Founded in 1985, Al Noor hospital provides a complete continuum of healthcare and has places itself among the Leading private hospital services provider in Abu Dhabi. Founded in 2005, the hospital is affiliated %ith 5nited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi in addition to a number of prestigious international hospitals.
Founded in 1985, Al Noor hospital provides a complete continuum of healthcare and has places itself among the Leading private hospital services provider in Abu Dhabi. Founded in 2005, the hospital is affiliated %ith 5nited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi in addition to a number of prestigious international hospitals.
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Founded in 1985, Al Noor hospital provides a complete continuum of healthcare and has places itself among the Leading private hospital services provider in Abu Dhabi. Founded in 2005, the hospital is affiliated %ith 5nited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi in addition to a number of prestigious international hospitals.
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Al Noor Hospital Student name Student d Index ntroducton2 Operations management 3 Importance of Strategc Pannng................................4 Roes and Responsbtes...........................................5 Governng Board Strategc Pannng Commttee Chef Executve Offcer Medca Staff Department Heads Patents and Communty Panner Consutants The Steps of Strategc Pannng..................................6 Get Organzed Perform an Envronmenta Assessment The Interna Assessment The Externa Assessment Deveop a Vson Revew the Msson Statement Deveop Strateges Goa Approach Crtca Issues Approach Scenaro Approach Prepare the Strategc Pan Approve the Pan Impement the Pan Montor and Evauate the Pan Resources..................................................................12 concuson..................................................................13 References................................................................12 2 Introduction Founded in 1985, Al Noor Hospital provides a complete continuum of healthcare and has places itself among the Leading private hospital services provider in Abu Dhabi !elocation of Al Noor Hospital to "halifa #treet in 1999, Al Noor "halifa $ranch %as launched in the &ear '((1 )n '((*, Al Noor Hospital %as established in Al Ain follo%ed b& the inauguration of its uni+ue, purpose,built hospital at Airport !oad in '((8 -he hospital soon evolved into a state,of,the,art healthcare provider, emplo&ing e.perienced medical professionals and the latest facilities )t has since achieved remar/able progress in the healthcare industr& and has recentl& e.panded to Abu Dhabi0s 1estern region, opening speciali2ed clinics in 3adinat 4a&ed, 3irfa and 3ussafah, offering medical services as %ell as emergenc& referrals to its Abu Dhabi branches 1 Al Noor has achieved phenomenal success in path,brea/ing procedures and has placed itself among the tophealthcare institutions in the countr& -he hospital is affiliated %ith 5nited "ingdom0s National Health #ervice and the Health Authorit& Abu Dhabi in addition to a number of )nternational Health )nstitutions 6+uipped %ith the latest and most advanced medical e+uipment the Hospital remains an inventor, al%a&s /een to introduce the latest diagnostic and treatment techni+ues )n April '((( Al Noor %as besto%ed the prestigious )#7 '((' 8ertificate, the first private hospital in Abu Dhabi to achieve this a%ard )n the &ear '((' Al Noor %on the )nternational A%ard for $est 9erformance and has continued to succeed b& achieving the #hei/h "halifa 6.cellence a%ards in '((:, '((5 and '((; -he <8)A Accreditation has recentl& been a%arded to Al Noor Hospital Al Ain 8it&, Al Noor Hospital "halifa #treet and Al Noor Hospital Airport !oad, Abu Dhabi )n '((9, Al Noor %as presented %ith the acclaimed #hei/h "halifa 6.cellence A%ard, =old 8ategor& for its contribution to healthcare =oing be&ond healthcare to promote health& living, Al Noor ta/es a profound interest in creating a%areness about health issues in