Because the largest public programs are directed to the aged, disabled, and low-income populations, they cover a disproportionate share of the chronically ill and disabled. However, they are also enormously important for children.
One way to manage these expectations is to create a strategic plan that clearly outlines goals for the future and how to reach them. Although strategic planning can help hospitals manage changes from new rules and regulations, it presents its own challenges.
The current healthcare environment is neither," Mr. However, practices like frequent evaluation can help combat the uncertain future. Follow the strategic plan anatomy.
A strategic plan has a cascading anatomy. The mission and vision serve as the touch stone and rarely change.
Goals are three- to five-year targets that if achieved would move the organization towards its mission and vision. Strategies are specific actionable approaches. Measures monitor progress towards the goals and are the tool used to determine if particular strategies are working.
If a measure indicates a strategy is not effectively moving the organization towards its goals, then the strategy should be discontinued and a different strategy should be launched.
Adhering to this cascading anatomy mission, vision, goals and strategies tracked by measures helps hospitals avoid drifting away from the core mission and vision in uncertain times yet allows organizations to remain flexible enough to respond to changes in regulations and the marketplace by reallocating resources, Mr.
Push strategies close to the mission and vision. The larger the separation between strategies and the core mission and vision the more regulatory or marketplace changes can disrupt the relevance of the strategic plan.
Choosing strategies closely linked to the mission and vision introduces a level of certainty to an otherwise vague future. Focus on a few goals.
Following the "less is more" philosophy is key to forming a successful strategic plan, according to Mr. If the plan includes too many goals, "not only can you not keep them straight, but you dilute resources," he says.
Instead of a list of 20 goals, Mr. Trimarchi suggests concentrating on the top five to six concerns. Hospitals can then reallocate resources to support and achieve the most important goals. A common mistake people make when forming a strategic plan is including strategies or goals that are "too grandiose without enough capital or resources to accomplish them" Mr.
Identifying feasible strategies may be particularly challenging in the current environment. He suggests leaders honestly ask themselves whether they can actually implement a strategy to help ascertain whether a strategy is realistic.
Develop really good measures. One of the most important elements of an effective strategic plan is developing measures to monitor progress made towards the goals.
Depending on what the measures show, hospitals may have to alter strategies to better reach their goals. Trimarchi describes a measure Southwestern Vermont Medical Center used to assess progress in its goal of reducing CT scan utilization.
Simultaneously, however, the hospital was trying to open a new market. If the hospital measured the overall volume of CT scans, the numbers would show an increase because of additional patients from the new market. This technique more accurately measured progress towards the goal of reducing CT scan utilization because it reflected CT use per person within a defined geography.
As the overall use of CT scans increased due to an expanding market, the CT scans per zip code decreased, suggesting lower usage per person. This example demonstrates the complexity of thinking required to develop useful strategic measures.
The rate at which hospitals should measure progress depends in part on how fast hospitals anticipate meeting their goals, according to Mr.
A short-term goal will require more frequent tracking and evaluation of measures, such as monthly, whereas long-term goals can be reviewed quarterly.
Adhering to these five basic practices can help hospitals develop a strategic plan that is focused, effective and flexible. By leveraging measures to continually evaluate progress towards the goals the strategic plan becomes a living document that can guide an institution through uncertain times.
Related Articles on Strategic Planning:present St. John’s Hospital Strategic Plan for the period – The Plan is held in very high esteem by the local community, making it a hospital where The Strategy Group is responsible for reviewing strategic issues and developing strategic plans.
Arvind eye care hospital 1. The Arvind Eye Hospital, Madurai, India The blindness Problem 6% WORLD WIDE () 7% Projected- 30 Million 20% Africa Asia Latin america 67% others Developing Countries Developed country Macular Degeneration Cataract (75%) Diabetic Retinopathy Glaucoma.
May 29, · Customer-Oriented Strategic Plan is increasingly ethnically diverse due to immigration, relocation, birth rates and other factors.
Consequently, a bed community hospital must hone its sensitivity to resulting changes in community health needs. n addition, there is a high level of competition among hospitals that requires sensitive. Strategic Plan , which articulates the desired future for the organisation. The strategic plan provides an overview of where our organisation wants to go and the business plan provides the detail of how we plan to achieve the objectives of the strategic plan.
Articulate at least two customer-oriented elements when developing a strategic plan for a bed community hospital. midlet1. Main.
Similar Questions. Articulate at least two customer-oriented elements when developing a strategic plan for a bed community hospital. Getting started with your hospital strategic planning depends entirely on where you already are in the process.
If you haven’t started, your first step is to gain leadership buy-in on the importance of a five-year plan—and then begin with the steps we’ve outlined.