NAM E O F H OS P I TAL

S T RAT EG I C P L A N
Select this paragraph and replace with
the descriptive name of the plan
200X-200Y
 Descriptive Name of the PLAN

Strategic Plan Template Version 2, 2009.

This work is licensed under a Creative Commons Attribution 2.5

Australia License

Ian Hughes claims moral rights as author of this template. You are
free to use, copy, distribute, display, alter, transform, or build upon
this work provided you attribute the original template (but not any
plan or other work derived from it) to Ian Hughes.
Version 2 was developed with support from The Research Institute for
Asia and the Pacific in The University of Sydney, Australia.
If you have any comments or feedback please send them by email to
[email protected]

Add publication and copyright data to this page.

Planning Team
List names of
All the members
Of the Planning Team
With collaboration of
List people
And groups
Who contributed to this plan
 N AME OF H OS P ITA L S TR ATEG IC P LAN 200X-200Y

CONTENTS

Contents.........................................................................................................2

Introduction.................................................................................................... .3

Planning to plan..............................................................................................4

Most Important Thing............................................................................... .......5

Purpose Formulation.......................................................................................6

Statement of Purpose.....................................................................................8

Vision...................................................................................... ........................9

Values Scan............................................................................................. ......10

Driving forces........................................................................................ ........11

Culture Scan.................................................................................................12

SWOT Analysis..............................................................................................13

Strategic issues........................................................................................ .....14

Choose management style...........................................................................15

Action plan..................................................................................... ...............16

Emergent issue.............................................................................................18

Environmental Monitor..................................................................................19

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INTRODUCTION
This template only helps you with the layout and presentation of your plan for strategic
management of a hospital. You must use reading, collaboration and especially participation
by stakeholders to develop the plan.
Read the instructions which are on this template. Then select and replace this typing
with your own introduction. This 2009 version is designed for strategic management of a
hospital but can be adapted to meet the needs of other organisations.
The best written, presented and laid out plan is a waste of time if it the process is not
participatory, if it ignores major ‘unspoken’ issues, or if it is impossible to attain. If you
plan does not reflect what the people who will be affected by it want, and with hard work
can hope to achieve, then it is a waste of time.
The template is designed in Microsoft Word 2003. Change the information on the
pages to contain the information you would like. Select the text in each of the labelled
boxes, and replace it with the information required for your strategic plan.
This template is complete with Styles for a Table of Contents and an Index. From the
Insert menu, choose Index and Tables. Click on the tab you would like. Be sure to choose
the Custom Format. To add information in the body of your plan, use Styles such as
Heading 1-5, Body Text, Block Quotation, List Bullet, and List Number from the Style
control on the Formatting toolbar.
Choose ‘File | Save As’ to save the file under a new name to protect the original
template and old versions. You may want to come back to earlier versions of your strategic
plan.

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PLANNING TO PLAN

OUR SYSTEM Write a descriptive title of the hospital, service or

system the plan relates to

OUR COMMITMENT A statement that the Executive Officer will provide

time and resources needed to complete the
participatory planning cycle

OUR PLANNING List the names and positions of the people who will
TEAM make the plan

THE STAKE List the people, groups and organisations who may be
HOLDERS affected by this plan

TIME FOR When will the planning team meet?

PLANNING

PLACE FOR Where will the planning team meet? What places will
PLANNING be used for meetings, consultation etc.

STAKE HOLDER-TEAM RELATIONSHIPS

Draw a diagram connecting each stake holder to the planning team on a piece of paper
and attach it to the strategic plan at the end of this part. If you delete this paragraph you
can use the heading.

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MOST IMPORTANT THING

Ask members of the Planning Team and key stakeholders to complete this sentence:

The most important thing about this hospital over the next few years is …

Collect all answers together and summarise them using qualitative research thematic
analysis.

Make a short summary statement of the most important most important thing.