the region, including diabetes and obesit& Al Noor0s number one priorit& is to serve the societ& %ith the best healthcare services and is committed to maintain its position as one of the finest providers of healthcare in the private sector 1 http://www.anoorhospta.com/ 3 Operations management 7perations management is an area of management concerned with overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that businessoperations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods andor services). !he relationship of operations management to senior management in commercial conte"ts can be compared to the relationship of line officers to highest#level senior officers inmilitary science. !he highest#level officers shape the strategy and revise it over time, while the line officers ma$e tactical decisions in support of carrying out the strategy. In business as in military affairs, the boundaries between levels are not always distinct% tactical information dynamically informs strategy, and individual people often move between roles over time. 4 The Governng Board of a hospta/heath system s responsbe for that hosptas pannng process. A strategc pannng process must be estabshed to poston the hospta/heath system n a rapdy changng envronment. Strategc pannng s the process of determnng what an organzaton wants to be n the future and how t w get there. Hosptas that deveop and mpement strategc pans tend to be more successfu than those that dont. Strategc pannng s dfferent from short-term or operatona pannng. Operatona pannng usuay focuses on an annua cyce and requres the deveopment of yeary ob|ectves and pans. Ths becomes part of the annua budgetng process. Operatona pans ay out how the hospta w move toward ts future durng that year. The future s descrbed n the hosptas strategc pan. Strategc pannng requres that choces be made about your hosptas future. These choces concern your vson and msson, the goas to be pursued, what servces w be offered and to whom, the resources that w be needed (peope, factes, technoogy, money and knowedge) and how they w be acqured. IMPORTANCE OF TRATE!IC P"ANNIN! A hospta/heath system shoud pan for ts future to: Improve the hosptas performance Determne the hosptas future drecton Provde hgh quaty heath care servces Optmze resource aocaton Meet accredtaton and reguatory requrements Meet the hosptas vson and msson statement Maxmze ts chances for success Strategc pannng s wdey practced by Washngton hosptas and heath systems. Strategc pannng can have a postve effect on a hospta, but t s not the answer n a stuatons or to a probems. Before engagng n strategc pannng, the Governng Board needs to: Understand what strategc pannng s and how to do t 5 Determne f the hospta s stabe. If the hospta s n a crss - for exampe, n danger of cosng - the crss must be deat wth mmedatey Identfy whether a need for change exsts Be commtted to the pannng process and ncude the partcpaton of the hospta admnstraton, communty, physcans and staff Decde f the hospta has the capabty, resources and commtment needed for the pannng process Pannng takes tme and money. Both must be aotted to the process. It s mportant to make sure that the necessary resources, ncudng Board and staff tme, are avaabe to pan for the future and keep operatng n the present. RO"E AN# REPONI$I"ITIE GOVERNING BOARD The Governng Board has the prncpa responsbty for strategc pannng. The Board gudes the deveopment of the pan consstent wth the hosptas msson, phosophy and vaues. The roe of the Governng Board n strategc pannng process ncudes: Approva of the hosptas vson, msson statement and goas Suggeston and consderatons of strateges Approva of the strategc pan and ts mpementaton Montorng and updatng the pan and ts mpementaton The char of the Governng Board apponts the Strategc Pannng Commttee. STRATEGIC PLANNING COMMITTEE The Strategc Pannng Commttee s responsbe for:
Organzng the pannng process Schedung and conductng meetngs Focusng the pannng process Ensurng that Board and communty vaues are refected n the pan Deveopng the strategc pan Perodcay revewng the hosptas msson and vson statement Montorng trends, demographcs, technoogy and communty needs Revewng and approvng annua strategc pannng goas and ob|ectves Montorng progress toward ob|ectves 6 CHIEF EXECUTIVE OFFICER The hosptas chef executve offcer (CEO) s nvoved n the pannng process as a strategst, organzer, tactcan and factator. The CEO s responsbe for carryng out the strategc pan after t s approved by the Board. 7 MEDICAL STAFF Invovement of the medca staff n strategc pannng s fundamenta to ensurng the deveopment and mpementaton of the strategc pan. Ths nvovement can take severa forms. Representatves of the medca staff shoud serve on the Strategc Pannng Commttee. The medca staff may have ts own pannng responsbtes and, upon competon of those responsbtes, report the resuts to the Strategc Pannng Commttee. DEPARTMENT HEADS Hospta department heads make an extremey vauabe contrbuton to the strategc pannng process. Ther nterna, functona pannng serves a ma|or roe n deveopng ob|ectves, weghng aternatves and mpementng the Board-approved pan. PATIENTS AND COMMUNITY The roe of patents and the communty n the strategc pannng process merts speca consderaton, for these groups provde nformaton whch nourshes two vta steps n the hosptas pannng: anayss of the nterna and externa envronments, and deveopment of the hosptas msson. Whe actua partcpaton by these groups n the process may be mted, communty and patent use of and atttudes about the hospta are refected n a steps of the pannng process. PLANNER The hospta panner s nvoved n staffng a aspects of the pannng process. The panner performs feasbty and pannng studes, deveops the envronmenta assessment for the Strategc Pannng Commttees consderaton and provdes assstance n deveopng the pans format, tmetabes and evauaton procedures. In hosptas wthout a panner, these functons are the responsbty of the chef executve offcer and/or admnstratve staff. CONSULTANTS Consutants are hepfu n the strategc pannng process to: Prepare the Governng Board for the pannng process through educaton or retreats Gve an ob|ectve assessment of the hosptas strengths and weaknesses Steer the Board and Strategc Pannng Commttee through the process Keep the pannng process on track 8 A consutant cannot substtute for the Boards unque knowedge of the hospta and ts msson. The consutant s not the panner. 9 THE TEP OF THE TRATE!IC P"ANNIN! The steps of the strategc pannng process usuay ncude: Get organzed Perform an envronmenta assessment Deveop a vson Deveop the msson statement Deveop strateges Prepare the strategc pan Approve the pan Impement the pan Montor and update the pan Each Governng Board shoud desgn a process that s reastc and that works for ts hospta. Steps can be combned and competed at the same tme. They may be competed n a dfferent order dependng on the pannng process. Pannng shoud focus on the crtca ssues that w determne the hosptas future success or faure. As you desgn your strategc pannng process, answer these questons: What s the Governng Boards experence wth pannng? What s the Boards commtment to strategc pannng? How much tme and resources are needed from the Board, admnstraton and staff? Does the Board or hospta have a knowedgeabe person to gude the pannng process? What technca or potca ssues may arse? Strategc pans have been competed n a one-day retreat. However, t s more key to take 40 to 120 hours of actua Strategc Pannng Commttee meetng tme. The ength of tme depends on the avaabty of needed nformaton, the expertse of the Strategc Pannng Commttee and the staff and resources aocated to the process. Two to sx hours s a good ength for Strategc Pannng Commttee meetngs. Meetngs shoud be ong enough to dscuss ssues and shoud occur at east once every two weeks unt the pan s competed. 10 Wth the recent rapd changes n the heath care envronment, hosptas may want to deveop a two- to three-year strategc pan wth an annua update and revew. 