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Randy Dodd Vice President Strategy Development
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Page 1: Adventist Health: The strategic planning process at AHCVN

Randy Dodd Vice President

Strategy Development

Page 2: Adventist Health: The strategic planning process at AHCVN

◦ 17 hospitals in California, Oregon, Hawaii and Washington

◦ 20,000 employees

◦ 2,600 beds

◦ More than 130 physician and rural health clinics

◦ 14 home care agencies

◦ Four joint-venture retirement centers

Page 3: Adventist Health: The strategic planning process at AHCVN

A-rated by S&P

$2.71 billion in assets

$2.17 billion in net patient revenue

Page 4: Adventist Health: The strategic planning process at AHCVN

Adventist Health Central Valley Network Population – 408,780 3000 Square Miles 31 Zip Codes 4 Hospitals 297 IP Beds 23 Rural Health Clinics

Page 5: Adventist Health: The strategic planning process at AHCVN

Dinuba

Adventist Health Central California Network

Total Market Area

30 Miles

Page 6: Adventist Health: The strategic planning process at AHCVN

Dinuba

Adventist Health Central California Network

Population Density

H H

H H

30 Miles

Page 7: Adventist Health: The strategic planning process at AHCVN

2007 Fresno Bee - Business of the Year

2009 & 2010 - Silver CAPE Award Winner

2010 Kings Economic Development President’s Award

2010 New 142 Bed Acute Care Hospital

2011 Hanford Chamber of Commerce -Business of the Year

2011 Selma Chamber of Commerce - Business of the Year

Page 8: Adventist Health: The strategic planning process at AHCVN

“Planning is bringing the future into the present so that you can do something about it now”

Alan Lakein

Page 9: Adventist Health: The strategic planning process at AHCVN

Strategy is a starting point for the chain reaction of "change". -Business One Consulting

Strategy is a deliberate choice to take a different fork in the road.

Page 10: Adventist Health: The strategic planning process at AHCVN

The essence of strategy is choosing a unique and valuable position rooted in systems of activities that are difficult to match. -Michael E. Porter

Page 11: Adventist Health: The strategic planning process at AHCVN
Page 12: Adventist Health: The strategic planning process at AHCVN

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.

In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action.

Generally, strategic planning deals with at least one of three key questions: ◦ "What do we do?" ◦ "For whom do we do it?" ◦ "How do we excel?"

Page 13: Adventist Health: The strategic planning process at AHCVN

"82% of Fortune 500 CEO's surveyed indicated that they feel their organization did an effective job of strategic planning.

Only 14% of the same CEO's indicated that their organization did an effective job of implementing the strategy."

Forbes Magazine

Page 14: Adventist Health: The strategic planning process at AHCVN

The difference between the Winners and the “also ran”, is how well they execute their

strategies.

Page 15: Adventist Health: The strategic planning process at AHCVN

Lack of Ownership

An Event not a Process

Lack of Empowerment

Plan Does not Influence Decision Making

Lack of Accountability

Lack of Communication

Lack of Engagement

Too Overwhelming or Too Aggressive

No Buy In

Only Discussed Annually

The Performance Measures are not Linked to the Strategies

Page 16: Adventist Health: The strategic planning process at AHCVN

Mission, Vision & Values

Vision –What we DREAM. Business vision is defined as a

shared view of future reality, what a group of people wish to

see their business be or become.

Values – Who we ARE. Business values are defined as

statements of shared core belief and commitment that guide

decision-making across an organization.

Mission – What we DO. Business mission is a shared

sense of business purpose, the reason for the existence of

the business entity.

Page 17: Adventist Health: The strategic planning process at AHCVN

The job of the Strategic Plan is to Fulfill the Vision of the

Organization

The job of the Strategic Plan is to Fulfill the Vision of the

Organization

Page 19: Adventist Health: The strategic planning process at AHCVN

Strategic

Analysis

Strategy

Development

Strategy

Deployment

Strategy

Achievement

Strategy

Improvement

Page 20: Adventist Health: The strategic planning process at AHCVN

Assess your current location

Determine your destination

Map the journey

Check your rations and crew

Forecast hazards and weather conditions

Start sailing

Check progress

Make adjustments as necessary

Page 21: Adventist Health: The strategic planning process at AHCVN
Page 22: Adventist Health: The strategic planning process at AHCVN

To travel the world to experience new cultures with the intent of expanding personal vision, increasing culture awareness and sensitivity, reestablishing personal priorities and awakening spiritual senses.

