Post on 03-Jun-2020
8/21/2015
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Terri Phillips
Rebecca Pettit
Hospice & Palliative Care of Iredell County
Learning Objectives: Define key steps in the development of strategic planning
Describe how to align goals based on market demand and conditions
Review liabilities and mistakes to avoid in planning
Identify data analytics necessary in scorecard to drive financial, clinical and operational decisions
Discuss utilization of scorecard to measure self-assessment and success in achieving key goals
Operational Plan
Constraints RegulatoryExpenseTime
Mission
Vision
Values
Strategic Opportunities and
Priorities
Strategic Plan
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What is Strategic Planning
An organization’s process of defining its strategy, or direction and making decisions on allocation of resources to pursue this strategy
5 Step Process
Determine where you are—gather all your facts
Identify what is important
Define what you must achieve
Determine who is accountable
Review… Review…Review…
10 Musts for Planning to Succeed Capable leadership to oversee process, monitor and
update the plan
Review the plan at every leadership meeting
Package in matrix format that defines goals by key areas with tactical plan for each—every area assigned to workgroup
Workgroup/action teams develop strategies with tactics, timing and assign responsibility for goal
Workgroup involves stakeholders in process
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10 Musts for Planning to Succeed Devote enough time for planning. At least 24 hours for
Leadership team to go through planning process and addition time devoted to workgroups
Goals, objectives and action plan (tactics) must be measureable and someone on leadership assigned to each
Need to amend and update plan throughout the year.
Keep it simple and do not over complicate
Involve all stakeholders including BOD, employees, volunteers
Avoiding the Top 10 Mistakes Give managers goals relevant to their position in the
organization.
Assign goal weights according to the target's importance and impact.
Make sure the weights given to leaders' goals are aligned with their responsibilities.
Don't confuse a tactic with a goal — a tactic is the process/project used to reach a goal.
Regulatory standards are not goals — they're expectations.
Avoiding the Top 10 Mistakes Failing to require leaders who have influence over far reaching,
organization-wide goals to own those targets.
Define the measurement criteria for achieving a goal and what success will look like.
Instruct leaders to prioritize work on goals according to importance versus ease.
Applying the same "percent improvement" for all leaders allows those close to the bottom to make modest improvements. Adjust your expectations based on different levels of performance.
10. Don't put the cart before the horse: Outcomes and results should be the priority — the awards will come.
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Physician Leadership:
Goals:
A. Improve collaboration between clinical teams—homecare and inpatient unit
B. Improve medical practice/clinical team employee satisfaction
C. Reduce Medication Costs: both homecare and inpatient unit
Clinical Team LeadershipGoals:A. Maximize available clinical resources to support mission of
HPCIC
B. Commitment from each clinical department leader to invest in employee growth and development.
C. Reduce Medication Costs: both homecare and GHH
Strategies for improvement: Next Steps…
Build on what you have already identified as key metrics and goals.
Define new metrics based on our strategic planning meetings.
Development of tool for ongoing monitoring such as Access Database
Target Date to begin monitoring with
scorecard program and a more transparent
view of your organization
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Why a Balanced Scorecard?
Provides a system for tracking strategic priorities
Leaders measure outcomes and processes using a “balanced” approach i.e. considers all points of view
Demonstrate commitment to quality and service
Assure financial stability
Create an excellent work environment (people)
Protect and grow market share
Assure smooth operations and processes between and among departments
To honor life by providing extraordinary care with compassion, comfort and dignity to our patients,
families and community
*Five Pillars from the StudorGroup
HPCIC Balanced ScorecardThe Five Pillars of Excellence
1. Service – Patient/family Satisfaction,
2. Quality – Hospice quality measures, QAPI Team outcomes, accreditation monitoring
3. People – Recruitment/retention, employee satisfaction
4. Growth – Referrals, Admissions, New programs
5. Finance – Operating Revenue, operating Income, Net Income, denial rates, costs per patient day
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Organizational ScorecardPromotes
Ongoing data analysis to
Support the strategic goals of the organization
Create a culture of accountability
Accurate and timely data collection and sharing of information for collaborative improvement
Evidence-based standards, benchmarks and thresholds
Frequent reevaluation and highlights variance from goals
Regular and as needed realignment of action plans
Avoid bias toward financial goals
HPCIC Balanced Scorecard Strategic planning goals and key indicators can be
incorporated into departmental monitoring plans
Involvement all departments, service lines, disciplines, teams
Homecare, Hospice House, Social Workers, Chaplains, Nursing, Volunteers, Bereavement, Grief Groups/Camps, Palliative Care, New programs
Key strategy decisions are supported by data that are current and readily available
Scorecard builds accountability
Each department manager/director is responsible for identifying, collecting and reporting on their own departmental measures
Results from departmental measures flow up to organizational measures on the scorecard
Departmental Level Reporting
Accountability for services provided
Attention to department or organization priorities
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HPCIC Balanced Scorecard Database Available to all Leaders in the organization
Indicators can be initiated, revised or retired
Results are to be entered each month to yield quarterly totals or averages
Reports by department, service lines, organization-wide, or by pillar
If you have accomplished all that you
have planned for yourself, you have not
planned enough.
Edward Everett Hale