Strategic planning in healthcare facilities encompasses a spectrum ofactivities that are in turn able to place healthcare services in afavorable position within the market (Ellis, 2013). Healthcarefacilities that practice strategic planning techniques often createindicating how the methods it wishes to makes progress from thecurrents the current situation to the future desired situation.
Strategic planning has to inclusive of all seven comprehensive steps.These are the main steps, and they include the development of themission and objectives, analysis of the environment, formation andselection of the most appropriate strategy, goals related to thestrategy, operational planning, and assessment of the results andreformation of the strategy.
Defining Mission, Vision and Values
Defines the value and the purpose of the organization towards achieving its goals
Analysis of the internal and the external environment
The Swot matrix.
Due to the step undertaken so far, different strategic alternatives have been formulated. The selection of the best proposal take place afterwards.
Strategic areas and objectives
Choosing the areas of focus in the future
Aimed at making the specific and recognizable objectives in the strategic planning
Assessing the Result
Done on a collective basis
Target value for the parameters
Comparison between measurements and predetermined standards
Reformulating the Strategy
The planning should allow for change to occur
The mission statement is a strategy that will be able to define theaim of the healthcare organization. Therefore, the mission statementshould be short and precise to the point. The vision of theorganization, on the other hand, should be able to present the finalimage that the organization would like to acquire (Ellis, 2013).Values aid in governing the organization with the achievement of thevision.
Analysis of the environment consists of the internal, external andthe Swot analysis. With the analysis of the internal environment,client identification is an essential step. This will promotecustomer satisfaction. A competitor is another critical significantaspect. Differentiation of suppliers will be able to provide thehealthcare facility with security. Internal environment analysis onthe hand should consist of an analysis of the resources, the legalsituation, analysis of the clinical care, training and the researchfacility and finally the analysis of other power groups. The swotanalysis will concentrate on the strengths, weaknesses, opportunitiesand threats (Pererra, & Peiro, 2012).
The strategic formulation in an organization is likely to result innumerous alternatives and options that can be used. Classification ofthe alternatives becomes a priority. Afterwards, the selection of themost favorable strategic and elimination of the unsuitable strategiestake place. The strategic plan selected should be able to focus onspecific objectives within the healthcare facility. It ensuresmaximum investment of efforts, the numbers of the strategic rangesshould be restricted. The strategic areas should remain active aslong as the strategic plan remains active (Ellis, 2013).
Operational planning makes the strategic objectives more specific.The objectives must, therefore, have a fixed duration, clearlyquantified this will, in turn, make the business plan as efficientas possible. Assessment of results will be able to determine theeffectiveness of whole strategic planning process (Pererra, &Peiro, 2012). This is because it will assess the efficiency of thestrategic choice, efficacy in the evolution of the strategies, theerror that might have occurred the efficiency of the impact and thepossibility of the environmental changes affecting the analysis ofthe policy.
Reformation of strategies is an essential and final step. Throughtransformation of strategies, the objectives may be modified to bemore suitable and to result in more positive outcomes. Thereformation stage can therefore not be omitted when it comes to thesteps involved in the strategic planning process.
Use of strategic planning within healthcare is essential to clientcontinuously become informed on a daily basis. The healthcarefacility should, therefore, advance itself through strategic planningto enable customers to continue choosing their services over otherhealthcare providers (Pererra, & Peiro, 2012).
Due to continued skilled and professional competitors, healthcarefacilities should strive to advance their scope of knowledge andtechnology. Due the limited resource for production, health carefacilities should ensure that the best and most efficient servicesremain. The healthcare strategic-planning process has therefore growndue to the incorporation of various factors.
Ellis.(2013). Strategicplanning in student affairs: New directions for student services,number 132.San Francisco, Calif: Jossey-Bass.
Pererra, F. R. & Peiro, M. (2012). Strategic Planning inHealthcare Organizations. Cardiologia. vol. 65, No. 8. Retrievedfrom: http://www.revespcardiol.org/en/strategic-planning-in-healthcare-organizations/articulo/90147901/