Page 23: Adventist Health: The strategic planning process at AHCVN

Visit 50 Countries

Personally Participate in 10 Mission Trips

Involve Family in 5 Mission Trips

Page 24: Adventist Health: The strategic planning process at AHCVN

How many countries are there?

Which ones are my priority?

Which ones are the priority of my family?

What will it cost?

What are some barriers to travel?

Who will go?

What’s the best time of year to visit?

What will we do when we get there?

Page 25: Adventist Health: The strategic planning process at AHCVN

Afghanistan - Kabul Albania - Tirane Algeria - Algiers Andorra - Andorra la Vella Angola - Luanda Antigua and Barbuda - Saint John's Argentina - Buenos Aires Armenia - Yerevan Australia - Canberra Austria - Vienna Azerbaijan - Baku The Bahamas - Nassau Bahrain - Manama Bangladesh - Dhaka Barbados - Bridgetown Belarus - Minsk Belgium - Brussels Belize - Belmopan Benin - Porto-Novo Bhutan - Thimphu Bolivia - La Paz (administrative); Sucre (judicial) Bosnia and Herzegovina - Sarajevo Botswana - Gaborone Brazil - Brasilia Brunei - Bandar Seri Begawan Bulgaria - Sofia Burkina Faso - Ouagadougou Burundi - Bujumbura Cambodia - Phnom Penh Cameroon - Yaounde Canada - Ottawa Cape Verde - Praia Central African Republic - Bangui Chad - N'Djamena Chile - Santiago China - Beijing Colombia - Bogota Comoros - Moroni Congo, Republic of the - Brazzaville Congo, Democratic Republic of the - Kinshasa Costa Rica - San Jose Cote d'Ivoire - Yamoussoukro (official); Abidjan (de facto) Croatia - Zagreb Cuba - Havana Cyprus - Nicosia Czech Republic - Prague Denmark - Copenhagen Djibouti - Djibouti Dominica - Roseau Dominican Republic - Santo Domingo East Timor (Timor-Leste) - Dili Ecuador - Quito Egypt - Cairo El Salvador - San Salvador Equatorial Guinea - Malabo Eritrea - Asmara Estonia - Tallinn Ethiopia - Addis Ababa Fiji - Suva Finland - Helsinki France - Paris Gabon - Libreville The Gambia - Banjul Georgia - Tbilisi Germany - Berlin Ghana - Accra

Oman - Muscat Pakistan - Islamabad Palau - Melekeok Panama - Panama City Papua New Guinea - Port Moresby Paraguay - Asuncion Peru - Lima Philippines - Manila Poland - Warsaw Portugal - Lisbon Qatar - Doha Romania - Bucharest Russia - Moscow Rwanda - Kigali Saint Kitts and Nevis - Basseterre Saint Lucia - Castries Saint Vincent and the Grenadines - Kingstown Samoa - Apia San Marino - San Marino Sao Tome and Principe - Sao Tome Saudi Arabia - Riyadh Senegal - Dakar Serbia - Belgrade Seychelles - Victoria Sierra Leone - Freetown Singapore - Singapore Slovakia - Bratislava Slovenia - Ljubljana Solomon Islands - Honiara Somalia - Mogadishu South Africa - Pretoria (administrative); Cape Town (legislative); Bloemfontein (judiciary) South Sudan - Juba (Relocating to Ramciel) Spain - Madrid Sri Lanka - Colombo; Sri Jayewardenepura Kotte (legislative) Sudan - Khartoum Suriname - Paramaribo Swaziland - Mbabane Sweden - Stockholm Switzerland - Bern Syria - Damascus Taiwan - Taipei Tajikistan - Dushanbe Tanzania - Dar es Salaam; Dodoma (legislative) Thailand - Bangkok Togo - Lome Tonga - Nuku'alofa Trinidad and Tobago - Port-of-Spain Tunisia - Tunis Turkey - Ankara Turkmenistan - Ashgabat Tuvalu - Vaiaku village, Funafuti province Uganda - Kampala Ukraine - Kyiv United Arab Emirates - Abu Dhabi United Kingdom - London United States of America - Washington D.C. Uruguay - Montevideo Uzbekistan - Tashkent Vanuatu - Port-Vila Vatican City (Holy See) - Vatican City Venezuela - Caracas Vietnam - Hanoi Yemen - Sanaa Zambia - Lusaka Zimbabwe - Harare

