OUR STRATEGIC PLANNING JOURNEY
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- Magnus Rudolph Mosley
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1 OUR STRATEGIC PLANNING JOURNEY
2 The Department of Medicine Strategic Plan Our roadmap for the future It will shape and guide what the Department of Medicine does, why we do it, and our priorities, with a focus on the future. It will deal with our environment and respond to the needs of: Patients and their caregivers Students / Residents Faculty / Physicians Staff Service Provider partners Our Communities Funders
3 What is Strategic Planning? A process for: Creating our vision Clarifying our mission and values Establishing our strategic directions and goals Setting priorities Allocating resources Creating a model of measurement our scorecard We decide upon and commit to shared goals
4 Provides Us With
5 THE HOW
6 Structuring Change Today s Work Tomorrow s Work
7 Strategic Planning Sets the Stage To: Reflect & Analyze Re-Imagine Collaborate & Communicate Look Forward Question & Challenge Learn Engage & Empower
8 Benefits of Strategic Planning Creates a confident, forward looking plan Creates shared clarity around our vision, values and goals Builds trust-based teamwork and inter-disciplinary partnerships Generates renewed energy and commitment from all stakeholders Builds a solid foundation to measure our progress and to learn and improve Prepares us to move forward and implement
9 Guiding Principles for Our Strategic Planning Process Align resources to the planning & implementation phases. Develop from the needs of your clients and stakeholders. Establish clear goals and accountabilities. Have top-level commitment. Be collaborative and engaging. Develop communications laterally and vertically. Be dynamic, creative and deal with outside world. Be trust-based, transparent & challenge the status quo.
10 Guiding Coalition Roles & Responsibilities Champion for the strategic planning process Connections to key stakeholders within the department and at the leadership tables across the hospital and university Provide counsel, advice and reflection on planning, findings and outcomes Make decisions and recommendations
11 WHO IS ENGAGED IN STRATEGIC PLANNING? LEADERS / DECISION MAKERS EMPLOYEES FOCUS GROUPS DIALOGUE & COLLABORATION PATIENTS PATIENT CAREGIVERS SERVICE PROVIDER PARTNERS STUDENTS / RESIDENTS ENGAGEMENT OPPORTUNITIES COMMUNITY AGENCIES THE COMMUNITY
12 WHAT IS OUR PLANNING TOOL?
13 THE BALANCED SCORECARD STRATEGY MAP
14 Strategy Consists Of Several Parallel And Complementary Themes We do this part together Vision or BHAG describing the overall goal and value that will be provided to stakeholders by closing the strategic gap Value Creation Process That meet our stakeholders expectations Financial Perspective Customer Perspective Improve productivity Operational excellence value proposition Create loyalty through operational excellence Increase value for patient Customer solution value proposition Enhance demand through partnerships Improve outcome Innovation value proposition Increase Research $ through innovation That provide a satisfying patient experience Process Perspective To deliver the strategic processes Learning and growth Perspective Human Capital Organization Capital Research Capital We will enable our people
15 Western Medicine: Integrating Silos ICES POEM; Personalized Medicine Divisions Department of Medicine Chronic Disease Management CTU CERI Health Services Research
16 What Makes BSC Strategic Planning Special? Tells your strategic story in one page It demonstrates cause & effect relationships Shows employees how they fit Helps you focus on outcomes Enables the creation of a Balanced scorecard Aligns resources to goals and objectives Lays a strong foundation for implementation Embeds strategy into your department culture
17 What Happens Along our Strategic Planning Journey?
18
19 OUR JOURNEY BEGINS NOW
KEY CONCEPTS AND IDEAS
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