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PURPOSE FORMULATION
The word "purpose" is often preferred to the word "mission". Another word
preferred by stake holders may be used. Answer each of five questions, then
combine the five answers into one statement of purpose.

1. WHAT What services

should the
hospital offer?
What functions
should the
hospital perform?

2. WHO Who are the

people the
hospital should
offer services to?
For whom does
the hospital
perform these
functions?

3. HOW What services will

the hospital offer
to meet client’s
needs?

4. WHY What are the

reasons for this
specific hospital?
Why should the
hospital exist?

Combine these four statements into to make one statement of purpose.

WHAT?

Why?

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HOW? WHO?

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STATEMENT OF PURPOSE

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VISION

Descriptive Name of Plan

Our vision of our future is ...

Give an expression of the vision here after you have

read and discussed what is meant by ‘vision’ in
participatory strategic planning. Do this when you are
ready to, as early in the planning process as you can.

A clear and concrete statement of what the hospital can become is like a guiding star to
give direction, to inspire effort, and give meaning to the existence of the hospital. Giving
expression to a vision for the future provides a lodestar to guide planning and action, and
guides you in dealing with complex issues as they emerge.

Mahatma Ghandi urged us to be the change we want to see. Our vision of the hospital
is a statement of the change we want to be.

Vision is the fundamental reason the hospital exists, why we are here as the hospital.
Vision is crucial both to guide future development of the hospital, and importantly, to
provide direction in times of confusion or crisis.
Vision is the concrete statement of your ultimate dreams for the hospital and the way
we can impact on the world.
Clarifying the vision seems easy but can be a deceptively difficult task. A good vision
is:
Future oriented
Easy to understand and remember
Unique to this hospital
A call to service and care
Inspiring
Brief - try for ten words or less in English or a few Characters in Chinese.

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VALUES SCAN
MEMBERS OF PLANNING TEAM
Name Personal values
Each member of lists his or her own values
the planning team

use the tab key to add more rows

THE STAKE HOLDERS

Stake holder Values

List each main List the values of each (if known)

stake holder
Use statements made by stake holders when
possible

THE HOSPITAL
Name of the Stated philosophy, principles or values
Organisation

Copy or attach a written statement if one exists

Source

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DRIVING FORCES
SERVICES what will we do

CUSTOMERS who will use our

services
TECHNIQUES what methods will
we use
COST CONTROL how we can afford
to do it
OPERATIONS how we can do it

RESOURCES resources we can

make use of
REWARDS what stake
holders will get

DISTINCTIVE What makes our

COMPETENCY hospital different
from others?

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CULTURE SCAN
CUSTOMERS Brief description of the culture of service users

ORGANISATION Brief description of the culture of the organisation

LOCAL COMMUNITY Brief description of cultures in the local

community

COMPETITORS Notes on cultures of other service providers

PLANNING TEAM Cultural background of each member of planning team

PLAN Implications of the cultural context for the plan

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SWOT ANALYSIS

STRENGTHS WEAKNESSES
I
N
T
E
R
N
A
L
OPPORTUNITIES THREATS
E
X
T
E
R
N
A
L

Strengths: attributes of the hospital that are helpful to achieving the mission
Weaknesses: attributes of the hospital that are harmful to achieving the
mission
Opportunities: external conditions that are helpful to achieving the mission
Threats: external conditions which could do damage to the hospital’s mission

Determine whether the mission is attainable, given the SWOTs. If not the
mission of the hospital may need to be reconsidered.

Use SWOT to identify issues and generate strategies by asking these questions
several times:
How can we use and make best use of each Strength?
How can we improve each weakness?
How can we benefit from each opportunity?
How can we mitigate each threat?

From the SWOT analysis and Values Scan with all other information, identify
strategic issues.

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STRATEGIC ISSUES
Copy the following table, and fill out for three to five key strategic issues.

In the ACTION box write what we intend to do about it. (Action should be appropriate
to domain).

STRATEGIC ISSUE Issues must be of strategic importance. Use a separate

copy of this form for each of 3 to 5 key issues.