Greece - Athens Grenada - Saint George's Guatemala - Guatemala City Guinea - Conakry Guinea-Bissau - Bissau Guyana - Georgetown Haiti - Port-au-Prince Honduras - Tegucigalpa Hungary - Budapest Iceland - Reykjavik India - New Delhi Indonesia - Jakarta Iran - Tehran Iraq - Baghdad Ireland - Dublin Israel - Jerusalem* Italy - Rome Jamaica - Kingston Japan - Tokyo Jordan - Amman Kazakhstan - Astana Kenya - Nairobi Kiribati - Tarawa Atoll Korea, North - Pyongyang Korea, South - Seoul Kosovo - Pristina Kuwait - Kuwait City Kyrgyzstan - Bishkek Laos - Vientiane Latvia - Riga Lebanon - Beirut Lesotho - Maseru Liberia - Monrovia Libya - Tripoli Liechtenstein - Vaduz Lithuania - Vilnius Luxembourg - Luxembourg Macedonia - Skopje Madagascar - Antananarivo Malawi - Lilongwe Malaysia - Kuala Lumpur Maldives - Male Mali - Bamako Malta - Valletta Marshall Islands - Majuro Mauritania - Nouakchott Mauritius - Port Louis Mexico - Mexico City Micronesia, Federated States of - Palikir Moldova - Chisinau Monaco - Monaco Mongolia - Ulaanbaatar Montenegro - Podgorica Morocco - Rabat Mozambique - Maputo Myanmar (Burma) - Rangoon (Yangon); Naypyidaw or Nay Pyi Taw (administrative) Namibia - Windhoek Nauru - no official capital; government offices in Yaren District Nepal - Kathmandu Netherlands - Amsterdam; The Hague (seat of government) New Zealand - Wellington Nicaragua - Managua Niger - Niamey Nigeria - Abuja Norway - Oslo

196 Countries in The World

Page 26: Adventist Health: The strategic planning process at AHCVN

South Africa

Italy

France

The Netherlands

Egypt

Russia

China

The Philippines

Japan

Ireland

England

Australia

The Caribbean The Bahamas Hawaii Alaska Niagara Falls Mount Rushmore The Grand Canyon Washington DC New York Puerto Rico Guatemala New Zealand

Page 27: Adventist Health: The strategic planning process at AHCVN

Mission or Vacation?

Cost

Time away from work or school

Adult vacation or family

Best time to visit

Planning time needed

Quiet vacation

On the go vacation

Golf

Scuba

Beaches Mountains Skiing Fishing Number of

destinations Cruise, resort, B&B Passports Safety Exchange rate Language Weather

Page 28: Adventist Health: The strategic planning process at AHCVN

South Africa

Italy

France

The Netherlands

Egypt

Russia

China

The Philippines

Japan

Ireland

England

Australia

The Caribbean The Bahamas Hawaii Alaska Niagara Falls Mount Rushmore The Grand Canyon Washington DC New York Puerto Rico Guatemala New Zealand

Page 29: Adventist Health: The strategic planning process at AHCVN
Page 30: Adventist Health: The strategic planning process at AHCVN

Which islands? Eastern, Western, Southern? What mode of travel - Air, Cruise ship?

