- Email Us
- Channels ►
- Executive Moves
- Transaction & Valuation
- Health Equity
- Other Channels ►
- Patient Experience
- Care Coordination
- Legal & Regulatory
- Public Health
- Becker's Healthcare Websites ►
- Dental + DSO
- Behavioral Health
- Physician Leadership
- E-Newsletters ►
- Sign Up For Our Free E-Newsletters
- Hospital Review
- Hospital CEO Report
- Hospital CFO Report
- Health IT & CIO Report
- Clinical Leadership & Infection Control
- Revenue Cycle Management
- Digital Innovation + Marketing
- Supply Chain
- Payer Issues
- Pharmacy Report
- Women's Leadership
- Laboratory Review
- Cardiology Report
- Oncology Report
- HR + Talent Review
- Post Acute Report
- Life Sciences Report
- Behavioral Health Report
- Conferences ►
- Upcoming Conferences and Events
- 20th Annual Spine, Orthopedic & Pain Management-Driven ASC Conference
- The Future of Dentistry Roundtable
- 8th Annual Health IT + Digital Health + RCM Conference
- 29th Annual Meeting - The Business & Operations of ASCs
- Payer Issues Roundtable
- 11th Annual CEO + CFO Roundtable
- Call for Speakers
- Exhibiting & Sponsoring
- Conference Reviewers: Request for More Information
- Virtual Conferences ►
- Upcoming Virtual Events
- Transform Hospital Operations Virtual Summit
- CEO + CFO Virtual Forum
- July Dental + DSO Virtual Event
- Oncology Virtual Event
- AI + Digital Health Virtual Event
- Digital Innovation + Patient Experience and Marketing Virtual Event
- Payer Virtual Forum
- Human Resources + Talent Virtual Event
- Dentistry - The Next Five Years
- Past Virtual Events
- Featured Sessions OnDemand
- Webinars ►
- Upcoming Webinars
- OnDemand Webinars
- Past Webinars
- Whitepapers ►
- Current Whitepapers
- Podcasts ►
- Our Podcasts
- Becker's Healthcare Podcast Episodes
- Becker’s Digital Health + Health IT Podcast
- Becker’s Payer Issues Podcast
- Podcast Summaries
- Becker's Behavioral Health Podcast
- Becker's Ambulatory Surgery Centers Podcast
- Becker's Spine and Orthopedics Podcast
- Becker's Dental + DSO Review Podcast
- Becker’s Clinical Leadership Podcast
- Becker’s Pediatric Leadership Podcast
- Becker's Cardiology + Heart Surgery Podcast
- Becker's Women's Leadership Podcast
- Print Issue ►
- Current Issue
- Past Issues
- Current Issue - Becker's Clinical Leadership & Infection Control
- Past Issues - Becker's Clinical Leadership & Infection Control
- Multimedia ►
- Robotics Content Hub
- AWS Content Hub
- NRC Health Content Hub
- The Precision Medicine Insider
- Now is the Time
- Featured Content
- Career Center
- Lists ►
- About Us ►
- About Becker's Hospital Review
- Careers at Becker's
- Request Media Kit
- Content Specifications
Strategic Planning for Community Hospitals: How to Effectively Move to a New Delivery Model
Hospital assessment — get "physical".
- Capital needs. Examine physical plant including age of facilities and equipment and determine future capital needs (physical, technological, etc.).
- Financial performance. Compare historical financial performance to standards/benchmarks for similar facilities. Identify volume, charges and costs by service line to determine profitable and unprofitable services. Also examine outmigration volume to other hospitals and the value of those lost services.
- Debt. Assess current debt levels and determine ability to obtain further debt for future improvements.
- Physician/medical staff relationships, including employment and other contracts, overall satisfaction and recruiting.
- Quality, as determined by various quality indicators, such as process-based measures, readmission rates, infection rates and HCAHPS scores.
- Market characteristics, including state and local economic performance and healthcare needs.
Setting objectives, identifying all possible options
The power of a community hospital, more articles on community hospitals:.
