Strategic Planning Health

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Project: Operations Management

Al Noor Hospital

Student name

Student id


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Index

introduction2

Operations management 3

Importance of Strategic Planning................................4

Roles and Responsibilities...........................................5

Governing Board

Strategic Planning ommittee

!ief "#ecutive $fficer

%edical Staff

&epartment 'eads

Patients and ommunit(

Planner

onsultants

)!e Steps of Strategic Planning..................................*

Get $rgani+ed

Perform an "nvironmental ,ssessment

)!e Internal ,ssessment

)!e "#ternal ,ssessment

&evelop a -ision

Revie t!e %ission Statement

&evelop Strategies

Goal ,pproac!

ritical Issues ,pproac!

Scenario ,pproac!

Prepare t!e Strategic Plan

,pprove t!e Plan

Implement t!e Plan

%onitor and "valuate t!e PlanResources..................................................................12

conclusion..................................................................1/

References................................................................12

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Introduction

Founded in 1985, Al Noor Hospital provides a complete continuum of healthcare and has

places itself among the Leading private hospital services provider in Abu Dhabi!elocation of Al Noor Hospital to "halifa #treet in 1999, Al Noor "halifa $ranch %aslaunched in the &ear '((1)n '((*, Al Noor Hospital %as established in Al Ain follo%ed b& the inauguration of itsuni+ue, purposebuilt hospital at Airport !oad in '((8 -he hospital soon evolved into astateoftheart healthcare provider, emplo&ing e.perienced medical professionals and thelatest facilities )t has since achieved remar/able progress in the healthcare industr& andhas recentl& e.panded to Abu Dhabi0s estern region, opening speciali2ed clinics in3adinat 4a&ed, 3irfa and 3ussafah, offering medical services as %ell as emergenc&referrals to its Abu Dhabi branches 1

Al Noor has achieved phenomenal success in pathbrea/ing procedures and has placeditself among the tophealthcare institutions in the countr& -he hospital is affiliated %ithnited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi inaddition to a number of )nternational Health )nstitutions 6+uipped %ith the latest andmost advanced medical e+uipment the Hospital remains an inventor, al%a&s /een tointroduce the latest diagnostic and treatment techni+ues )n April '((( Al Noor %asbesto%ed the prestigious )#7 '((' ertificate, the first private hospital in Abu Dhabi toachieve this a%ard )n the &ear '((' Al Noor %on the )nternational A%ard for $esterformance and has continued to succeed b& achieving the #hei/h "halifa 6.cellencea%ards in '((:, '((5 and '((; -he


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Operations management

7perations management is an area of managementconcerned with overseeing,

designing, and controlling the process of productionand redesigning business

operationsin the production of goodsor services.It involves the responsibility

of ensuring that businessoperations areefficientin terms of using as few

resources as needed, andeffectivein terms of meeting customer requirements. It

is concerned with managing the process that converts inputs (in the forms

ofmaterials, labor, and energy) into outputs (in the form of goods andor

services). !he relationship of operations management to senior managementin

commercial conte"ts can be compared to the relationship ofline officersto

highest#level senior officers inmilitary science.!he highest#level officers shape

the strategyand revise it over time, while the line officers

ma$e tacticaldecisions in support of carrying out the strategy. In business as in

military affairs, the boundaries between levels are not always distinct% tactical

information dynamically informs strategy, and individual people often move

between roles over time.

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http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Manual_labourhttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Military_tacticshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Production_(economics)http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Good_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Efficiencyhttp://en.wikipedia.org/wiki/Effectivehttp://en.wikipedia.org/wiki/Materialshttp://en.wikipedia.org/wiki/Manual_labourhttp://en.wikipedia.org/wiki/Energyhttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Line_officerhttp://en.wikipedia.org/wiki/Military_sciencehttp://en.wikipedia.org/wiki/Strategyhttp://en.wikipedia.org/wiki/Military_tactics


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)!e Governing Board of a !ospital!ealt! s(stem is responsible for

t!at !ospitals planning process. , strategic planning process must be

establis!ed to position t!e !ospital!ealt! s(stem in a rapidl(

c!anging environment.

