Professional Documents
Culture Documents
Dwi Lbm5 MARS
Dwi Lbm5 MARS
Step 7
1. Strategic plan
Definition
Strategic planning is a process for defining and
determining an organizations roles, priorities, and direction
over three to five years. A strategic plan sets forth what an
organization plans to achieve, how it will achieve it, and how it
will know if it has achieved it. The strategic plan provides a
guide for making decisions on allocating resources and on
taking action to pursue strategies and priorities. A health
departments strategic plan focuses on the entire health
department.1
http://www.health.state.mn.us/divs/cfh/ophp/system/planning/
stratplan/
What is Strategic Planning? Strategic planning is
managing for results.
It is defined as a long-term, future-oriented process of
assessment, goal
setting, and strategy building that maps an explicit path
between the present
and a vision of the future, that relies on careful consideration
of an
organizations capabilities and environment, and leads to
priority-based
resource allocation and other decisions. It is a disciplined
effort to produce
fundamental decisions and actions that shape and guide what
an agency is,
what it does, and why it does it. It includes the process of
developing a
strategic plan. A strategic plan is an agencys comprehensive
plan to address
its business needs; i.e., to successfully carry out its
programmatic mission.
Because strategic planning is a team effort that builds
consensus on a future
direction for an agency, the process itself is more important
than the
resulting document.
The California State Government Strategic Planning and
Performance
Step
http://www.health.state.mn.us/divs/cfh/ophp/system/planning/stratplan/
In simple terms, strategic planning helps an agency ask four basic
questions:
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.pdf
Purpose
Purpose of Planning. The purpose of planning is to
improve the chances of reaching desirable possible outcomes.
The benefits of planning enable an organization to:
(1) prepare for contingencies that could prevent it from
attaining its goals,
(2) prepare a framework for the organizations orderly growth
and progress, and
(3) have a strategy for the allocation of resources in a manner
that will allow the organization to meet its goals.
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
An organizational strategic plan sets a course for
strengthening a CHB ( Community Health Board )to
effectively carry out its public health functions. For
administrators and oversight bodies, a strategic plan
provides a guide to allocate financial and human resources
and creates a set of measurable and time framed targets so
that progress can be tracked. For public health staf, a
strategic plan offers opportunities to contribute to their CHBs
efforts to strengthen public health practice.
Classification
o Strategi integrasi : untuk mengintegrasikan program
rumah sakit itu sndri
o Strategi intensif: memantau p esaing di sekitar
lingkungan, jika ada produk yg sama maka perlu
ditingkatkan produk yg sama
o Diversifikasi : menambah produk atau jasa baru
o Defensif : penghematan biaya , menaikkan penjualan
dan laba
Benefit
Our strategy is to advance a patient-oriented approach in our
Centres of Excellence which enables us to take a leadership
position and to most effectively serve our stakeholders:
For Patients and Families: a Hospital committed to serving
patients needs, in our key areas of focus, from wellness and
disease prevention to treatment and follow-up.
For Staf: a healthy, supportive, interdisciplinary work
environment in which each member of Hospital team
continues to feel connected with our patient-centred approach
and the importance of his/her role in its successful
implementation.
For Government and the Local Health Integration
Network
(LHIN): a hospital delivering on its promise and vital role
within the health-care system.
For our Partners, including Hospitals, Educational
Institutions and Community Agencies: a committed
partner working together for effective co-ordinated and
integrated services.
For our Financial Partners and Donors: a fiduciary
commitment to financial responsibility, risk management and
innovation.
For our Board: a Hospital where the status quo is not an
option. If we are standing still, we are regressing.
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
There are a number of ways we intend to dothis through this
strategic planning exercise:
Renewed focus on the experience of our patients and
employees.
Increased performance measurement and management and
promoting transparency with the public.
Heightened focus on clinical and research integration to
improve clinical practice and deliver personalized medicine.
Targeted partnerships with other organizations to coordinate patient care in order to promote co-ordinated care for
our clients both when they are in and out of our institution.
Vigilant attention to the financial health and viability of our
key programs.
Process
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
http://www.health.state.mn.us/divs/cfh/ophp/system/planning/stratplan/
Strategic planning is a team effort. It involves all levels and functional units
of an agencytop executives, middle managers and supervisors, and
employees. Although strategic planning begins at the top, leaders should
seek and reflect the input of managers, supervisors, and front-line
employees
who may know their customers and services best.
The size of the team will vary with the size and complexity of the agency.
In
a large agency, all of the participants listed below may be involved.
