2017-19

Strategic Planning 101

June 23, 2016

Strategy renders choices about what not to do

as important as choices about what to do.

– Michael Porter

“ ”

Presentation Objective:

To answer these frequently asked questions:

1. What is a Strategic Plan?

2. Why do we need to have a Strategic Plan?

3. What are the benefits of strategic planning?

4. How is the Strategic Plan being developed?

5. Who’s involved in the planning?

6. When is the planning taking place?

What is a Strategic Plan?

• A strategic plan defines an organization’s directions and priorities,

with a focus on the future.

• It reflects on the organization’s mission and values, and expresses

the desired future state – its vision.

• The plan is achieved by assessing the organization’s current state

and developing strategies and actions to address gaps or maximize

opportunities over a three-year period.

• Strategic planning is a necessary part of any organization’s

management tasks and it demonstrates responsible and

accountable leadership.

Why do we need a

Strategic Plan?

• NBRHC’s strategic planning exercise will not only articulate where

the organization is going and the actions needed to make progress,

but also how it will know if it is successful.

• It is an expectation of the NBRHC Board of Directors, the

Local Health Integration Network and Ministry of Health and

Long-Term Care that the organization takes a best practice

approach to refreshing its strategic plan every three years.

What are the benefits of

strategic planning?

• A Strategic Plan sets the direction for performance metrics at all

levels of the organization including frontline departments and, as

such, directly impacts:

Continuity of care

Organizational focus

Access to hospital and community services

Partnering between care providers

Quality and system efficiencies

Funding opportunities for the work that is being done

Fiscal responsibility and sustainability

Patient satisfaction

Patient-centric care

Motivated workforce

Strategic thinking rarely occurs spontaneously.

Without formal planning systems, day-to-day

concerns prevail. The future is forgotten.

Formal planning provides discipline to pause

occasionally to think about strategic issues.

– Alan Zuckerman

“

”

How is the Strategic Plan being

developed?

• Prior to beginning strategic planning, an extensive literature review

was completed and best practice, evidence-based approaches were

selected. We have adopted:

Alan Zuckerman’s Strategic Planning Framework

International Association for Public Participation’s approach for internal/external

consultation

• A Task Force, with Board oversight, was formed to implement the

planning framework

Strategic Planning Framework

Environmental

Assessment

Organizational

Direction

Develop High-level

Vision, Mission, Values

Assess Positioning

for the Future

Finalize Strategy,

Directions/Goals and

Objectives

Strategy Formulation

Identify Actions

Required

Implementation

Planning

SOURCE: Adapted from Zuckerman, “Healthcare Strategic Planning”, p9

Execution/

Update

Where are

we now?

How do we

get there?

Where should

we be going?

Who’s involved in the planning?

• Internal and external stakeholders are involved in the planning. This

includes frontline staff, physicians, volunteers, administration,

community partners and leaders, patient and families, and health

service providers.

• The 2017-2019 strategic planning exercise will be led by

Board of Directors representatives and CEO, and supported by a

broad group of internal representatives — senior leadership,

administration and frontline staff.

When is the planning taking place?

• We will be implementing a two-phased approach from February to

December 2016 (see Roadmap – next page), which addresses

major strategic planning elements and involves multiple internal and

external stakeholder groups.

• The final 2017-19 Strategic Plan is expected to be completed in

December 2016.

Community Leadership Breakfasts with CEO/SLT/BOARD REP

Indigenous Leaders Francophone Leaders Patient/Family/Seniors Political and Postsecondary Leaders Staff and Physician Leaders Sub LHIN Regional General Survey - Online and Paper-based survey promoted to catchment area in NE Region Coffee Club - Community Leaders (from above) meet with their networks

PHA

SE 1

Leadership Support & Background Work Research & Initial Stakeholder Identification Decision-maker Support and Input and Org Leadership Support and Input

Learn from Our People Identification of Issues & Development of Strategic Questions for Surveying Stakeholder Identification , Internal Survey

Participation in Decision

Learn from Public

Internal Commitment & Learn from Our

People

PH

ASE

2

Retreat #1 – Review Current State & Org Direction Half-Day , CEO/SLT/BOARD REP & BOARD Retreat #2 – Overview of Current State and Strategy Formulation - Half-Day Community Leader Groups (from above), CEO/SLT/BOARD REP & BOARD

Retreat #3 Finalization of Strategic Plan - Full Day Community Leader Groups (from above – if they choose), CEO/SLT/BOARD REP & BOARD

Final Plan & Evaluation

Implementation Planning CEO/SLT/BOARD REP, DIRECTORS, MANAGERS, FRONTLINE Final 2017-19 Strategic Plan Produced & Board Approval - BOARD Evaluation Evaluation of Public Participation & Public Perception Survey

Feb

.-Mar.

A

pr.- Ju

n.

Ju

n.-A

ug.

Se

pt.

O

ct.

N

ov.

De

c.-Jan.

& O

ngo

ing

Strategic Planning Roadmap February -December 2016

Ma

r.-Ap

r.

Follow Progress on Intranet Site