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Strategic
Creating a durable plan to thrive, even
during disruption
Planning
Presenting
Nick Smith, MHAPrincipal, Healthcare
Minneapolis Office
(952) 548 3427
Robert Zondag, CTPSr. Manager, Strategic Planning
Milwaukee Office
(414) 218 32542
Today’s Discussion
• Explore what high performing organizations are doing with their strategic planning.
• Review some pitfalls and building blocks organizations are putting into place today to
succeed and thrive beyond the pandemic.
• Share how organizations are leveraging their current reemergence in the public health
spotlight to drive community engagement.
• Give you actionable tips on how to create and drive a more passionate vision and an
even stronger strategic plan.
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Agenda
1. How to drive passionate vision
2. Create a stronger strategic plan
3. Pitfalls to avoid in the process
4. Developing an ongoing cadence
5. Create building blocks to thrive
6. Leverage public health role to re-engage community
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Persistent, recent, and emergent healthcare
challenges
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The Building Block: Vision
• Big, bold future!
• A picture of your organization in the future, but it's so much more than
• Inspiration, a go-to
• The framework for all your strategic planning
• Articulates your dreams and hopes for your organization.
• Consistent reminder of what you are trying to build
• Why you and your team come to work
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The Building Block: Vision
• Vision statements should be long-term. . .out there 5 or 10 years
• Avoid the short-term mentality, even during crisis.
• When writing a vision statement, be sure you don't fall into the trap of only thinking ahead a year or
two.
• Your vision statement should be your framework for decision making and resource
allocation. . .hence it becomes the building block for strategy development.
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The Building Block: Vision
• How often do you, your team or your board review your vision statement?
• Why or why not?
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Why is Vision Critical?
Effectively communicating the
organization's vision is a critical to achieve
goals.
Enrolling stakeholders into the shared
vision helps unite everyone around the
common goals and prevents
disengagement,
Lack of passionate vision can lead to
subpar care and inferior financial stability.
Driving Passionate Vision
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Strategic planning requires a multi-faceted approach to achieve the best outcomes
One-on-One Meetings
Tools for Gaining Buy-in
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Effective Group
Meetings
Foster dialogue across
different levels of the
organization. Hear
voices often unheard
and individuals who can
provide fresh
perspectives
Do your stakeholders
understand the vision?
Has the vision been
made real, and our roles
understood?
Identify Gather
Engage the Nay-Sayer
Avoid the desire to
suppress or ignore the
individual(s). Draw the
critic into the process
with a goal of
advocacy.
Lead
Follow Up
Follow up as the ‘secret sauce’
• Determine how progress is to be measured
• Communicate progress
• Celebrate success
• Frame failures as opportunities for growth
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Creating a Stronger Strategic Plan
Characteristics of high performing team’s plans:
1. Place value on the planning process
2. Frame development of the plan as the ‘North Star’
3. Allocate resources to properly develop the plan
1. Time
2. Talent
4. Maintain the belief that the market is constantly evolving, therefore the plan will be
evolving.
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Creating a Stronger Strategic Plan
Place value on the planning process
Values are stable long-lasting beliefs about what is important to a person. They become standards by which
people order their lives and make their choices. A belief will develop into a value
when the person's commitment to it grows and they see it as being
important.
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Creating a Stronger Strategic Plan
Frame development of the plan as the ‘North Star’
North Stars. . .long-term, high-level, aspirational goals that motivate, inspire, and uplift the goal-setter.
Think of them the way sailors view the North Star: A way to stay on course, no matter where you are.
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Creating a Stronger Strategic Plan
Allocate resources to properly develop the plan
1. Time
2. Talent
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Creating a Stronger Strategic Plan
Maintain the belief that the market is
constantly evolving, therefore the plan will
be evolving.
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Pitfalls to avoid in the process
In our work with health care clients, some common snares we see in the planning
process:
• Back to mission: Attempting to develop a strategic plan without examining your
mission statement
• Each organization or system is unique with its own mission statement
• The plan is not easily understood or transferrable into individual everyday actions the
team can take.
• Rubber meets the road
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Pitfalls to avoid in the process
In our work with health care clients, some common snares we see in the planning
process:
• Creating a plan that is short-sighted and non-positional.
• Your plan should differentiate your organization from the competition.
• Relying on perceptions or past performance.
• Strategies, objectives and tactics are valuable only if they are based on reality with data from
impartial market analyses and a broad market view.
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Pitfalls to avoid in the process
In our work with health care clients, some common snares we see in the planning
process:
• Forgetting about your culture as a key determinant.
• "Culture eats strategy”
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Developing Ongoing Cadence
Keys to ongoing strategic plan cadence:
Translate your strategies into specific tactics with measurable goals and timelines.
Strategies are broad approaches to meeting a goal, while tactics are specific actions needed to reach
the goals.
A strategic plan without tactics makes it more difficult to implement the plan and achieve its goals.
Assign responsibilities for accomplishment of goals and tactics.
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Developing Ongoing Cadence
Explore facilitated strategic review and support
Ongoing, annual facilitated meetings to compare plan to results
Technology solutions
Online strategic management solution that allows insights for leadership and the Board
Conduct Culture Index Surveys
Measure how employees feel about working in your organization, including their opinions, attitude,
and feelings about different aspects of their job
This often identifies where the plan will fall short. . .culture eats strategy. . .21
Monitor Team Dynamics
Predictive Index, Myers–Briggs Type
Indicator
Board Governance & Training
Function effectively with a clear
understanding not only of member
governance roles and responsibilities but
also how to practically and correctly apply
them within a leadership context
Developing Ongoing Cadence
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Create the building blocks to thrive
High functioning organizations
are continuing to plan through
the disruption, with an eye to the
future
Focusing on market trends,
future technology and
reimbursement shifts, patient
preferences, and reality of
utilization and volume
expectations
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Strategic priorities and capital investments tie into a capital
vision
Strategic Priorities
Project cost and timing of
capital priorities
Facility
and
Capital
Vision
Financial Strategy and
Affordability
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How organizations are responding and re-engaging with the
community
Offering education and guidance to the public regarding vaccine distribution, public
health guidance
Using engagement with community to highlight healthcare services, goals and
future plans
Developing regional care strategies
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“Planning is bringing the future into the present so that you
can do something about it now.”
Alan Lakein
250+ partners
2,400+ associates
48 US offices
2 India offices
Wipfli ranks among
the top 20 accounting
and business
consulting firms in the
nation.
Wipfli was established in 1930 with a clear vision for bringing personal values to the
business.
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Healthcare Practice
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Healthcare Practice
Rural and community healthcare providers are the core of our healthcare practice.
Sole Community Hospitals
Critical Access Hospitals
Provider-Based Clinics, including rural health clinics
Senior-Living organizations
Community based health systems with all the above services
We work together as an integrated team.
Our goal is to be a trusted business partner and part of your team.
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National healthcare teams meet regularly to discuss current healthcare issues and develop of
content to share with clients.
Annual Critical Access Hospital & Rural Health conferences
Healthcare Connections Q&A webinars on specific current issues
Participation and presentations with healthcare industry associations
State Hospital Associations
State Rural Health Associations
HFMA chapters
Rural health cooperatives
Senior living associations
Projects in collaborative efforts with state offices of rural health
Sharing of knowledge
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Questions?