Depending on the size of the agency, successful strategic planning may
include the following team participants:
Director, who provides the leadership necessary to define the
mission, craft the vision, and express the principles of the agency.
The director must lead and actively support the planning process.
Members of Boards/Commissions play an important policymaking
role in the planning process. Boards and Commissions can
assist in developing the mission, principles, and vision of the agency.
They can also provide valuable feedback during the planning process.
Executive Management Team, consisting of the agencys top
management and other staff, use their knowledge of services and
functional areas to: (1) work with the director in defining the
agencys mission, expressing the agencys principles, and crafting an
agency-wide vision; (2) set goals to provide direction for the whole
agency and to address identified issues, problems, and opportunities;
and (3) monitor overall progress and results. (In some agencies,
senior executives may set objectives and strategies as well.) The
team should include knowledgeable individuals from all programs or
services operated by the agency, yet not become so large as to be
cumbersome. Many agencies already have executive management
teams that routinely meet and handle management issues. This group may
serve as the nucleus of the planning team, along with
additional resource persons who can contribute because of their
knowledge, regardless of their rank in the agency.
Quality Councils, if established, can ensure coordination of
the strategic planning process with the agencys quality improvement
efforts.
Middle Managers, Program Managers, Supervisors, and
Front-line Employees, who have direct program involvement and
can carry the planning process into the program leveldefining
program missions and principles, setting program goals and specific
objectives, developing courses of action or strategies to achieve
objectives, operationalizing strategies through action plans, establishing
and maintaining performance measures, and determining
needed resources.
Financial or Budget Managers, who must analyze fiscal impacts
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
2. Executive summary
Definition
The executive summary is often considered the most important section of a
business plan. This section briefly tells your reader where your company is,
where you want to take it, and why your business idea will be successful. If
you are seeking financing, the executive summary is also your first
opportunity to grab a potential investors interest.
The executive summary should highlight the strengths of your overall plan and
therefore be the last section you write. However, it usually appears first in
your business plan document
http://www.sba.gov/content/business-plan-executive-summary
Step
Below are several key points that your executive summary should include
based on the stage of your business.
If You Are an Established Business
If you are an established business, be sure to include the following
information:
With the exception of the mission statement, all of the information in the
executive summary should be covered in a concise fashion and kept to one
page. The executive summary is the first part of your business plan many
people will see, so each word should count.
If You Are a Startup or New Business
If you are just starting a business, you won't have as much information as an
established company. Instead, focus on your experience and background as
well as the decisions that led you to start this particular enterprise.
Demonstrate that you have done thorough market analysis. Include
information about a need or gap in your target market, and how your particular
solutions can fill it. Convince the reader that you can succeed in your target
market, then address your future plans.
Remember, your Executive Summary will be the last thing you write. So the
first section of the business plan that you will tackle is the Company
Description section.
http://www.sba.gov/content/business-plan-executive-summary
1. Write and organize the rest of your document, whether
it is a report, business plan, proposal, manual, or other
piece.
2. Review the document, looking for its main ideas. Your
headings and organization will help to guide you. For instance, a
business plan may have four main components: Technical,
Marketing, Finance, and Human Resources.
3. Write the summary so that it includes the main ideas
that you want to communicate. The following is an outline of
each section as well as a brief commentary on each section:
4. The Grab - This section is probably the most important
part of your entire executive summary. In two or three
sentences you should tell the reader why your business is
special. Maybe you have Michael Jordan as a customer and he
has promoted your product on Twitter for free. Maybe you just
signed a partnership agreement with Google. Maybe you were
just awarded a patent, or maybe you just made your first big
sale. Sometimes just a simple quote or testimonial might be
enough, the key is to grab the attention of your audience and
draw them in to the rest of the document.
5. Big Problem - The first ingredient of a great idea is a Big
Problem, so explain the Big Problem that your product
addresses. For instance, there is too much traffic in Chicago,
and everyone hates traffic. Everyone in the room should be
saying "yeah I hate that."
6. Unique Solution - The big problem is the easy part. Now
you have to convince the reader that you have come up with a
unique solution for the big problem. If you have these two
ingredients you have the makings of a great idea. Maybe you
developed a new traffic control system that will save one
minute for every person in Chicago, each day, during their
commute. One minute each day is valuable when you are
talking about a couple million people.
