2 Strategic Planning (85 pts.)

The Strategic Planning Category examines HOW your organization develops STRATEGIC OBJECTIVES and ACTION PLANS. Also examined are HOW your chosen STRATEGIC OBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, and HOW progress is measured.

Item 2.1 - Strategy Development (40 pts.)

HOW do you develop your strategy?                                                                                                                                                                       Process

Describe HOW your organization establishes its strategy to address its STRATEGIC CHALLENGES and leverage its STRATEGIC ADVANTAGES.

Summarize your organization’s KEY STRATEGIC OBJECTIVES and their related GOALS.

Within your response, include answers to the following questions:

2.1a. Strategy Development PROCESS

(1)     HOW does your organization conduct its strategic planning?

What are the KEY PROCESS steps?

Who are the KEY participants?

HOW does your PROCESS identify potential blind spots?

HOW do you determine your CORE COMPETENCIES, STRATEGIC CHALLENGES, and STRATEGIC ADVANTAGES (identified in your Organizational Profile)?

What are your short- and longer-term planning time horizons?

HOW are these time horizons set?

HOW does your strategic planning PROCESS address these time horizons?

(2)     HOW do you ensure that strategic planning addresses the KEY factors listed below?

HOW do you collect and ANALYZE relevant data and information pertaining to these factors as part of your strategic planning PROCESS:

• your organization’s STRENGTHS, weaknesses, OPPORTUNITIES, and threats

• early indications of major shifts in technology, health care markets, HEALTH CARE SERVICES, PATIENT and STAKEHOLDER preferences, competition, or the
  regulatory environment

• long-term organizational SUSTAINABILITY, including needed CORE COMPETENCIES

• your ability to execute the strategic plan

2.1b. STRATEGIC OBJECTIVES

(1)     What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them?

What are your most important GOALS for these STRATEGIC OBJECTIVES?

(2)     HOW do your STRATEGIC OBJECTIVES address your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES?

HOW do your STRATEGIC OBJECTIVES address your OPPORTUNITIES for INNOVATION in HEALTH CARE SERVICES, operations, and your business model?

HOW do your STRATEGIC OBJECTIVES address current and future CORE COMPETENCIES?

HOW do you ensure that your STRATEGIC OBJECTIVES balance short- and longer-term CHALLENGES and OPPORTUNITIES?

HOW do you ensure that your STRATEGIC OBJECTIVES consider and balance the needs of all KEY STAKEHOLDERS?

Notes:

N1. “Strategy development” refers to your organization’s APPROACH (formal or informal) to preparing for the future. Strategy development might utilize various types of forecasts, PROJECTIONS, options, scenarios, KNOWLEDGE (see 4.2a for relevant organizational KNOWLEDGE), or other APPROACHES to envisioning the future for purposes of decision making and resource allocation. Strategy development might involve participation by KEY suppliers, distributors, PARTNERS, PATIENTS and STAKEHOLDERS.

N2. The term “strategy” should be interpreted broadly. Strategy might be built around or lead to any or all of the following: new HEALTH CARE SERVICES and/or delivery processes; redefinition of key PATIENT and STAKEHOLDER groups or market SEGMENTS; revenue growth via various APPROACHES, including acquisitions, grants, and endowments; new PARTNERSHIPS and alliances; and new staff or volunteer relationships. Strategy might be directed toward becoming a center for clinical and service excellence, a preferred provider, a research leader, or an integrated service provider. It also might be directed toward meeting a community or public health care need.

N3. Your organization’s STRENGTHS, weaknesses, OPPORTUNITIES, and threats (2.1a[2]) should address all factors that are KEY to your organization’s future success, including the following, as appropriate: your PATIENT, STAKEHOLDER, and health care market requirements, expectations, and OPPORTUNITIES; your culture, policies and procedures to ensure PATIENT safety and to avoid medical errors; your policies and procedures regarding access to care and equity of care; your OPPORTUNITIES for INNOVATION and role model PERFORMANCE; your CORE COMPETENCIES; your competitive and collaborative environments and your PERFORMANCE relative to competitors and COMPARABLE organizations; the life cycle of your HEALTH CARE SERVICES; technological and other KEY INNOVATIONS or changes that might affect your HEALTH CARE SERVICES and HOW you operate, as well as the rate of that INNOVATION; your WORKFORCE and other resource needs; your ability to capitalize on DIVERSITY; your OPPORTUNITIES to redirect resources to higher priority HEALTH CARE SERVICES or areas; financial, societal, ETHICAL, regulatory, technological, security, and other potential risks and opportunities; your ability to prevent and respond to emergencies, including natural or other disasters; changes in the national or global economy; PARTNER and supply chain requirements, STRENGTHS, and weaknesses; changes in your parent organization; and other factors unique to your organization.

N4. Your ability to execute the strategic plan (2.1a[2]) should address your ability to mobilize the necessary resources and KNOWLEDGE. It also should address your organizational AGILITY based on contingency plans or, if circumstances require, a shift in plans and rapid execution of new or changed plans.

N5. STRATEGIC OBJECTIVES that address KEY CHALLENGES and ADVANTAGES (2.1b[2]) might include access and locations; rapid response, customization, co-location with major PARTNERS, WORKFORCE CAPABILITY and CAPACITY,  specific joint ventures, rapid INNOVATION, Web-based provider, PATIENT, and STAKEHOLDER relationship management; implementation of electronic medical records and electronic care processes (e.g., order entry and e-prescribing); and HEALTH CARE SERVICE quality and enhancements. Responses to Item 2.1 should focus on your specific CHALLENGES and ADVANTAGES—those most important to your ongoing success and to strengthening your organization’s overall PERFORMANCE as a health care provider.

N6. Item 2.1 addresses your overall organizational strategy, which might include changes in HEALTH CARE SERVICES and CUSTOMER ENGAGEMENT processes. However, the Item does not address service design or CUSTOMER ENGAGEMENT strategies; you should address these factors in Item 3.1 and Item 6.1 and, as appropriate.