Strategic Plan Template

NAME OF HOSPITAL

STRATEGIC PLAN

Select this paragraph and replace with the descriptive name of the plan

2 0 0 X - 2 0 0 Y

NAME OF HOSPITAL STRATEGIC PLAN 200X-200Y

Descriptive Name of the PLAN

Strategic Plan Template Version 2, 2009.

This work is licensed under a Creative Commons Attribution 2.5 Australia License

Ian Hughes claims moral rights as author of this template. You are free to use, copy, distribute, display, alter, transform, or build upon this work provided you attribute the original template (but not any plan or other work derived from it) to Ian Hughes.

Version 2 was developed with support from The Research Institute for Asia and the Pacific in The University of Sydney, Australia.

If you have any comments or feedback please send them by email to [email protected]

Add publication and copyright data to this page.

Planning Team

List names of

All the members

Of the Planning Team

With collaboration of

List people

And groups

Who contributed to this plan

2

mailto:[email protected]

http://creativecommons.org/licenses/by/2.5/au/

http://creativecommons.org/licenses/by/2.5/au/


CONTENTS

Contents.......................................................3

Introduction..................................................4

how to customise your strategic plan..........4

more template tips.......................................5

how to create a table....................................5

Planning to plan...........................................6

Most Important Thing..................................7

Purpose Formulation....................................8

Statement of Purpose...................................9

Vision..........................................................10

Values Scan................................................11

Driving forces.............................................12

Culture Scan...............................................13

SWOT Analysis...........................................14

Strategic issues..........................................15

Action plan.................................................16

Emergent issue...........................................17

Environmental Monitor..............................18

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INTRODUCTION

This template only helps you with the layout and presentation of your plan for strategic management of a hospital. You must use reading, collaboration and especially participation by stakeholders to develop the plan.

Read the instructions which are on this template. Then select and replace this typing with your own introduction. This 2009 version is designed for strategic management of a hospital but can be adapted to meet the needs of other organisations.

The best written, presented and laid out plan is a waste of time if it the process is not participatory, if it ignores major ‘unspoken’ issues, or if it is impossible to attain. If you plan does not reflect what the people who will be affected by it want, and with hard work can hope to achieve, then it is a waste of time.

The template is designed in Microsoft Word 2003. Change the information on the pages to contain the information you would like. Select the text in each of the labelled boxes, and replace it with the information required for your strategic plan.

This template is complete with Styles for a Table of Contents and an Index. From the Insert menu, choose Index and Tables. Click on the tab you would like. Be sure to choose the Custom Format. To add information in the body of your plan, use Styles such as Heading 1-5, Body Text, Block Quotation, List Bullet, and List Number from the Style control on the Formatting toolbar.

Choose ‘File | Save As’ to save the file under a new name to protect the original template and old versions. You may want to come back to earlier versions of your strategic plan.

4


PLANNING TO PLAN

OUR SYSTEM Write a descriptive title of the hospital, service or system the plan relates to

OUR COMMITMENT

A statement that the Executive Officer will provide time and resources needed to complete the participatory planning cycle

OUR PLANNING TEAM

List the names and positions of the people who will make the plan

THE STAKE HOLDERS

List the people, groups and organisations who may be affected by this plan

TIME FOR PLANNING

When will the planning team meet?

PLACE FOR PLANNING

Where will the planning team meet? What places will be used for meetings, consultation etc.

STAKE HOLDER-TEAM RELATIONSHIPSDraw a diagram connecting each stake holder to the planning team on a piece of

paper and attach it to the strategic plan at the end of this part. If you delete this paragraph you can use the heading.

5


MOST IMPORTANT THING

Ask members of the Planning Team and key stakeholders to complete this sentence:

The most important thing about this hospital over the next few years is …

Collect all answers together and summarise them using qualitative research thematic analysis.

Make a short summary statement of the most important most important thing.

6


PURPOSE FORMULATION

The word "purpose" is often preferred to the word "mission". Another word preferred by stake holders may be used. Answer each of five questions, then combine the five answers into one statement of purpose.

1. WHAT What services should the hospital offer?What functions should the hospital perform?

2. WHO Who are the people the hospital should offer services to?For whom does the hospital perform these functions?

3. HOW What services will the hospital offer to meet client’s needs?

4. WHY What are the reasons for this specific hospital? Why should the hospital exist?

Combine these four statements into to make one statement of purpose.

WHAT?

7


HOW? WHO?

8


STATEMENT OF PURPOSE

9


VISION

Descriptive Name of Plan

Our vision of our future is ...

Give an expression of the vision here after you have read and discussed what is meant by ‘vision’ in participatory strategic planning. Do this when you are ready to, as early in the planning process as you can.

A clear and concrete statement of what the hospital can become is like a guiding star to give direction, to inspire effort, and give meaning to the existence of the hospital. Giving expression to a vision for the future provides a lodestar to guide planning and action, and guides you in dealing with complex issues as they emerge.

Mahatma Ghandi urged us to be the change we want to see. Our vision of the hospital is a statement of the change we want to be.

Vision is the fundamental reason the hospital exists, why we are here as the hospital. Vision is crucial both to guide future development of the hospital, and importantly, to provide direction in times of confusion or crisis.

Vision is the concrete statement of your ultimate dreams for the hospital and the way we can impact on the world.

Clarifying the vision seems easy but can be a deceptively difficult task. A good vision is:

Future oriented

Easy to understand and remember

Unique to this hospital

A call to service and care

Inspiring

10


Brief - try for ten words or less in English or a few Characters in Chinese.