7. Market Potential - Elaborate on the big problem by
providing stats for your industry. Be careful not to pretend
that you have a larger market than you do! The fact that the
medical device industry is $100 billion annually means nothing
because your new medical device will only serve a small
http://www.wikihow.com/Write-an-Executive-Summary
Purpose
Condense, simplify and highlight1
A good executive summary:
Gives an overview of your paper
Highlights the main conclusions and some of the most
important points
Outlines the structure of the rest of the paper, to help the
reader navigate it
Captures the attention of the reader and ideally moves them
to action.
http://www.dlprog.org/ftp/view/Public%20Folder/House
%20style%20and%20writing%20guides/How%20to%20write
%20an%20executive%20summary.pdf
Benefit
o Untuk memberikan gambaran secara cepat dan mudah
dalam pengambilan keputusan sehingga dapat dipahami
secara jelas dan cepat
Contain
Overarching message of your paper if your reader
remembers only one thing about your paper,
what do you want that to be?
The main conclusions and/or policy implications of your
paper.
Key findings - if your paper contains new evidence or
information about something thats first, best,
or contributes to the solution of a major problem, mention it
here.
If relevant, you may wish to include a call to action what
do you want the reader to do as a result
of reading your paper?
Here or in the introduction, a point that establishes your
credibility.
You do not need to refer to every element of your paper.
To provide policy direction HOSPITAL will be implemented in the annual event which
is based on the analysis of quantitative and qualitative performance HOSPITAL.
conglomerate.
d. Defensive Strategies
Besides integrative strategies, intensive, and divertifikasi, organizations can also run cost
rationalization strategy, divestiture, or liquidation.
Cost rationalization, occurs when an organization restructure through cost savings and
assets to increase the sales and profits are declining. Sometimes referred to as a strategy to
turn around (turnaround) or reorganization, rationalization of costs is designed to reinforce
the organization's basic distinctive competence. During the process of rationalization of
costs, strategic planner to work with limited resources and face pressure from shareholders,
employees and the media.
Divestment is selling a division or part of the organization.Divestment is often used to
increase the capital fund would be used for the acquisition or strategic investment
further. Divestiture can be part of the overall cost rationalization strategies to release the
organization of the business unprofitable, that require too much capital, or incompatible with
other activities in the company.Liquidation is to sell all the assets of a company in stages
according to the real value of the asset. Liquidation is recognition of defeat and the result is
a strategy that can be emotionally difficult.However, it might be better to cease operations
rather than continue to suffer losses in large numbers.
e. General Strategies
According to Porter, there are three cornerstone strategies that can help organizations gain a
competitive advantage, namely cost advantage, differentiation, and focus. Porter named
three general strategies. Emphasis on manufacturing cost advantage of standard products
with very low cost per unit for consumers who are sensitive to price changes. Differentiation
is a strategy with a goal to make products and provide services that are considered to be
unique in the entire industry and aimed at consumers who are relatively not too concerned
about the price change. Focus means making products and providing services that meet the
needs of a small group of consumers.
General Strategies of Michael Porter
1. superior in cost benefitintegration strategy forward, backward and horizontal Strategy
Excellence for running costs
2. not guarantee competitive advantageDifferentiation Strategies offers several levels of
differentiation
3. depending on the industry segment adequate size, good growth potentialStrategy
Focus
4. total revenue minus total costs of all activities undertaken to develop and market a
product or service equal to the valueValue Chain
5. What are the factors that influence the strategic plan HOSPITAL?
a. Socio-economic development of the communities
Due to development outcomes that have been achieved by Indonesia, the nation's socioeconomic conditions gradually improved. The impact of the hospital is the hospital will try to
improve the quality of service in all areas
(Including preparing for a VIP room).
b. The development of science and technology in medical field.
As a result of the development of science and technology, many hospitals are competing for
the use of sophisticated equipment barn, so the cost of medical care becomes increasingly
Vision: outlines what the organization wants to be, or how it wants the world in which it
operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the
future. It can be emotive[citation needed] and is a source of inspiration. For example, a charity working
with the poor might have a vision statement which reads "A World without Poverty."
Values: Beliefs that are shared among the stakeholders of an organization. Values drive
an organization's culture[citation needed] and priorities and provide a framework in which decisions are
made. For example, "Knowledge and skills are the keys to success" or "give a man bread and
feed him for a day, but teach him to farm and feed him for life". These example maxims may set
the priorities of self-sufficiency over shelter.
Strategy: Strategy, narrowly defined, means "the art of the general". [citation needed] - a
combination of the ends (goals) for which the firm is striving and the means (policies) by which it
is seeking to get there. A strategy is sometimes called a roadmap - which is the path chosen to
plow towards the end vision. The most important part of implementing the strategy [citation needed] is
ensuring the company is going in the right direction which is towards the end vision.