Strategic planning is t!e process of determining !at an organi+ation

ants to be in t!e future and !o it ill get t!ere. 'ospitals t!at

develop and implement strategic plans tend to be more successful

t!an t!ose t!at dont.

Strategic planning is different from s!ort3term or operational planning.

$perational planning usuall( focuses on an annual c(cle and reuires

t!e development of (earl( obectives and plans. )!is becomes part of

t!e annual budgeting process. $perational plans la( out !o t!e

!ospital ill move toard its future during t!at (ear. )!e future isdescribed in t!e !ospitals strategic plan.

Strategic planning reuires t!at c!oices be made about (our !ospitals

future. )!ese c!oices concern (our vision and mission6 t!e goals to be

pursued6 !at services ill be offered and to !om6 t!e resources

t!at ill be needed 7people6 facilities6 tec!nolog(6 mone( and

8noledge9 and !o t!e( ill be acuired.

IMPORTANCE OF TRATE!IC P"ANNIN!

, !ospital!ealt! s(stem s!ould plan for its future to0

Improve t!e !ospitals performance

&etermine t!e !ospitals future direction

Provide !ig! ualit( !ealt! care services

$ptimi+e resource allocation

%eet accreditation and regulator( reuirements

%eet t!e !ospitals vision and mission statement

%a#imi+e its c!ances for success

Strategic planning is idel( practiced b( :as!ington !ospitals and

!ealt! s(stems. Strategic planning can !ave a positive effect on a

!ospital6 but it is not t!e anser in all situations or to all problems.

Before engaging in strategic planning6 t!e Governing Board needs to0

;nderstand !at strategic planning is and !o to do it

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&etermine if t!e !ospital is stable. If t!e !ospital is in a crisis < for

e#ample6 in danger of closing < t!e crisis must be dealt it!

immediatel(

Identif( !et!er a need for c!ange e#ists

Be committed to t!e planning process and include t!e participation

of t!e !ospital administration6 communit(6 p!(sicians and staff &ecide if t!e !ospital !as t!e capabilit(6 resources and

commitment needed for t!e planning process

Planning ta8es time and mone(. Bot! must be allotted to t!e process.

It is important to ma8e sure t!at t!e necessar( resources6 including

Board and staff time6 are available to plan for t!e future and 8eep

operating in t!e present.

RO"E AN# REPONI$I"ITIE

G$-"R=I=G B$,R&

)!e Governing Board !as t!e principal responsibilit( for strategic

planning. )!e Board guides t!e development of t!e plan consistent

it! t!e !ospitals mission6 p!ilosop!( and values. )!e role of t!e

Governing Board in strategic planning process includes0

,pproval of t!e !ospitals vision6 mission statement and goals

Suggestion and considerations of strategies

,pproval of t!e strategic plan and its implementation

%onitoring and updating t!e plan and its implementation

)!e c!air of t!e Governing Board appoints t!e Strategic Planning

ommittee.

S)R,)"GI P>,==I=G $%%I))""

)!e Strategic Planning ommittee is responsible for0 $rgani+ing t!e planning process Sc!eduling and conducting meetings ?ocusing t!e planning process "nsuring t!at Board and communit( values are reflected in t!e plan &eveloping t!e strategic plan Periodicall( revieing t!e !ospitals mission and vision statement %onitoring trends6 demograp!ics6 tec!nolog( and communit(

needs Revieing and approving annual strategic planning goals and

obectives %onitoring progress toard obectives

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'I"? "@";)I-" $??I"R

)!e !ospitals c!ief e#ecutive officer 7"$9 is involved in t!e planning

process as a strategist6 organi+er6 tactician and facilitator. )!e "$ is

responsible for carr(ing out t!e strategic plan after it is approved b(

t!e Board.

