describe B. External Situations/Issues (Strengths/Weakness/Opportunities/Threats) Local region with similar providers Local region with different providers Changes occurring in the care market 1. Patient situations 2. Reimbursement 3. Staffing 4. Organization and trends with _____________ 5. Other Internal Situations Issues? Staffing Physicians Patients Operational Relationships with care providers/Other Organizational Values, Vision and Mission A. Baseline of who and what we represent B. Components of our direction C. Explicit detail to the value, vision and mission Goals and Objectives and Strategies –the plan takes shape here A. SMART Goals Specific Measurable, Acceptable, Realistic, Timeframe Extending Rewarding B. Detail of on each goal/objective C. Strategies to achieve

Process: Environmental Scan External Assessment: Healthcare market issues: provider issues, referral, social trends, technology, regulatory environment, economic cycles, business cycle, governmental. Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, .provider issues. . . See Worksheets

Process: Environmental Scan Strengths and Weakness Strength’s – Those things that providers, the clinic staff and others do and that you do well. Can be tangible: Loyal patients, only game in town, , Can be intangible: Good leadership, high skilled workforce, Strengths can be considered “Core Competencies” Weaknesses – Those things that prevent you from doing what you really need to do Weaknesses are most often internal and are under your control Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, patient issues, billing/payor issues, quality, outdated technologies, lack of planning, not adapting to change. See Worksheet

Process: Environmental Scan Opportunities and Threats Detail within reason and supporting data, areas for growth and higher performance: What care areas should we be in? What are others doing? What is the care marketplace needing, employers, unhappy patients with competitor’s, with care overall in the area? Internal opportunities for providers and staff? What technological opportunities? What regional? What collective or integrative opportunities? See Worksheet

Process: Environmental Scan Opportunities and Threats Detail within reason and supporting data, areas where threats have affected or are affecting performance? Challenges confronting the healthcare organization that are external (Can be wide ranging, system changes, rural issue threats, shifts in patient behavior, new regulations, compliance, provider relationships Assign probabilities to threats and document if threat is occurring Better position you are for dealing with the “sudden ripples” of change See Worksheet

Process: Values, Vision and Mission Values- healthcare organizations should be guided by a set of values and beliefs Values are often rooted in ethical themes, such as honesty, trust, integrity, respect, fairness and should be applicable across organization. Look for consensus within the clinic Vision- how does the? What do we want to be described as? Describe why clinic/healthcare organization wants to be perceived going forward this is important. Mission- this is the reason our healthcare organization exists. Statement should be clear and unambiguous. Expresses the core values of the organization Should be brief and to the point Easy to understand Describes and differentiators that will stand out See Worksheet

Process: Goals, Strategies, Objectives Developing the Plan This is the spot where you put it together. Write it first, then edit the planning process. Goals Identify long-term outcomes to provide focus for the planning process Strategies Outline how you will achieve your goals Objectives Identify specific, measurable results produced while implementing strategies See Worksheet

Process: Goals Follow SMARTER to plan your goals Specific: We will . . . Measurable: Goals were met because we had an increase in . . . Acceptable: Did we really meet the goal, are they the goals we want to meet? Realistic: These are or are not achievable. Just because someone says it is a goal, does not mean it is if it is not realistic. Timeframe: Can we do this and when? Are we given enough of a timeframe based on the complexity of the goal. Extending: Does the goal extend our healthcare organization? Rewarding: Patients and the practice. See Worksheet

Process: Samples

Process: Discussion

Thanks.