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Strategic Planning for Community Hospitals: How to Effectively Move to a New Delivery Model

Hospital assessment — get "physical".

Setting objectives, identifying all possible options

The power of a community hospital, more articles on community hospitals:.

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Strategic Planning Committees Save Time And Increase Overall Efficiency For The Board Of Directors

  • 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:

S -Specific

M -Measurable

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.


See how BoardEffect can help your organization improve boardroom efficiency and achieve long-term goals.

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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.

Drumheller Fountain


The UW of the 21st Century is:

Read the full visioning document, the UW of the 21st Century .

2y2d Plan

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.

what is strategic planning for hospitals for a

The Sustainable Academic Business Plan includes both academic and administrative initiatives.

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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.

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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.

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