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%"&I,> S),??

Involvement of t!e medical staff in strategic planning is fundamental

to ensuring t!e development and implementation of t!e strategic

plan. )!is involvement can ta8e several forms. Representatives of

t!e medical staff s!ould serve on t!e Strategic Planning ommittee.

)!e medical staff ma( !ave its on planning responsibilities and6 uponcompletion of t!ose responsibilities6 report t!e results to t!e Strategic

Planning ommittee.

&"P,R)%"=) '",&S

'ospital department !eads ma8e an e#tremel( valuable contribution

to t!e strategic planning process. )!eir internal6 functional planning

serves a maor role in developing obectives6 eig!ing alternatives

and implementing t!e Board3approved plan.

P,)I"=)S ,=& $%%;=I)

)!e role of patients and t!e communit( in t!e strategic planningprocess merits special consideration6 for t!ese groups provide

information !ic! nouris!es to vital steps in t!e !ospitals planning0

anal(sis of t!e internal and e#ternal environments6 and development

of t!e !ospitals mission. :!ile actual participation b( t!ese groups in

t!e process ma( be limited6 communit( and patient use of and

attitudes about t!e !ospital are reflected in all steps of t!e planning

process.

P>,=="R

)!e !ospital planner is involved in staffing all aspects of t!e planningprocess. )!e planner performs feasibilit( and planning studies6

develops t!e environmental assessment for t!e Strategic Planning

ommittees consideration and provides assistance in developing t!e

plans format6 timetables and evaluation procedures. In !ospitals

it!out a planner6 t!ese functions are t!e responsibilit( of t!e c!ief

e#ecutive officer andor administrative staff.

$=S;>),=)S

onsultants are !elpful in t!e strategic planning process to0

Prepare t!e Governing Board for t!e planning process t!roug!education or retreats

Give an obective assessment of t!e !ospitals strengt!s and

ea8nesses

Steer t!e Board and Strategic Planning ommittee t!roug! t!e

process

Ceep t!e planning process on trac8

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, consultant cannot substitute for t!e Boards uniue 8noledge of

t!e !ospital and its mission. )!e consultant is not t!e planner.

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THE TEP OF THE TRATE!IC P"ANNIN!

)!e steps of t!e strategic planning process usuall( include0

Get organi+ed

Perform an environmental assessment

&evelop a vision &evelop t!e mission statement

&evelop strategies

Prepare t!e strategic plan

,pprove t!e plan

Implement t!e plan

%onitor and update t!e plan

"ac! Governing Board s!ould design a process t!at is realistic and

t!at or8s for its !ospital. Steps can be combined and completed at

t!e same time. )!e( ma( be completed in a different orderdepending on t!e planning process. Planning s!ould focus on t!e

critical issues t!at ill determine t!e !ospitals future success or

failure. ,s (ou design (our strategic planning process6 anser t!ese

uestions0

:!at is t!e Governing Boards e#perience it! planningF

:!at is t!e Boards commitment to strategic planningF

'o muc! time and resources are needed from t!e Board6

administration and staffF

&oes t!e Board or !ospital !ave a 8noledgeable person to guidet!e planning processF

:!at tec!nical or political issues ma( ariseF

Strategic plans !ave been completed in a one3da( retreat. 'oever6

it is more li8el( to ta8e 4 to 12 !ours of actual Strategic Planning

ommittee meeting time. )!e lengt! of time depends on t!e

availabilit( of needed information6 t!e e#pertise of t!e Strategic

Planning ommittee and t!e staff and resources allocated to t!e

process.

)o to si# !ours is a good lengt! for Strategic Planning ommittee

meetings. %eetings s!ould be long enoug! to discuss issues and

s!ould occur at least once ever( to ee8s until t!e plan is

completed.

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G") $RG,=IH"&

"ver(one needs to be committed to t!e planning process. &ont begin

it!out t!e commitment of Board members6 t!e "$ and t!e medical

staff. >earn about strategic planning and !o (our !ospital can use it.