11


VALUES SCAN

MEMBERS OF PLANNING TEAM

Name Personal valuesEach member of the planning team

lists his or her own values

use the tab key to add more rows

THE STAKE HOLDERS

Stake holder Values

List each main stake holder

List the values of each (if known)

Use statements made by stake holders when possible

THE HOSPITAL

Name of the Organisation

Stated philosophy, principles or values

Copy or attach a written statement if one exists

Source

12


DRIVING FORCES

SERVICES what will we do

CUSTOMERS who will use our services

TECHNIQUES what methods will we use

COST CONTROL how we can afford to do it

OPERATIONS how we can do it

RESOURCES resources we can make use of

REWARDS what stake holders will get

DISTINCTIVE COMPETENCY

What makes our hospital different from others?

13


CULTURE SCAN

CUSTOMERS Brief description of the culture of service users

ORGANISATION Brief description of the culture of the organisation

LOCAL COMMUNITY

Brief description of cultures in the local community

COMPETITORS Notes on cultures of other service providers

PLANNING TEAM Cultural background of each member of planning team

PLAN Implications of the cultural context for the plan

14


SWOT ANALYSIS

INTERNAL

STRENGTHS WEAKNESSES

EXTERNAL

OPPORTUNITIES THREATS

Strengths: attributes of the hospital that are helpful to achieving the missionWeaknesses: attributes of the hospital that are harmful to achieving the missionOpportunities: external conditions that are helpful to achieving the missionThreats: external conditions which could do damage to the hospital’s mission

Determine whether the mission is attainable, given the SWOTs. If not the mission of the hospital may need to be reconsidered.

Use SWOT to identify issues and generate strategies by asking these questions several times:How can we use and make best use of each Strength?How can we improve each weakness?How can we benefit from each opportunity?How can we mitigate each threat?

From the SWOT analysis and Values Scan with all other information, identify strategic issues.

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STRATEGIC ISSUES

Copy the following table, and fill out for three to five key strategic issues.

In the ACTION box write what we intend to do about it. (Action should be appropriate to domain).

STRATEGIC ISSUE Issues must be of strategic importance. Use a separate copy of this form for each of 3 to 5 key issues.

SITUATION NOW Briefly describe or summarise where we are at now.

KNOWLEDGE DOMAIN

Identify whether the issue fits in the domain of Order (Known or Knowable), Unorder (Complicated or Chaos), Disorder (Unknown) and if it is a Wicked problem. .

FUTURE STATE Where we would like to be.

SUCCESS INDICATORS

How we will know that we have arrived or are on track towards the future state.

MANAGEMENT STYLE

Which management style is most appropriate for this issue (see ‘Choose Management Style’): Project management Operational management Adaptive management Crisis management Strategic management

BROAD STRATEGIES

This is the heart of the strategic plan. List the few most important things you will do to achieve your future state. Don’t go into detail here.

RESOURCES What knowledge, skills, experience, technology, natural talent or other resources do we need to implement these strategies and meet the success indicators?

WHO? Who in the hospital will take responsibility for directing, coordinating, enabling action on this strategic issue?

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17


CHOOSE MANAGEMENT STYLE

Strategic Management involves selecting the appropriate management style or mix of management styles for the situation or issue. This requires these steps:

1. Identify the issue or problem

2. Give a rich description of the whole issue or problem

3. Identify the knowledge domain: simple, complicated, complex, chaotic or disordered according to whether cause and effect relationships are known, knowable, knowable in retrospect, action is needed too urgently to inquire or there is disagreement..

4. If disordered, break into parts or sub-problems and allocate these to domains.

5. Plan to adopt the management style appropriate to the domain, or strategic management to move flexibly between domains.

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SIMPLE

COMPLICATEDCOMPLEX

Project Management

Operational Management

Adaptive Management

Crisis Management

Collaboration Cooperation

Co-ordinationCommand

CHAOTIC

DISORDE

S T R A T E G I C M A N A G E M E N T

19


ACTION PLAN

Copy the template, and fill it out for each issue.

Objectives will be formatted as a numbered list automatically.

ISSUE Type your strategic issue hereSTRATEGY 1) First step or tactic

2) Second step or tactic

STEP OR TACTIC

ACTION

Copy this template and use it many times in planning and implementing action to implement the strategy and achieve our vision. For each action, name a person with responsibility to achieve or coordinate that activity, when the person should report on progress. Make a brief note of the outcome when the report is made, or the date for completion arrives.

WHO WHEN OUTCOME

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21


EMERGENT ISSUE

This template should be kept and used when the planning process reveals a need for immediate or changed action.

DATE Date the form is filled out

ISSUE IDENTIFIED During the planning process differences between what is and what should be will be uncovered

URGENCY When is action needed? What would be the consequences of not acting or delaying action.

ACTION PLAN What you think should be done

RESPONSIBILITY Who will be responsible for application

COMMITTMENT Executive Officer or Coordinator approves of action

ACTION TAKEN Report of what is done

OUTCOME Report of what happened after the application

22


ENVIRONMENTAL MONITOR

The hospital systems are nested within wider environmental systems. Copy this Environmental Monitor and use it from time to time during the planning cycle, especially if you notice changes.

DATE

GLOBAL ENVIRONMENT

Are there any new technologies, or international events that may affect this hospital or system?

NATIONAL AND STATE EVENTS

What political events, national or regional government policies, economic changes or other elements in the national or state environment impact on us?

SOCIAL AND CULTURAL ENVIRONMENT

What are the social and cultural expectations, events and changes which might affect our systems?

INDUSTRY OR SERVICE SECTOR

What are current trends and events in the industry or service sector? What recent or anticipated technological changes might affect us?

COMPETITIVE ENVIRONMENT

Which hospitals or other organisations offer similar or competing services? What are they doing?

LOCAL ENVIRONMENT

Local events, history, geography, epidemiology, economy, politics, population trends, interests, activities etc.

Congratulations on completing your strategic plan. _______________________________________

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Strategic Plan Template