Strategic Planning Health
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Transcript of Strategic Planning Health
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1
Project: Operations Management
Al Noor Hospital
Student name
Student id
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Index
introduction2
Operations management 3
Importance of Strategic Planning................................4
Roles and Responsibilities...........................................5
Governing Board
Strategic Planning ommittee
!ief "#ecutive $fficer
%edical Staff
&epartment 'eads
Patients and ommunit(
Planner
onsultants
)!e Steps of Strategic Planning..................................*
Get $rgani+ed
Perform an "nvironmental ,ssessment
)!e Internal ,ssessment
)!e "#ternal ,ssessment
&evelop a -ision
Revie t!e %ission Statement
&evelop Strategies
Goal ,pproac!
ritical Issues ,pproac!
Scenario ,pproac!
Prepare t!e Strategic Plan
,pprove t!e Plan
Implement t!e Plan
%onitor and "valuate t!e PlanResources..................................................................12
conclusion..................................................................1/
References................................................................12
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Introduction
Founded in 1985, Al Noor Hospital provides a complete continuum of healthcare and has
places itself among the Leading private hospital services provider in Abu Dhabi!elocation of Al Noor Hospital to "halifa #treet in 1999, Al Noor "halifa $ranch %aslaunched in the &ear '((1)n '((*, Al Noor Hospital %as established in Al Ain follo%ed b& the inauguration of itsuni+ue, purposebuilt hospital at Airport !oad in '((8 -he hospital soon evolved into astateoftheart healthcare provider, emplo&ing e.perienced medical professionals and thelatest facilities )t has since achieved remar/able progress in the healthcare industr& andhas recentl& e.panded to Abu Dhabi0s estern region, opening speciali2ed clinics in3adinat 4a&ed, 3irfa and 3ussafah, offering medical services as %ell as emergenc&referrals to its Abu Dhabi branches 1
Al Noor has achieved phenomenal success in pathbrea/ing procedures and has placeditself among the tophealthcare institutions in the countr& -he hospital is affiliated %ithnited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi inaddition to a number of )nternational Health )nstitutions 6+uipped %ith the latest andmost advanced medical e+uipment the Hospital remains an inventor, al%a&s /een tointroduce the latest diagnostic and treatment techni+ues )n April '((( Al Noor %asbesto%ed the prestigious )#7 '((' ertificate, the first private hospital in Abu Dhabi toachieve this a%ard )n the &ear '((' Al Noor %on the )nternational A%ard for $esterformance and has continued to succeed b& achieving the #hei/h "halifa 6.cellencea%ards in '((:, '((5 and '((; -he
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Operations management
7perations management is an area of managementconcerned with overseeing,
designing, and controlling the process of productionand redesigning business
operationsin the production of goodsor services.It involves the responsibility
of ensuring that businessoperations areefficientin terms of using as few
resources as needed, andeffectivein terms of meeting customer requirements. It
is concerned with managing the process that converts inputs (in the forms
ofmaterials, labor, and energy) into outputs (in the form of goods andor
services). !he relationship of operations management to senior managementin
commercial conte"ts can be compared to the relationship ofline officersto
highest#level senior officers inmilitary science.!he highest#level officers shape
the strategyand revise it over time, while the line officers
ma$e tacticaldecisions in support of carrying out the strategy. In business as in
military affairs, the boundaries between levels are not always distinct% tactical
information dynamically informs strategy, and individual people often move
between roles over time.
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http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Manual_labourhttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Military_tacticshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Manual_labourhttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Military_tactics -
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)!e Governing Board of a !ospital!ealt! s(stem is responsible for
t!at !ospitals planning process. , strategic planning process must be
establis!ed to position t!e !ospital!ealt! s(stem in a rapidl(
c!anging environment.
Strategic planning is t!e process of determining !at an organi+ation
ants to be in t!e future and !o it ill get t!ere. 'ospitals t!at
develop and implement strategic plans tend to be more successful
t!an t!ose t!at dont.
Strategic planning is different from s!ort3term or operational planning.
$perational planning usuall( focuses on an annual c(cle and reuires
t!e development of (earl( obectives and plans. )!is becomes part of
t!e annual budgeting process. $perational plans la( out !o t!e
!ospital ill move toard its future during t!at (ear. )!e future isdescribed in t!e !ospitals strategic plan.