11 GET ORGANIZED Everyone needs to be commtted to the pannng process. Dont begn wthout the commtment of Board members, the CEO and the medca staff. Learn about strategc pannng and how your hospta can use t. Dscuss what strategc pannng can accompsh, any concerns Board members have and what probems may occur. Decde f outsde hep s needed. Outne the pannng steps your hospta w take. It s mportant not to desgn a pannng process that takes more tme than can reastcay be expected from staff or the Board. Form a pannng team of fve to ten peope. The arger the team, the more structure w be needed at strategc pannng team meetngs. The team coud ncude: Board representatves The CEO Medca staff representatves Staff members who have patent care responsbtes Communty representatves Consutants or other resource peope The pannng team members need to be abe to work together, have dfferent vewponts, be creatve and understand heath care trends and the hospta. PERFORM AN ENVIRONMENTAL ASSESSMENT One step n strategc pannng s a thorough, ob|ectve envronmenta assessment. Ths ncudes a reastc assessment of the hosptas hstory and present stuaton, ts strengths, weaknesses, opportuntes and threats (SWOT). The resut of ths anayss s a st of crtca ssues for the future. The hospta functons n two envronments - externa and nterna. The Interna Assessment Revew your hosptas hstory ncudng ts begnnng, orgna msson and servces, any sgnfcant events, ma|or changes, successes or faures and vaues or tradtons. Revew the hosptas present envronment ncudng servces, products, programs, staffng, fnanca poston and current pans. Hstorca and pro|ected utzaton statstcs, patent orgn data and fnanca reports, as we as medca staff profes and patent opnon 12 pos, are nstructve and shoud be gathered. Ths nformaton, prepared by consutants or admnstratve staff, provdes a sense of how the hospta has evoved. Through ts Strategc Pannng Commttee, the Governng Board probes and assesses the nsttutons current nterna poston. Ths assessment of strengths and weaknesses may be dffcut or even unpeasant. A candd evauaton performed at ths stage s necessary to poston the hospta for a strong future. The Externa Assessment Every hospta functons wthn a arger settng, and s affected by surroundng forces. The externa assessment focuses on demographc data, potca trends, soca change, the economc cmate, communty perceptons and compettve provders. Pantng scenaros of how the hospta mght be affected s hepfu n exporng threats, opportuntes and potenta strateges. DEVELOP A VISION Strategc pannng s about beng ready for the future. It s aso about creatng your hosptas future. The vson statement descrbes the way you want the hospta to be n the future. Dscussons about the hosptas vson ncude: Carfcaton of the organzatons vaues Agreement on the basc beefs that gude the hospta Exporng what deas and trends coud change the way the hospta s dong busness Identfyng what needs are emergng as a resut of demographc, technoogca, economca, potca and reguatory trends Identfyng who s needed to make the vson possbe REVIEW THE MISSION STATEMENT The msson statement provdes the purpose or reasons for the hosptas exstence. It expresses phosophy, communty servce, research or educatona commtments, affatons and ma|or functons or servces offered by the hospta. The msson statement shoud be a specfc, succnct artcuaton of what the Board wshes the hospta to be. Athough the msson statement defnes what a hospta s, t aso sets forth any mts or restrctons on a hosptas actvtes. The hosptas artces of 13 ncorporaton, charter, enabng egsaton, Board mnutes and annua reports are vauabe sources for the revew and deveopment of the msson statement. The msson statement estabshes the gudng prncpes from whch the strategc pannng process fows. Your msson statement s unque to your hospta. 