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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