Strategic planning reuires t!at c!oices be made about (our !ospitals
future. )!ese c!oices concern (our vision and mission6 t!e goals to be
pursued6 !at services ill be offered and to !om6 t!e resources
t!at ill be needed 7people6 facilities6 tec!nolog(6 mone( and
8noledge9 and !o t!e( ill be acuired.
IMPORTANCE OF TRATE!IC P"ANNIN!
, !ospital!ealt! s(stem s!ould plan for its future to0
Improve t!e !ospitals performance
&etermine t!e !ospitals future direction
Provide !ig! ualit( !ealt! care services
$ptimi+e resource allocation
%eet accreditation and regulator( reuirements
%eet t!e !ospitals vision and mission statement
%a#imi+e its c!ances for success
Strategic planning is idel( practiced b( :as!ington !ospitals and
!ealt! s(stems. Strategic planning can !ave a positive effect on a
!ospital6 but it is not t!e anser in all situations or to all problems.
Before engaging in strategic planning6 t!e Governing Board needs to0
;nderstand !at strategic planning is and !o to do it
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&etermine if t!e !ospital is stable. If t!e !ospital is in a crisis < for
e#ample6 in danger of closing < t!e crisis must be dealt it!
immediatel(
Identif( !et!er a need for c!ange e#ists
Be committed to t!e planning process and include t!e participation
of t!e !ospital administration6 communit(6 p!(sicians and staff &ecide if t!e !ospital !as t!e capabilit(6 resources and
commitment needed for t!e planning process
Planning ta8es time and mone(. Bot! must be allotted to t!e process.
It is important to ma8e sure t!at t!e necessar( resources6 including
Board and staff time6 are available to plan for t!e future and 8eep
operating in t!e present.
RO"E AN# REPONI$I"ITIE
G$-"R=I=G B$,R&
)!e Governing Board !as t!e principal responsibilit( for strategic
planning. )!e Board guides t!e development of t!e plan consistent
it! t!e !ospitals mission6 p!ilosop!( and values. )!e role of t!e
Governing Board in strategic planning process includes0
,pproval of t!e !ospitals vision6 mission statement and goals
Suggestion and considerations of strategies
,pproval of t!e strategic plan and its implementation
%onitoring and updating t!e plan and its implementation
)!e c!air of t!e Governing Board appoints t!e Strategic Planning
ommittee.
S)R,)"GI P>,==I=G $%%I))""
)!e Strategic Planning ommittee is responsible for0 $rgani+ing t!e planning process Sc!eduling and conducting meetings ?ocusing t!e planning process "nsuring t!at Board and communit( values are reflected in t!e plan &eveloping t!e strategic plan Periodicall( revieing t!e !ospitals mission and vision statement %onitoring trends6 demograp!ics6 tec!nolog( and communit(
needs Revieing and approving annual strategic planning goals and
obectives %onitoring progress toard obectives
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'I"? "@";)I-" $??I"R
)!e !ospitals c!ief e#ecutive officer 7"$9 is involved in t!e planning
process as a strategist6 organi+er6 tactician and facilitator. )!e "$ is
responsible for carr(ing out t!e strategic plan after it is approved b(
t!e Board.
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%"&I,> S),??
Involvement of t!e medical staff in strategic planning is fundamental
to ensuring t!e development and implementation of t!e strategic
plan. )!is involvement can ta8e several forms. Representatives of
t!e medical staff s!ould serve on t!e Strategic Planning ommittee.
)!e medical staff ma( !ave its on planning responsibilities and6 uponcompletion of t!ose responsibilities6 report t!e results to t!e Strategic
Planning ommittee.
&"P,R)%"=) '",&S
'ospital department !eads ma8e an e#tremel( valuable contribution
to t!e strategic planning process. )!eir internal6 functional planning
serves a maor role in developing obectives6 eig!ing alternatives
and implementing t!e Board3approved plan.