&iscuss !at strategic planning can accomplis!6 an( concerns Board

members !ave and !at problems ma( occur. &ecide if outside !elpis needed. $utline t!e planning steps (our !ospital ill ta8e.

It is important not to design a planning process t!at ta8es more time

t!an can realisticall( be e#pected from staff or t!e Board. ?orm a

planning team of five to ten people. )!e larger t!e team6 t!e more

structure ill be needed at strategic planning team meetings. )!e

team could include0

Board representatives

)!e "$ %edical staff representatives

Staff members !o !ave patient care responsibilities

ommunit( representatives

onsultants or ot!er resource people

)!e planning team members need to be able to or8 toget!er6 !ave

different viepoints6 be creative and understand !ealt! care trends

and t!e !ospital.

P"R?$R% ,= "=-IR$=%"=),> ,SS"SS%"=)

$ne step in strategic planning is a t!oroug!6 obective environmentalassessment. )!is includes a realistic assessment of t!e !ospitals

!istor( and present situation6 its strengt!s6 ea8nesses6 opportunities

and t!reats 7S:$)9. )!e result of t!is anal(sis is a list of critical

issues for t!e future. )!e !ospital functions in to environments ,=

&ocumentation of t!e decisions made occurs t!roug! preparation of

t!e strategic plan. ?ocusing on goals6 strategies and obectives6 t!e

Strategic Planning ommittee assigns responsibilit( for ac!ievingt!ese obectives6 specifies t!e timetable b( !ic! eac! is to be

accomplis!ed and determines !at resources are reuired to

accomplis! eac! obective.

)!e plan s!ould serve as a guide for all activit( and direct t!e !ospital

toard a preferred future. , simple6 brief plan it! s!ort3 and long3

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term obectives encourages t!e !ospital to move a!ead and

specificall( identifies t!e pat! for doing so.

&ecide on t!e format for (our ritten strategic plan and outline !at

it ill loo8 li8e6 based on t!e needs of (our !ospital. )!e plan mig!t

include0

Summar( of t!e strategic planning process

'istor( of t!e !ospital

-ision statement

%ission statement

)arget population

ommunit( served b( t!e !ospital

?uture issues facing t!e !ospital

,nal(sis of strengt!s and ea8nesses6 including mar8et s!are and

competition6 facilities6 programs and services6 medical staff6operations and finances

,ssumptions upon !ic! t!e plan is based

Goals and obectives

Implementation strategies

$rgani+ational structure planned for t!e future

Plans for buildings6 tec!nolog( or renovation

%ar8eting plans

Ce( relations!ips and !o t!e( ill be maintained6 improved or

developed

$rgani+ational polices for t!e future Plans for t!e Governing Board < structure6 role and responsibilities

ontingenc( plans

&raft (our strategic plan. It is easier if one to to members of t!e

Strategic Planning ommittee put toget!er t!e draft of t!e plan.

,PPR$-" )'" P>,=

)!e Strategic Planning ommittee revies t!e draft. )!e draft plan

s!ould also be revieed b( ot!ers6 suc! as staff members6 interested

communit( leaders and people !o !ave a sta8e in t!e !ospitals

future. )!en ma8e needed revisions. It is important to develop a plant!at can be understood and carried out. )!e ommittee submits t!e

plan for Board approval.

I%P>"%"=) )'" P>,=

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)!e Board aut!ori+es t!e "$ to initiate t!e implementation process

t!roug! polic( modifications6 !iring staff or purc!asing euipment6

appointing special tas8 forces or allocating and budgeting funds.

)!e Board6 t!e communit( and t!e medical and !ospital staff s!ould

be aare of and understand t!e plan. )!e plan s!ould becommunicated to all.

%$=I)$R ,=& ;P&,)" )'" S)R,)"GI P>,=

Strategic plans s!ould be monitored continuall( and updated annuall(.

