2017-19 Strategic Planning 101 June 23, 2016
2017-19
Strategic Planning 101
June 23, 2016
Strategy renders choices about what not to do
as important as choices about what to do.
– Michael Porter
“ ”
Presentation Objective:
To answer these frequently asked questions:
1. What is a Strategic Plan?
2. Why do we need to have a Strategic Plan?
3. What are the benefits of strategic planning?
4. How is the Strategic Plan being developed?
5. Who’s involved in the planning?
6. When is the planning taking place?
What is a Strategic Plan?
• A strategic plan defines an organization’s directions and priorities,
with a focus on the future.
• It reflects on the organization’s mission and values, and expresses
the desired future state – its vision.
• The plan is achieved by assessing the organization’s current state
and developing strategies and actions to address gaps or maximize
opportunities over a three-year period.
• Strategic planning is a necessary part of any organization’s
management tasks and it demonstrates responsible and
accountable leadership.
Why do we need a
Strategic Plan?
• NBRHC’s strategic planning exercise will not only articulate where
the organization is going and the actions needed to make progress,
but also how it will know if it is successful.
• It is an expectation of the NBRHC Board of Directors, the
Local Health Integration Network and Ministry of Health and
Long-Term Care that the organization takes a best practice
approach to refreshing its strategic plan every three years.
What are the benefits of
strategic planning?
• A Strategic Plan sets the direction for performance metrics at all
levels of the organization including frontline departments and, as
such, directly impacts:
Continuity of care
Organizational focus
Access to hospital and community services
Partnering between care providers
Quality and system efficiencies
Funding opportunities for the work that is being done
Fiscal responsibility and sustainability
Patient satisfaction
Patient-centric care
Motivated workforce
Strategic thinking rarely occurs spontaneously.
Without formal planning systems, day-to-day
concerns prevail. The future is forgotten.
Formal planning provides discipline to pause
occasionally to think about strategic issues.
– Alan Zuckerman
“
”
How is the Strategic Plan being
developed?
• Prior to beginning strategic planning, an extensive literature review
was completed and best practice, evidence-based approaches were
selected. We have adopted:
Alan Zuckerman’s Strategic Planning Framework
International Association for Public Participation’s approach for internal/external
consultation
• A Task Force, with Board oversight, was formed to implement the
planning framework
Strategic Planning Framework
Environmental
Assessment
Organizational
Direction
Develop High-level
Vision, Mission, Values
Assess Positioning
for the Future
Finalize Strategy,
Directions/Goals and
Objectives
Strategy Formulation
Identify Actions
Required
Implementation
Planning
SOURCE: Adapted from Zuckerman, “Healthcare Strategic Planning”, p9
Execution/
Update
Where are
we now?
How do we
get there?
Where should
we be going?
Who’s involved in the planning?
• Internal and external stakeholders are involved in the planning. This
includes frontline staff, physicians, volunteers, administration,
community partners and leaders, patient and families, and health
service providers.
• The 2017-2019 strategic planning exercise will be led by
Board of Directors representatives and CEO, and supported by a
broad group of internal representatives — senior leadership,
administration and frontline staff.
When is the planning taking place?
• We will be implementing a two-phased approach from February to
December 2016 (see Roadmap – next page), which addresses
major strategic planning elements and involves multiple internal and
external stakeholder groups.
• The final 2017-19 Strategic Plan is expected to be completed in
December 2016.
Community Leadership Breakfasts with CEO/SLT/BOARD REP
Indigenous Leaders Francophone Leaders Patient/Family/Seniors Political and Postsecondary Leaders Staff and Physician Leaders Sub LHIN Regional General Survey - Online and Paper-based survey promoted to catchment area in NE Region Coffee Club - Community Leaders (from above) meet with their networks
PHA
SE 1
Leadership Support & Background Work Research & Initial Stakeholder Identification Decision-maker Support and Input and Org Leadership Support and Input
Learn from Our People Identification of Issues & Development of Strategic Questions for Surveying Stakeholder Identification , Internal Survey
Participation in Decision
Learn from Public
Internal Commitment & Learn from Our
People
PH
ASE
2
Retreat #1 – Review Current State & Org Direction Half-Day , CEO/SLT/BOARD REP & BOARD Retreat #2 – Overview of Current State and Strategy Formulation - Half-Day Community Leader Groups (from above), CEO/SLT/BOARD REP & BOARD
Retreat #3 Finalization of Strategic Plan - Full Day Community Leader Groups (from above – if they choose), CEO/SLT/BOARD REP & BOARD
Final Plan & Evaluation
Implementation Planning CEO/SLT/BOARD REP, DIRECTORS, MANAGERS, FRONTLINE Final 2017-19 Strategic Plan Produced & Board Approval - BOARD Evaluation Evaluation of Public Participation & Public Perception Survey
Feb
.-Mar.
A
pr.- Ju
n.
Ju
n.-A
ug.
Se
pt.
O
ct.
N
ov.
De
c.-Jan.
& O
ngo
ing
Strategic Planning Roadmap February -December 2016
Ma
r.-Ap
r.
Follow Progress on Intranet Site