Strategic Planning

Hospital Best Practices and Recommended Strategies

The tools below help hospital and network leaders to prepare, develop, implement and communicate a strategic plan that positions the organization for population health. Complete the following steps and apply the available resources to plan, execute and communicate an effective strategic plan.

Perform a Transition Self-Assessment

  • Perform a self-assessment to identify performance improvement opportunities and areas for growth and development
  • Use findings to prepare a strategic plan that positions your hospital for participation in a value-based system and prepares you for population health management

Complete a Community Health Needs Assessment (CHNA)

  • Use findings from the CHNA to develop a community care coordination plan and support the strategic plan initiatives
  • Align hospital strategic services with community needs based on results
  • Use the Community Health Needs Assessment (CHNA) Toolkit reporting templates, worksheets and training tools to:
    • Perform a CHNA that is tailored for your hospital and community
    • Meet IRS 990 reporting requirements
    • Identify and partner with key leaders from various groups and cultures across the community
    • Develop partnerships with those outside of health care to include schools, businesses, faith-based organizations and other community agencies

Use the Performance Excellence (PE) Blueprint

Use the Performance Excellence (PE) Blueprint to develop a strategic plan that includes the following key transition strategies identified from the 2016 Financial Leadership Summit Report

  • Increase hospital efficiency
  • Emphasize a quality-focused culture
  • Demonstrate value
  • Promote performance excellence
  • Market the value of the organization
  • Promote quality and patient satisfaction scores to community and providers
  • Align physicians and providers with the hospital goals
  • Develop affiliations with other local and regional providers
  • Seek participation in value-based models, such as ACOs, shared savings programs and patient-centered medical homes
  • Meet the needs of the local community as identified through the community health needs assessment
  • Build collaborative partnerships to support the development of a community care coordination plan.
  • Apply the PE Blueprint to develop a systems approach to strategic planning that includes the following seven Baldrige categories:
    • Leadership
    • Strategic Planning
    • Patients, Partners and Communities
    • Measurement, Feedback and Knowledge Management
    • Workforce and Culture
    • Operations and Processes
    • Impact and Outcomes

Develop a Strategy Map and Implement the Strategic Plan

  • Apply the Value-Based Summit Strategic Planning Guide and Templates to develop a Strategic Map
    • Use the series of five Learning Collaborative webinar recordings with rural hospitals and experts guiding them through a process to use the downloadable, pre-filled templates to develop and tailor their own Strategy Map. The recordings also include educational slides from our subject matter experts and facilitated hospital discussion.
    • Download the Strategy Map Template in Microsoft Word format to develop a strategy map
    • Use Strategic Map to communicate strategic initiatives, and effectively execute and implement the strategic plan

Develop a Balanced Scorecard to Monitor and Drive Performance

  • Apply the Value-Based Summit Strategic Planning Guide and Templates to develop a Balanced Scorecard (BSC)
    • Use the series of five Learning Collaborative webinar recordings with rural hospitals and experts guiding them through a process to use the downloadable, pre-filled templates to develop and tailor their own BSC. The recordings also include educational slides from our subject matter experts and facilitated hospital discussion.
    • Download the Balanced Scorecard Template to develop a dashboard that supports the Strategic Map and the organization-wide initiatives
    • Use the Balanced Scorecard to track and monitor performance and achievement towards goals, as well as demonstrate the value of the organization

Communicate the Strategic Plan

  • Use the Strategic Map and Balanced Scorecard to communicate the strategic initiatives throughout the organization
  • Use Balanced Scorecard to drive performance and hold departments accountable
  • Conduct at least quarterly Balance Scorecard meetings
  • Require quality committee and department meetings to use the Balanced Scorecard for reporting, charting and tracking of quality metrics as regular components of meetings
  • Track and trend quality metrics at the department level

SRHT Project Success Story

Related Content

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Webinar

Strategy Map and BSC Learning Collaborative Recordings

A series of five webinar recordings with rural hospitals and experts guiding them through a process to use the downloadable, pre-filled templates to develop and tailor their own Balanced Scorecard (BSC) & Strategy Map. The recordings also include educational slides from our subject matter experts and facilitated hospital discussion.

Past HELP Webinar

Competing on Analytics

May 16, 2012

Learn about data metrics and ways in which hospitals can operate successfully and compete on analytics.
Publication

CAH Blueprint for Performance Excellence

Use the Performance Excellence Blueprint Guide to develop and execute a comprehensive strategic plan that represents a systems approach to achieving organizational excellence.
Page

Community Benefit Reporting Tool

Instructional power points and associated tools to assist hospitals in creating their own Community Benefit Report and meeting IRS 990 reporting requirements.

This project is/was supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under grant number UB1RH24206, Information Services to Rural Hospital Flexibility Program Grantees, $1,205,000 (0% financed with nongovernmental sources). This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.