Featured Learning Opportunities
- Process Improvement Whitepapers
- Process Improvement Webinars
- Health IT Whitepapers
- Health IT Webinars
- Finance Whitepapers
- Finance Webinars
- Clinical Whitepapers
- Clinical Webinars
- Payer Whitepapers
- Payer Webinars
- Hospital Review Virtual Events
- Becker's 13th Annual Meeting
- 20th Annual Spine, Orthopedic & Pain Management-Driven ASC Conference
- 8th Annual Becker's Health IT + Digital Health + RCM Annual Meeting
- 29th Annual Meeting - The Business & Operations of ASCs
- [email protected]
Please subscribe to our blog
- February 15, 2019
What Is a Strategic Planning Committee?
- --> Written by Nick Price
The two basic duties of boards are oversight and strategic planning. Depending on the size and type of the board and the organization, boards have a few options on how to organize their strategic planning process. Boards can delegate the task by setting up a standing strategic planning committee or task force.
The alternative is for the entire board to work on strategic planning during board meeting time, which works especially well for smaller boards. There’s no right or wrong approach. The important issue is that boards consider strategic planning a work in progress and that they have a designated process for continual work.
According to the Governance Institute , about 50% of hospital and health system boards rely on a standing strategic planning committee to develop their short- and long-term planning strategies. By contrast, almost 90% of the companies reported having a finance committee.
Reasons to Have a Strategic Planning Committee
Strategic planning is one of the board’s fiduciary responsibilities. The board provides the direction that sustains the organization for the upcoming 12 months. Looking beyond the coming year, the board is responsible to develop strategic plans for two to five years.
The average size of a corporate board is about nine members and the average size of a nonprofit board is about 17 members. Boards that have larger numbers of members may be too large to provide the necessary focus for forming important strategic directions. Smaller groups have the time to vet issues thoroughly and come to conclusions quickly. Boards that choose to delegate strategic planning have standing committees do the legwork on planning and bring a draft to the board for consideration. This process saves the board time because they have a base of information to use when asking questions and making requests for revisions.
What Is Strategic Planning?
Strategic planning first accounts for clarifying and solidifying an organization’s purpose and mission. Clarifying the purpose is especially important for charities. Nonprofits are legally required to operate according to their purpose and to benefit the public accordingly.
A strategic planning committee must also consider where the organization is currently; what they want to see happen over the next three to five years; and formulate a plan for how to achieve their goals. Planning includes identifying the organization’s strengths, weaknesses, opportunities and threats. By analyzing the internal and external environments, a strategic planning committee can help the board identify risks and challenges. This information will help the board establish priorities and set goals. A strategic planning committee memorializes their strategic plan in writing so the board can refer to it regularly to monitor their progress toward achieving their goals.
Strategic planning committees that wish to keep their work safe and completely confidential should be using an electronic board portal by BoardEffect , which includes a highly secure email communications platform.
What Do Strategic Planning Committees Do?
If it’s your first position as a member of a strategic planning committee, a quick internet search will yield lots of information on how the process works. Most committees have their own preferred way of dealing with the details.
Generally, strategic planning committees will begin the process by identifying the strategic issues they need to address. It’s also common to do an analysis of strengths, weaknesses, opportunities and threats, which is also commonly known as a SWOT analysis . Other information that’s helpful in strategic planning is looking at market opportunities and threats, assessing customer satisfaction and demand, and getting input from employees about their perceptions of strengths and weaknesses. These exercises will help the committee members to determine their starting point.
The next phase of the process typically consists of developing the strategies. At this point, the strategic planning committee reviews the mission, vision and values statements to determine if they want to recommend any changes to the board. Working together, the committee then develops the three- to five-year plan, along with a three-year financial projection.
Using the SWOT analysis as a reference point, the committee should be able to set some solid priorities. The next part of strategic planning is to set some short- to mid-term goals.
Any time an organization sets goals, it’s prudent to set SMART goals . The acronym SMART stands for:
A -Achievable or attainable
R -Realistic or reasonable
T -Time measured
In other words, each goal should be specifically worded and be something that can be realistically achieved. Strategic planning committees should be able to put a timeframe on achieving the goals and should be able to measure the outcomes.
The committee will also need to identify key performance indicators and plan to use them to track the board’s progress against their goals. To ensure that there’s adequate funding to support the new objectives, the committee will need to develop a one-year budget for the short-term plan. The final step in this phase is to assign organizational goals to the responsible departments. They will then be able to get started planning their action steps so they’ll have much to report to the board at the designated periods.
