Rapid Strategic Planning

Prior to the strategic planning retreat, present business objectives are discussed with the hospital CEO and management, usually involving several scheduled conference calls. The specific agenda, list of attendees, and meeting content is developed based upon the hospital’s specific needs and situation.

1.  A didactic presentation to the attendees.  A review of today’s healthcare arena and its local implications – 2 hours

During this time I review the pertinent healthcare issues in the market both nationally and locally focusing on clinical, financial and structural integration.  Typical issues discussed are quality transparency, implementation of best practices, excelling at pay for performance, cost reduction strategies, basic risk management strategies, physician alignment opportunities, and hospital-system alignment options. National best practices are showcased. Environmental analyses may be presented.

2. THE ROLES OF THE HOSPITAL BOARD, ADMINISTRATION AND MEDICAL STAFF IN STRATEGIC PLANNING – 30 MINUTES

Here I discuss the ground rules for a successful engagement: Strategic planning is the execution of hospital mission and vision in accordance with the values. The goal for this session is to develop consensus on the key 10-15 strategic business objectives that will successfully accomplish the mission and vision. It is then the role of management, NOT the board, to take these objectives and develop specific strategies/ tactics and metrics that can be regularly updated to the board. The board then has objective evidence of the accomplishment of these strategic objectives throughout the year.

3.  A BRIEF SWOT ANALYSIS- 1-2 HOURS

During this time I facilitate a discussion determining the Strengths, Weaknesses, Opportunities and Threats, particularly as they will be applicable to the mission, vision and strategic objectives.

4.  REVIEW OF THE MISSION, VISION AND VALUES (IF NECESSARY)

5.  REVIEW OF THE STRATEGIC BUSINESS OBJECTIVES-  4-8 HOURS

This is the major focus of the hospital strategic planning engagement. The current strategic business objectives are reviewed individually, taking into account our SWOT analysis and market information. In a consensus-building process, the objectives are discussed and specific additions/deletions are recommended. During this time I use a strategic planning checklist to make sure that all areas relevant to the hospital are covered. At the end, the strategic business objectives are agreed upon. Management will develop specific tactics and performance metrics for each strategic objective to be presented at a later date.

6.  THE TRUSTEE AS COMMUNITY AMBASSADOR-  1 HOUR

The trustee has a dual role.  First, of course, is the oversight of the hospital.  Second is the role of community ambassador for the hospital.  Time is taken at the end of the retreat to reaffirm the positive accomplishments of the hospital.  The trustees then develop 3-4 talking points to “brag” about the hospital. Consensus is built around these 3-4 issues and all attendees leave the meeting equipped to communicate these points top of mind to outside stakeholders. Thus, the session ends on a very positive and optimistic note.