14 DEVELOP STRATEGIES There are three methods whch are used for deveopng strateges for the future. Strateges te "how to get there." These are: Goa approach Crtca ssues approach Scenaro approach Goa Approach Once the Board has approved vson and msson statements, deveopment and prortzaton of goas becomes the next chaenge. A goa dentfes an end to whch the organzaton aspres, what s hoped to be acheved. For purposes of carfcaton, ths s dstngushed from an ob|ectve, whch s an actvty necessary to reach the goa. Each proposed goa shoud be examned aganst communty need and acceptabty, reaton to the msson, feasbty and effectveness n addressng a probem or concern. Obtanng a consensus on goa prortes may be dffcut, for t cas nto pay a compex set of vaue |udgments, bases and dfferences n degree of reatve urgency or mportance. Recognzng that resources are mted s a key consderaton. The next step s to expore optons for achevng organzatona goas. Here, creatvty s a wecome sk for dscoverng nnovatve strateges or soutons. The Strategc Pannng Commttee generates severa possbe approaches to accompsh goas. Each aternatve s then sub|ected to an evauaton of costs, equpment and personne resources, benefts and constrants. Consutants and the experences of other hosptas may prove hepfu n assembng the nformaton needed to assess each opton. Upon competon of ths research, the Commttee focuses on seectng the most approprate specfc course(s) of acton. If numerous steps or ob|ectves are necessary to acheve each goa, deveop a breakdown of those goas whch woud requre two to fve years, as we as short- term actons. In ths way, goas are ess overwhemng, and organzatona achevement of each goa s another step toward the desred end. Crtca Issues Approach 15 The resut of the envronmenta assessment s a st of crtca ssues. Take ths st and focus on the four to eght ssues most crtca to your hosptas future. Each ssue shoud be stated n queston form. Put the crtca ssues n a ogca order. Each ssue shoud be dscussed, possbe soutons/optons dentfed and the best soutons seected. The hosptas strategy for the future becomes cear after a of the crtca ssues questons are answered. That strategy needs to be revewed for carty and coherence. The strategc pan s then deveoped. Conclusion The scenaro approach requres the deveopment of severa pctures (scenaros) of what your hospta mght be n one, two or more years. Scenaros shoud be evauated n terms of your hosptas vson and msson, communty needs and fnanca feasbty. Identfy the advantages and dsadvantages of each scenaro and seect one. The chosen scenaro may be a combnaton of more than one orgna scenaro. Determne f the scenaro s feasbe, and then transate t nto a strategc pan. The scenaro approach s partcuary usefu when deang wth ma|or changes n heath care devery, ts emphass or drecton. It produces "bg pcture" thnkng, s fary quck and peope fnd t nterestng. The scenaro and crtca ssues approaches can be used wth the goa approach. After the strategy for your hosptas future has been dentfed usng the scenaro or crtca ssues approach, specfc goas can be determned usng the goa approach. PREPARE THE STRATEGIC PLAN Documentaton of the decsons made occurs through preparaton of the strategc pan. Focusng on goas, strateges and ob|ectves, the Strategc Pannng Commttee assgns responsbty for achevng these ob|ectves, specfes the tmetabe by whch each s to be accompshed and determnes what resources are requred to accompsh each ob|ectve. The pan shoud serve as a gude for a actvty and drect the hospta toward a preferred future. A smpe, bref pan wth short- and ong- 16 term ob|ectves encourages the hospta to move ahead and specfcay dentfes the path for dong so. Decde on the format for your wrtten strategc pan and outne what t w ook ke, based on the needs of your hospta. The pan mght ncude: Summary of the strategc pannng process Hstory of the hospta Vson statement Msson statement Target popuaton Communty served by the hospta Future ssues facng the hospta Anayss of strengths and weaknesses, ncudng market share and competton, factes, programs and servces, medca staff, operatons and fnances Assumptons upon whch the pan s based Goas and ob|ectves Impementaton strateges Organzatona structure panned for the future Pans for budngs, technoogy or renovaton Marketng pans Key reatonshps and how they w be mantaned, mproved or deveoped Organzatona poces for the future Pans for the Governng Board - structure, roe and responsbtes Contngency pans Draft your strategc pan. It s easer f one to two members of the Strategc Pannng Commttee put together the draft of the pan. APPROVE THE PLAN The Strategc Pannng Commttee revews the draft. The