Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19th Annual Meeting October 27, 2009 - PowerPoint PPT Presentation

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

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Title: Strategies for Developing and Implementing a Successful Strategic/Business Plan Affiliated Programs 19th Annual Meeting October 27, 2009


1
Strategies for Developing and Implementing a
Successful Strategic/Business Plan Affiliate
d Programs 19th Annual Meeting October 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 its 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
Benefits of Strategic Planning
  • Define the purpose of the organization
  • Establish realistic goals and objectives
    consistent with the mission
  • Communicate goals and objectives to
    organizations constituents
  • Provide a base to measure progress

4
Planning Cycle
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
Plan Components
Mission Vision Goals Objectives Strategies/Measure
s
7
Plan Components
  • Brief description of the purpose of the
    organization

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

9
Plan Components
Mission Vision Goals
Overall accomplishments the organization should
achieve
10
Plan Components
Mission Vision Goals Objectives
Specific results to be achieved with each goal
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
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

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

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

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
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
Sample JARS Report
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
Discussion/Questions
21
Contact Information
  • Jo Surpin
  • President
  • Strategic Health Alliance
  • 595 Haddon Avenue
  • Collingswood, NJ 08108
  • 856.858.3800 ext 205
  • jsurpin_at_strategichealthalliance.com

hb\sha\project\1199\Joslin SHA Strategic
Planning 102709.doc
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