The steps listed above compose the bulk of the work that a strategic planning committee needs to do, but there is one final, important stage in the strategic planning process, and that entails monitoring the performance of the strategic plan.
Upon finalization of the strategic plan, the committee should get a final approval from the board before pursuing implementation. The committee then needs to communicate the strategy to the whole organization, so that everyone feels invested in their responsibility and is contributing to the overall plan.
To keep strategic planning on track, the committee should be careful not to overlook creating a schedule for progress reviews. Most boards find that quarterly progress reports are sufficient for monitoring and follow-up. This gives the board a chance to review the strategic plan and to ask for modifications if they’re necessary. Taking these steps should ensure that boards are seeing specific and measurable progress in multiple areas.
At the end of the year, it’s time to review the committee’s achievements and success and schedule time to build on that success by conducting strategic planning for the next year.
INTERESTED IN LEARNING MORE?
See how BoardEffect can help your organization improve boardroom efficiency and achieve long-term goals.
Stop the Revolving Door – What Science Has to Say About Healthcare CEO Succession Planning
If your healthcare CEO left tomorrow, would your board of directors know exactly what to…
BoardEffect’s Year-End Review and 4 Hot Topics for 2023
Robert’s Rules of Order: Calling the Question in Nonprofit Board Meetings
Nonprofit boards generally welcome robust discussions on motions, and when talks become unproductive, calling the…
- previous post: Leadership and Governance in Healthcare
- next post: The Purpose and Function of Fiduciary Duties for a Nonprofit Board
- BOARD PORTAL SOFTWARE
- BOARD MEETING CYCLE
- ANNUAL MEETING CYCLE
- BOARD DEVELOPMENT CYCLE
- CLIENT SUCCESS
- BOARD PORTAL BUYER’S GUIDE
- CONTACT SUPPORT
- REQUEST A DEMO
- Faculty & Staff
UW Strategic Planning
Our shared future depends on choices we make today. Based on our community’s shared vision of its future, the UW strategic planning process identifies trends and drivers of change, and takes steps to ensure the UW is responding in ways to keep us on track to thrive in the future.
OUR SHARED VISION
The UW of the 21st Century is:
Read the full visioning document, the UW of the 21st Century .
The Sustainable Academic Business Plan is a strategic yet practical plan to maintain academic priorities while managing financial realities. The Plan guides near-term goals and activities that will position the UW to thrive in the next two decades.
- Read more about the plan .
- Download the UW’s Strategic Planning Brief .
The Sustainable Academic Business Plan includes both academic and administrative initiatives.
- Race & Equity
- Population Health
- Transforming Enterprise Systems
- Faculty Diversity
My Paper Writer
- How It Works
- Research paper help
- Economic research papers
- Management paper writing
- Sociology papers
- Analysis papers
- Editing service
- Proofreading service
- Writing papers for money
- Action term paper
- Accounting term papers
- Business term papers
- Essay writing service
- English term papers
- Personal statement
- Research proposal
- Research paper writing service
- Custom college papers
- Term paper writing service
- Write my college paper
- Write my term paper
- Write my research paper
- Pay someone to write my paper
- Write my essay
Read our sample essays and get inspired for your own academic work
Strategic is planning for the hospital ed.
The Strategic Information Systems (IS) planning for the hospital Emergency Department (ED) is a very significant segment that should be taken into consideration. The aspect of IS planning in ED is a complex phenomenon that requires the active involvement of physicians. The emergency physicians should convince the hospital administration on the essentiality of IS in ED. Due to the national attention on the utilization of IT systems in healthcare, there is a necessity for nurses, hospital administrators, physicians, and IT experts to understand the basics of using the Information Systems in the emergency departments (Leonard, 2016). This discussion is therefore inclined to the analysis and understanding of various steps that are deemed necessary for developing and implementing the information systems for ED. Newcastle Hospital has been taken as the primary case study in this paper. Steps for initiating a Strategic Planning Process for Improvement of ED IS There are various developmental steps and plan of actions that will be undertaken so as to ensure the improvement on the use of information systems in the Emergency units. The first step is that of appointing a “clinician champion” for the emergency department so as to enhance the overall performance levels (Adenuga & Kekwaletswe, 2014). Secondly, a multidisciplinary group for ensuring the improvement of information systems will be created. This will be in line with the establishment of an ongoing review process for monitoring the patient-safety issues as regards to the ED information system.