P,)I"=)S ,=& $%%;=I)
)!e role of patients and t!e communit( in t!e strategic planningprocess merits special consideration6 for t!ese groups provide
information !ic! nouris!es to vital steps in t!e !ospitals planning0
anal(sis of t!e internal and e#ternal environments6 and development
of t!e !ospitals mission. :!ile actual participation b( t!ese groups in
t!e process ma( be limited6 communit( and patient use of and
attitudes about t!e !ospital are reflected in all steps of t!e planning
process.
P>,=="R
)!e !ospital planner is involved in staffing all aspects of t!e planningprocess. )!e planner performs feasibilit( and planning studies6
develops t!e environmental assessment for t!e Strategic Planning
ommittees consideration and provides assistance in developing t!e
plans format6 timetables and evaluation procedures. In !ospitals
it!out a planner6 t!ese functions are t!e responsibilit( of t!e c!ief
e#ecutive officer andor administrative staff.
$=S;>),=)S
onsultants are !elpful in t!e strategic planning process to0
Prepare t!e Governing Board for t!e planning process t!roug!education or retreats
Give an obective assessment of t!e !ospitals strengt!s and
ea8nesses
Steer t!e Board and Strategic Planning ommittee t!roug! t!e
process
Ceep t!e planning process on trac8
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, consultant cannot substitute for t!e Boards uniue 8noledge of
t!e !ospital and its mission. )!e consultant is not t!e planner.
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THE TEP OF THE TRATE!IC P"ANNIN!
)!e steps of t!e strategic planning process usuall( include0
Get organi+ed
Perform an environmental assessment
&evelop a vision &evelop t!e mission statement
&evelop strategies
Prepare t!e strategic plan
,pprove t!e plan
Implement t!e plan
%onitor and update t!e plan
"ac! Governing Board s!ould design a process t!at is realistic and
t!at or8s for its !ospital. Steps can be combined and completed at
t!e same time. )!e( ma( be completed in a different orderdepending on t!e planning process. Planning s!ould focus on t!e
critical issues t!at ill determine t!e !ospitals future success or
failure. ,s (ou design (our strategic planning process6 anser t!ese
uestions0
:!at is t!e Governing Boards e#perience it! planningF
:!at is t!e Boards commitment to strategic planningF
'o muc! time and resources are needed from t!e Board6
administration and staffF
&oes t!e Board or !ospital !ave a 8noledgeable person to guidet!e planning processF
:!at tec!nical or political issues ma( ariseF
Strategic plans !ave been completed in a one3da( retreat. 'oever6
it is more li8el( to ta8e 4 to 12 !ours of actual Strategic Planning
ommittee meeting time. )!e lengt! of time depends on t!e
availabilit( of needed information6 t!e e#pertise of t!e Strategic
Planning ommittee and t!e staff and resources allocated to t!e
process.
)o to si# !ours is a good lengt! for Strategic Planning ommittee
meetings. %eetings s!ould be long enoug! to discuss issues and
s!ould occur at least once ever( to ee8s until t!e plan is
completed.
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G") $RG,=IH"&
"ver(one needs to be committed to t!e planning process. &ont begin
it!out t!e commitment of Board members6 t!e "$ and t!e medical
staff. >earn about strategic planning and !o (our !ospital can use it.
&iscuss !at strategic planning can accomplis!6 an( concerns Board
members !ave and !at problems ma( occur. &ecide if outside !elpis needed. $utline t!e planning steps (our !ospital ill ta8e.
It is important not to design a planning process t!at ta8es more time
t!an can realisticall( be e#pected from staff or t!e Board. ?orm a
planning team of five to ten people. )!e larger t!e team6 t!e more
structure ill be needed at strategic planning team meetings. )!e
team could include0
Board representatives
)!e "$ %edical staff representatives
Staff members !o !ave patient care responsibilities
ommunit( representatives
onsultants or ot!er resource people
)!e planning team members need to be able to or8 toget!er6 !ave
different viepoints6 be creative and understand !ealt! care trends
and t!e !ospital.