Page 31: Adventist Health: The strategic planning process at AHCVN

Budgeting

Travel Plans

Passports

Scuba Certifications

Weather Forecasting

House sitting

PTO Request

Hotel

Ground Travel to and from Port

Activity Plans

Research Safety Climate

Page 32: Adventist Health: The strategic planning process at AHCVN

Me My Wife

Golf

Scuba

Beach

Fishing

Exploring

Golf

Golf

Golf

Beach Shopping

Page 33: Adventist Health: The strategic planning process at AHCVN

Cruise June 30 – July 8 Eastern Caribbean 1-Stop Flight to Fort Lauderdale, Florida 1 Night Hotel Stay 3 Days at Sea 1 Round of Golf 1 Day on the Beach 1 Day Shopping 1 Day Adventuring

Page 34: Adventist Health: The strategic planning process at AHCVN

Unforeseen & Unanticipated Issues Financial Limitations Lack of Commitment to the Plan Lack of Alignment Hidden Agendas Difficulty in Implementing Mistakes Poor Communication Lack of Accountability Poor Timing Scope Creep Inadequate Resourcing Inadequate Capacity & Capability

Page 35: Adventist Health: The strategic planning process at AHCVN
Page 36: Adventist Health: The strategic planning process at AHCVN
Page 37: Adventist Health: The strategic planning process at AHCVN

Course Conditions Performance Consistency Weather Tee Placements Pin Placements Playing Partners Stress Level Equipment Ability to Adjust to New Information Skill Level

Page 38: Adventist Health: The strategic planning process at AHCVN

The Plan - 5

Actual - 7

Page 39: Adventist Health: The strategic planning process at AHCVN

Be Agile!

Page 40: Adventist Health: The strategic planning process at AHCVN

Strategic

Analysis

Strategy

Development

Strategy

Deployment

Strategy

Achievement

Strategy

Improvement

Page 41: Adventist Health: The strategic planning process at AHCVN

Environmental Assessment Report ◦ Financial Condition ◦ Voice of the Customer

Patient Satisfaction Complaints Community Needs Assessment

◦ Voice of the NON-Customer Focus Groups Community Survey

◦ Workforce Analysis Employee Satisfaction Employee Capability Physician Satisfaction Physician Inventory Volunteer Satisfaction Volunteer Capability Leading Indicators – Turnover, Sick Days, Workers Comp Claims

Page 42: Adventist Health: The strategic planning process at AHCVN

Environmental Assessment Report (Continued) ◦ Key Stakeholder Input

Vendors

Suppliers

◦ CAPE Feedback OFI’s ◦ Regulatory Environment ◦ Competitive Environment ◦ SWOT Analysis, Strategic Advantages, Strategic

Challenges ◦ Market Forecast

Top Industry Innovations

Distribute All Data to Strategic Planning Participants for Review

Page 43: Adventist Health: The strategic planning process at AHCVN

Annual Strategic Planning Retreat ◦ Mission, Vision and Values Statements Review

◦ Core Competencies

◦ Data Analysis Findings – New Strategic Directions

◦ Develop Strategic Objectives

◦ Develop Org-Wide Goals

Page 44: Adventist Health: The strategic planning process at AHCVN

Plan Approval – Board of Directors

Deployment Retreat

Action Planning and Owner Assignments

Capability & Capacity Coordination ◦ Capital Budget

◦ Operating Budget

◦ Human Resources

Communication Plan

Departmental / Director Goal Setting

Page 45: Adventist Health: The strategic planning process at AHCVN

Systematic Performance Review ◦ Accountability Management (Active Strategy)

◦ President’s Council – Monthly Review, Learning

◦ Board Review – Bi-Monthly Review

Plan Adjustments (Agility) ◦ New Action Plans to Correct or Accelerate Progress

◦ Mid-Game Changes

Respond to New Challenges & New Opportunities

Page 46: Adventist Health: The strategic planning process at AHCVN

Annual Strategic Planning Process Review ◦ Past Performance Review

◦ Whole Process Review

◦ President’s Council Review of Process

◦ Board Chair Review

◦ Board Review

New Innovations ◦ Conference Attendance

Page 47: Adventist Health: The strategic planning process at AHCVN

Strategic

Analysis

Strategy

Development

Strategy

Deployment

Strategy

Achievement

Strategy

Improvement

Page 48: Adventist Health: The strategic planning process at AHCVN

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