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Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19 th Annual Meeting October 27, 2009 595 Haddon Avenue.

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Presentation on theme: "Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19 th Annual Meeting October 27, 2009 595 Haddon Avenue."— Presentation transcript:

1 Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19 th 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

2 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

3 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

4 4 Planning Cycle Create/Review Mission /Vision Establish 3-5 Year Objectives Develop Annual Objectives Implement Plan Conduct Review

5 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

6 6 Plan Components Mission Vision Goals Objectives Strategies/Measures

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

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

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

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

11 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

12 12 Business Plan: Integration with Strategic Plan Strategic Plan Joslin Center Other Service Line Other Service Line Center mission consistent with overall mission Develop specific Center goals, objectives, strategies, metrics etc Financial performance consistent with budget

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

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

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

16 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

17 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

18 18 Sample JARS Report

19 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

20 20 Discussion/Questions

21 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


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