SITUATION NOW Briefly describe or summarise where we are at now.

KNOWLEDGE Identify whether the issue fits in the domain of Order

DOMAIN (Known or Knowable), Unorder (Complicated or Chaos),
Disorder (Unknown) and if it is a Wicked problem. .

FUTURE STATE Where we would like to be.

SUCCESS How we will know that we have arrived or are on track

INDICATORS towards the future state.

MANAGEMENT Which management style is most appropriate for this

STYLE issue (see ‘Choose Management Style’):
• Project management
• Operational management
• Adaptive management
• Crisis management
• Strategic management
BROAD STRATEGIES This is the heart of the strategic plan. List the few most
important things you will do to achieve your future state.
Don’t go into detail here.

RESOURCES What knowledge, skills, experience, technology, natural

talent or other resources do we need to implement these
strategies and meet the success indicators?
WHO? Who in the hospital will take responsibility for directing,
coordinating, enabling action on this strategic issue?

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CHOOSE MANAGEMENT STYLE

Strategic Management involves selecting the appropriate management style or mix of
management styles for the situation or issue. This requires these steps:
1. Identify the issue or problem
2. Give a rich description of the whole issue or problem
3. Identify the knowledge domain: simple, complicated, complex, chaotic or
disordered according to whether cause and effect relationships are known,
knowable, knowable in retrospect, action is needed too urgently to inquire or there
is disagreement..
4. If disordered, break into parts or sub-problems and allocate these to domains.
5. Plan to adopt the management style appropriate to the domain, or strategic
management to move flexibly between domains.

STRATEGI C MANAG EMENT

COMPLEX COMPLICATED

Adaptive Operational
Management Management

Collaboration Cooperation

DISORDER

SIMPLE
CHAOTIC

Crisis Project
Management Management

Co-ordination
Command

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ACTION PLAN
Copy the template, and fill it out for each issue.

Objectives will be formatted as a numbered list automatically.

ISSUE Type your strategic issue here
STRATEGY 1) First step or tactic
2) Second step or tactic

STEP OR TACTIC

ACTION WHO WHEN OUTCOME

Copy this template and use it

many times in planning and
implementing action to implement
the strategy and achieve our
vision. For each action, name a
person with responsibility to
achieve or coordinate that
activity, when the person should
report on progress. Make a brief
note of the outcome when the
report is made, or the date for
completion arrives.

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EMERGENT ISSUE
This template should be kept and used when the planning process reveals a
need for immediate or changed action.

DATE Date the form is filled out

ISSUE IDENTIFIED During the planning process differences between

what is and what should be will be uncovered

URGENCY When is action needed? What would be the

consequences of not acting or delaying action.

ACTION PLAN What you think should be done

RESPONSIBILITY Who will be responsible for application

COMMITTMENT Executive Officer or Coordinator approves of action

ACTION TAKEN Report of what is done

OUTCOME Report of what happened after the application

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ENVIRONMENTAL MONITOR
The hospital systems are nested within wider environmental systems. Copy
this Environmental Monitor and use it from time to time during the planning
cycle, especially if you notice changes.

DATE

GLOBAL Are there any new technologies, or international

ENVIRONMENT events that may affect this hospital or system?

NATIONAL AND What political events, national or regional government

STATE EVENTS policies, economic changes or other elements in the
national or state environment impact on us?

SOCIAL AND What are the social and cultural expectations, events
CULTURAL and changes which might affect our systems?
ENVIRONMENT

INDUSTRY OR What are current trends and events in the industry or

SERVICE SECTOR service sector? What recent or anticipated
technological changes might affect us?

COMPETITIVE Which hospitals or other organisations offer similar or

ENVIRONMENT competing services? What are they doing?

LOCAL Local events, history, geography, epidemiology,

ENVIRONMENT economy, politics, population trends, interests,
activities etc.

Congratulations on completing your strategic plan.

_______________________________________

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