Given t!e rapidl( c!anging !ealt! care environment6 uarterl( revies

of processes ma( be needed. ;pdating of t!e strategic plan s!ould

occur before budget development. ;pdating reuires revieing t!e

!ospitals performance6 t!e plans obectives6 c!anges in

opportunities6 t!reats6 strengt!s and ea8nesses and critical issues.

Revisions to t!e plan are t!en made and included in t!e budget.

)!e strategic plan needs to be adusted !en conditions c!ange6

!en ne information becomes available or !en t!e !ealt! care

deliver( s(stem c!anges.

REO%RCE

%ore information about strategic planning for !ealt!care organi+ations

can be found in t!e folloing ebsites and boo8s0

1. enter for 'ealt!care Governance0 www.americangovernance.com

2. ,merican 'ospital ,ssociation0 www.aha.org

/. )!e Governance Institute0 www.governanceinstitute.com

4. 'ealt!care Strategic Planning6 2nd"dition b( ,lan Huc8erman6

?,'"

5. ?undamentals of Strategic Planning for 'ealt!care $rgani+ations

b( Robert Stevens6 &avid >oudon and R. 'enr( %igliore.

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http://www.americangovernance.com/http://www.aha.org/http://www.governanceinstitute.com/http://www.americangovernance.com/http://www.aha.org/http://www.governanceinstitute.com/


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,merican 'ospital ,ssociation6 #he Guide to Governance for $ospital #rustees6

!icago6 I>6 1EE.

Bader6 Barr(6 Strategic Planning6J .GreatBoards.org.6 ?ebruar(6 2*.

Bader6 Barr(6 %ive &e's to (uilding an )*cellent Governing (oard6 Roc8ville6 %&0Bader and ,ssociates6 Inc.6 1EE1.

Barr(6 Br(an6 Strategic Planning Workook for Nonprofit Organizations6 St. Paul6 %=0,m!erst '. :ilder ?oundation6 1EE1. 7Reprinted it! permission9

&alton6 Kames6 Kennifer Karrett and Ko!n %a!affie6 %rom Scan to Plan: +ntegrating#rends +nto the Strateg',-aking Process! :as!ington6 &..0 ,merican Societ( of,ssociation "#ecutives6 2/.

'ospital )rustee ,ssociation of Penns(lvania6 $#A #rustee %olios6 'arrisburg6 P,.

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Kennings6 R(an ?edra and ompan(6 Strategic Planning Workook6 !icago6 I>0,merican 'ospital ,ssociation6 1EDE.

>andr(6 !arles6 Strategic Planning b( Rural )e#as 'ospitals6J #e*as 0ournal of1ural $ealth6 )!ird Muarter6 1EE2.

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%an8ins6 %ic!ael and Ric!ard Steele6 )urning Great Strateg( Into GreatPerformance6 $arvard (usiness 1eview!Kul(3,ugust6 256 pp.*53A2

%int+berg6 'enr( et.al.6 #he Strateg' Proces! 2thedition! "ngleood liffs6 =K0Prentice 'all6 22.

$rli8off6 Kames and %ar( )otten6 Strategic Planning b( t!e Board6J #rusteeWorkook!Kul(,ugust6 1EE5.

$rli8off6 Kames and %ar( )otten6 #he #rustee $andook for $ealth are Governance!second edition6 !icago6 I>0 ,merican 'ospital Publis!ing6 Inc.6 21.

Par8 Kr.6 &abne( G.6 Strategic Planning and the Nonprofit (oard6 :as!ington6 &0=ational enter for =onprofit Boards6 =ovember6 1EE2.

Pointer6 &ennis &.6 $rli8off6 Kames ".6 Board :or80 Governing 'ealt! are$rgani+ations6 Kosse(3Bass6 San ?rancisco 1EEE

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http://www.greatboards.org/http://www.greatboards.org/


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Strategic Planning Health

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