Use your promo and get a custom paper on Strategic IS Planning for the Hospital ED
On the other hand, the management framework will be structured in such a manner that responses to the ED information systems-related concerns will be disseminated on time (Wager, Lee & Glaser, 2015). In addition to this, there will be a clear dissemination of the learned lessons from the performance enhancement efforts. After doing so, another step will be the aspect of distributing the product updates from ED IS vendors to the entire users promptly. The final step will thus encompass the aspect of getting rid of the “learned intermediary” and “hold harmless” clauses from the vendor software contracts to share the responsibility regarding patient safety (Husk & Waxman, 2014).
The most Challenging Factor to overcome so as to improve the state of ED in Newcastle Hospital To improve the state of Newcastle hospital’s emergency department unit, there is need of overcoming various challenges, with the main one being the aspect of IT system’s functionality. This department’s IT systems seems to be very outdated since it is missing critical elements such as radiology, case management, nursing documentation and order entry, among others (Wager, Lee & Glaser, 2015). Among many other challenges, this will be difficult to solve since it requires a greater sense of expertise, resources, and dedication. In this case, the management will be tasked with the act of subjecting the staff members to rigorous training, while at the same time outsourcing some expertise and IT facilities.
How the new CEO’s good Insights can influence the outcome of any ED IS Strategic Plan The new CEO identified two main challenges that should be dealt with so as to enhance the implementation and outcome of the ED IS plan. The first challenge is inclined to the aspect of inflexibility and unwillingness to change. On this basis, the CEO’s objective of putting up measures for enhancing greater flexibility and change in the entire hospital will improve the initiation of appropriate information system’s plan. Another significant challenge that a new CEO pinpointed is the aspect of limited data for defining, measuring, and improving the service performance in the emergency department (Husk & Waxman, 2014). Seeking appropriate measures for these challenges will greatly influence the outcome ED IS strategic plan.
The First Steps that should be undertaken if appointed by the CEO to spearhead the ED IS Strategic Plan: A general Plan of Action for the next 3 Months If appointed by the Hospital’s CEO to spearhead the strategic plan for improvement of the emergency department’s information systems, there are various action plans and steps that will be undertaken. These are the most significant steps responsible for enhancing the usability and functionality of subsequent information system. The most initial step is the aspect of developing adequate Usage Agreement for the physicians and clinicians (Leonard, 2016). This will encompass compliance issues, for instance, inappropriate web surfing, download policy, as well as data confidentiality. The aspect of visiting some platforms believed to be the den of viruses should be prohibited.
Another step will be the aspect of establishing a very comprehensive technological plan. On this basis, emergency department’s operating systems should be reloaded with the contemporary and most effective soft wares and other essential features. The main aim, in this case, is to enhance the usability and functionality of the information systems in the emergency departments. For instance, the hospital should be endowed with interconnected systems such that; a physician, nurse or a clinician is endowed with the capability of viewing what transpires in various rooms from a single segment (Rocha & Freixo, 2015).
On the other hand, the act of contacting the subsequent Internet Service Provider for the sake of investigating the bandwidth enhancement should be done. This is because, the bandwidths tends to ease the aspect of multitasking, while also and reducing the application hang-ups that are posed slow update structure (Rocha & Freixo, 2015). The final step and action plan that should also be accomplished within the first three months is to consult one of the firms providing off-site storage for the hospital’s key databases and documents. This service tends to provide an easy platform for disaster recovery in case of any technical problems. With all these steps and plans expected to be implemented in three months’ time, the ED IS will improve to a greater extent.