draft pan shoud aso be revewed by others, such as staff members, nterested communty eaders and peope who have a stake n the hosptas future. Then make needed revsons. It s mportant to deveop a pan that can be understood and carred out. The Commttee submts the pan for Board approva. IMPLEMENT THE PLAN 17 The Board authorzes the CEO to ntate the mpementaton process through pocy modfcatons, hrng staff or purchasng equpment, appontng speca task forces or aocatng and budgetng funds. The Board, the communty and the medca and hospta staff shoud be aware of and understand the pan. The pan shoud be communcated to a. MONITOR AND UPDATE THE STRATEGIC PLAN Strategc pans shoud be montored contnuay and updated annuay. Gven the rapdy changng heath care envronment, quartery revews of processes may be needed. Updatng of the strategc pan shoud occur before budget deveopment. Updatng requres revewng the hosptas performance, the pans ob|ectves, changes n opportuntes, threats, strengths and weaknesses and crtca ssues. Revsons to the pan are then made and ncuded n the budget. The strategc pan needs to be ad|usted when condtons change, when new nformaton becomes avaabe or when the heath care devery system changes. REO%RCE More nformaton about strategc pannng for heathcare organzatons can be found n the foowng webstes and books: 1. Center for Heathcare Governance: www.americangovernance.com 2. Amercan Hospta Assocaton: www.aha.org 3. The Governance Insttute: www.governanceinstitute.com 4. Heathcare Strategc Pannng, 2 nd Edton by Aan Zuckerman, FACHE 5. Fundamentas of Strategc Pannng for Heathcare Organzatons by Robert Stevens, Davd Loudon and R. Henry Mgore. 18 REFERENCE Ason, Mchae and |udy Kaye, Strategic Planning for Nonprofit Organizations: A Practical Guide and Workook! " nd edition! Engewood Cffs, N|: |ohn Wey & Sons, 2005. Amercan Hospta Assocaton, #he Guide to Governance for $ospital #rustees, Chcago, IL, 1990. Bader, Barry, "Strategc Pannng," www.GreatBoards.org., February, 2006. Bader, Barry, %ive &e's to (uilding an )*cellent Governing (oard, Rockve, MD: Bader and Assocates, Inc., 1991. Barry, Bryan, Strategic Planning Workook for Nonprofit Organizations, St. Pau, MN: Amherst H. Wder Foundaton, 1991. (Reprnted wth permsson) Daton, |ames, |ennfer |arrett and |ohn Mahaffe, %rom Scan to Plan: +ntegrating #rends +nto the Strateg',-aking Process! Washngton, D.C.: Amercan Socety of Assocaton Executves, 2003. Hospta Trustee Assocaton of Pennsyvana, $#A #rustee %olios, Harrsburg, PA. |ennngs, Maran C., edtor, $ealth .are Strateg' for /ncertain #imes! Chcago, IL: Amercan Hospta Assocaton Pubshng, Inc., 2000. |ennngs, Ryan Fedra and Company, Strategic Planning Workook, Chcago, IL: Amercan Hospta Assocaton, 1989. Landry, Chares, "Strategc Pannng by Rura Texas Hosptas," #e*as 0ournal of 1ural $ealth, Thrd Ouarter, 1992. Laycock, Kerry D., "Strategc Pannng and Management Ob|ectves", #he Nonprofit -anagement $andook: Operating Polices and Procedures, ed. Tracey Conners, New York: |ohn Wey and Sons, 1992. Mankns, Mchae and Rchard Steee, "Turnng Great Strategy Into Great Performance, "$arvard (usiness 1eview! |uy-August, 2005, pp.65-72 Mntzberg, Henry et.a., #he Strateg' Proces! 2 th edition! Engewood Cffs, N|: Prentce Ha, 2002. Orkoff, |ames and Mary Totten, "Strategc Pannng by the Board," #rustee Workook! |uy/August, 1995. Orkoff, |ames and Mary Totten, #he #rustee $andook for $ealth .are Governance! second edton, Chcago, IL: Amercan Hospta Pubshng, Inc., 2001. Park |r., Dabney G., Strategic Planning and the Nonprofit (oard, Washngton, DC: Natona Center for Nonproft Boards, November, 1992. Ponter, Denns D., Orkoff, |ames E., Board Work: Governng Heath Care Organzatons, |ossey-Bass, San Francsco 1999 19 Ounn, |ames Bran, et. a., #he Strateg' Process, Engewood Cffs, N|: Prentce Ha, 1988. Short, |ohn, Managng Partner, Phase II Consutng, Sat Lake Cty, UT. Waker, Larry Presdent, The Waker Co., Gresham, OR. Wheeen, Thomas and |. Davd Hanger, Strategic -anagement and (usiness Polic'! 3rd edition! Readng, MA: Addson-Wesey Pubshng Co., 1989. http://www.anoorhospta.com/ 20