P"R?$R% ,= "=-IR$=%"=),> ,SS"SS%"=)
$ne step in strategic planning is a t!oroug!6 obective environmentalassessment. )!is includes a realistic assessment of t!e !ospitals
!istor( and present situation6 its strengt!s6 ea8nesses6 opportunities
and t!reats 7S:$)9. )!e result of t!is anal(sis is a list of critical
issues for t!e future. )!e !ospital functions in to environments ,=
&ocumentation of t!e decisions made occurs t!roug! preparation of
t!e strategic plan. ?ocusing on goals6 strategies and obectives6 t!e
Strategic Planning ommittee assigns responsibilit( for ac!ievingt!ese obectives6 specifies t!e timetable b( !ic! eac! is to be
accomplis!ed and determines !at resources are reuired to
accomplis! eac! obective.
)!e plan s!ould serve as a guide for all activit( and direct t!e !ospital
toard a preferred future. , simple6 brief plan it! s!ort3 and long3
1*
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term obectives encourages t!e !ospital to move a!ead and
specificall( identifies t!e pat! for doing so.
&ecide on t!e format for (our ritten strategic plan and outline !at
it ill loo8 li8e6 based on t!e needs of (our !ospital. )!e plan mig!t
include0
Summar( of t!e strategic planning process
'istor( of t!e !ospital
-ision statement
%ission statement
)arget population
ommunit( served b( t!e !ospital
?uture issues facing t!e !ospital
,nal(sis of strengt!s and ea8nesses6 including mar8et s!are and
competition6 facilities6 programs and services6 medical staff6operations and finances
,ssumptions upon !ic! t!e plan is based
Goals and obectives
Implementation strategies
$rgani+ational structure planned for t!e future
Plans for buildings6 tec!nolog( or renovation
%ar8eting plans
Ce( relations!ips and !o t!e( ill be maintained6 improved or
developed
$rgani+ational polices for t!e future Plans for t!e Governing Board < structure6 role and responsibilities
ontingenc( plans
&raft (our strategic plan. It is easier if one to to members of t!e
Strategic Planning ommittee put toget!er t!e draft of t!e plan.
,PPR$-" )'" P>,=
)!e Strategic Planning ommittee revies t!e draft. )!e draft plan
s!ould also be revieed b( ot!ers6 suc! as staff members6 interested
communit( leaders and people !o !ave a sta8e in t!e !ospitals
future. )!en ma8e needed revisions. It is important to develop a plant!at can be understood and carried out. )!e ommittee submits t!e
plan for Board approval.
I%P>"%"=) )'" P>,=
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)!e Board aut!ori+es t!e "$ to initiate t!e implementation process
t!roug! polic( modifications6 !iring staff or purc!asing euipment6
appointing special tas8 forces or allocating and budgeting funds.
)!e Board6 t!e communit( and t!e medical and !ospital staff s!ould
be aare of and understand t!e plan. )!e plan s!ould becommunicated to all.
%$=I)$R ,=& ;P&,)" )'" S)R,)"GI P>,=
Strategic plans s!ould be monitored continuall( and updated annuall(.
Given t!e rapidl( c!anging !ealt! care environment6 uarterl( revies
of processes ma( be needed. ;pdating of t!e strategic plan s!ould
occur before budget development. ;pdating reuires revieing t!e
!ospitals performance6 t!e plans obectives6 c!anges in
opportunities6 t!reats6 strengt!s and ea8nesses and critical issues.
Revisions to t!e plan are t!en made and included in t!e budget.
)!e strategic plan needs to be adusted !en conditions c!ange6
!en ne information becomes available or !en t!e !ealt! care
deliver( s(stem c!anges.
REO%RCE
%ore information about strategic planning for !ealt!care organi+ations
can be found in t!e folloing ebsites and boo8s0
1. enter for 'ealt!care Governance0 www.americangovernance.com
2. ,merican 'ospital ,ssociation0 www.aha.org
/. )!e Governance Institute0 www.governanceinstitute.com
4. 'ealt!care Strategic Planning6 2nd"dition b( ,lan Huc8erman6
?,'"
5. ?undamentals of Strategic Planning for 'ealt!care $rgani+ations
b( Robert Stevens6 &avid >oudon and R. 'enr( %igliore.
1D
http://www.americangovernance.com/http://www.aha.org/http://www.governanceinstitute.com/http://www.americangovernance.com/http://www.aha.org/http://www.governanceinstitute.com/ -
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http://www.greatboards.org/http://www.greatboards.org/ -
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