- Adenuga, O. & Kekwaletswe, R. (2014). Health Information Systems Use Model by Physicians in Developing Countries. International Journal Of E-Healthcare Information Systems, 1(2), 18-30. http://dx.doi.org/10.20533/ijehis.2046.3332.2014.0003
- Husk, G. & Waxman, D. (2014). Using Data from Hospital Information Systems to Improve Emergency Department Care. Academic Emergency Medicine, 11(11), 1237-1244. http://dx.doi.org/10.1111/j.1553-2712.2004.tb00710.x
- Leonard, K. (2016). Information Systems for Healthcare: Why we haven’t had more success. Healthcare Management Forum, 13(3), 45-51. http://dx.doi.org/10.1016/s0840-4704(10)60776-4
- Rocha, Á. & Freixo, J. (2015). Information Architecture for Quality Management Support in Hospitals. Journal Of Medical Systems, 39(10). http://dx.doi.org/10.1007/s10916-015-0326-z
- Wager, K.A., Lee, F.W. & Glaser, J.P. (2015). Health Care Information System: A Practical Approach for Heath Care Management. [PowerPoint Presentation]. Health Care Information System Standards (Chap.12), Security of Health Care Information Systems(Chap. 13). University’s Name. Available from: University’s URL [Date Accessed].
Most medical diagnoses come with support of clinical and pathological laboratory findings. Given the vast number of patient samples and results that travel through a regular hospital laboratory each day…
Multiple types of issues affect quality assurance (QA) in the health care sector. These include economic, legal and regulatory issues. QA in healthcare requires the input of multiple fields of…
An important problem that Greater Home Health Care, Inc. should address is power relations within the organization. Specifically, the bureaucratic structure of the organization leads to a strong system of…
Health promotion refers to a behavioral and social science drawing from environmental, psychological and medical science that seeks to promote individuals health and prevent the various forms of diseases through…
Dear Sir/Madam, There was a time when it was too difficult for me to get along with a six-year-old child at Victoria Retirement Home in Victoria Beach. CA. The interaction…
TQM, or Total Quality Management, is a principle that has been developed and integrated into the mainstream of the management field. This is a principle that many management teams and…
The workshops will involve group discussions involving different topics of interest for diabetes management. Seminars will involve speakers in the health care professions. Fundraiser participation as well as task in…
P-I-C-O-T: In uninsured diabetics (P), what is the effect of community based programs that provide medical care, proper nutrition, and testing devices (I) on diabetes management (O) compared to individual…
No business is immune from loss. Certain types of hazards exist that can happen anywhere at any time. Examples of these include robbery, burglary, computer hacking, credit card fraud, and…
The prospect of nursing methodologies involves a clear, organized framework of delivering proper health care systems and adequate preparation with the practitioners…
In developing countries, there are significant challenges that must be considered which impact economic growth and development in different ways. In Haiti,…
After reviewing the case I have come to a decision to report to head legal councillor Jeff Passmore. With respect to the…
The ability to evaluate research is an important skill when implementing evidence-based practice initiatives (Polit & Beck, 2014). Evidence-based research helps inform…
One of the important competencies of a healthcare professional is the ability to build an effective team and use teamwork in order…
Nurses are often pressed into duty working across cultures. Part of the job for any nurse is to ensure that she properly…
The Honorable Senator’s NamePost Office Box 142 Columbia, S.C. 29202-0142 Dear Senator Last Name, I am writing to you today to ask…
Public and private hospitals are generally run the same ways except for who is the governing body. Private hospitals are either for…
Owing to the rising outcry of patients with cancer and their demand for attention, it is important to sort an integrative medical…
Your professor may flag you for plagiarism if you hand in this sample as your own. Shall we write a brand new paper for you instead?
on your first order
Use code: SAMPLES20
Copyright © 2013- 2023 - MyPaperWriter.com
With a forward-thinking strategic plan and an understanding of the value of their hospital to the community, these hospitals can continue to serve an important and unique role in the healthcare delivery system
Whether you're creating a new strategic plan from scratch or you're trying to breathe life into an old plan, I bet we can both agree that strategic planning and execution are tougher than they seem
According to the Governance Institute, about 50% of hospital and health system boards rely on a standing strategic planning committee to develop their short- and long-term planning strategies
The Strategic Information Systems (IS) planning for the hospital Emergency Department (ED) is a very significant segment that should be taken into consideration. Steps for initiating a Strategic Planning Process
Strategic Planning for Healthcare Services Prepared by: Dr. Alber Paules. Loading in … 5
“Hospitals today are asked to do more with less,” says Julie Haynes, strategic planning consultant for HealthTechS3. Haynes says strategic planning can help rural and critical-access hospitals stay competitive