The strategic plan

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

Review Act (Chapter 779, Statues of 1994) finds that

strategic planning is a
prerequisite for effective performance review and
performance budgeting.
(emphasis added)
Strategic planning is an essential tool. Strategic planning
determines the things that an agency can do to address
customer expectations.
Agencies are constantly challenged to manage complex and
changing
problems with limited resources. Administrators must address
new as well
as ongoing responsibilities while containing and even reducing
costs.
Further, agencies are being asked to focus on achieving
results and
stretching those results each year so that more work is done,
work is
performed better, and/or work is done faster. In other words,
results
should focus on the efficiency and effectiveness of agency
operations.
Strategic planning is adaptable. Strategic planning takes a
long-range
approach, but can use regular reviews and updates to check
progress and
reassess the validity of the plan based on strategic issues
uncovered in the
internal/external assessment. The plan can be updated to
make the adjustments
necessary to respond to changing circumstances and take
advantage
of emerging opportunities. It sets targets for performance,
incorporates ways
to check progress, and provides guidance for on-going
operational and
capital plans and budgets.
Strategic planning is planning for change in
increasingly complex
environments. Perhaps the one constant in State
government today is the
notion of change. Increasing demands for services, shrinking
resource bases,
and greater expectations for service all combine to form a
dynamic environment.

Strategic planning is proactive, it stimulates change rather

than simply
reacting to it.
Strategic planning employs common sense. Strategic
planning is
visionary yet realistic; it anticipates a future that is both
desirable and
achievable. It provides a structure for inspired, but practical,
decisionmaking
and follow-through.
Strategic planning is part of quality management. It
helps the
executive to manage the future, rather than be managed by
it. It involves a
disciplined effort to help shape and guide what an agency
becomes, what it
does, and why it does it. Strategic planning requires broadscale information
gathering, an exploration of alternatives, and an emphasis on
the future
implications of present decisions. It facilitates communication
and participation,
accommodates divergent interests and values, and fosters
orderly
decision-making and successful implementation.
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
A strategy is an overall approach and plan. So, strategic
planning is the overall planning that facilitates the good
management of a process. Strategic planning takes you
outside the dayto-day activities of your organisation or
project. It provides you with the big picture of what you are
doing and where you are going. Strategic planning gives you
clarity about what you actually want to achieve and how to go
about achieving it, rather than a plan of action for daytoday operations.
Strategic planning enables you to answer the following
questions:
_ Who are we?
_ What capacity do we have/what can we do?
_ What problems are we addressing?
_ What difference do we want to make?
_ Which critical issues must we respond to?

_ Where should we allocate our resources?/what should our

priorities be?
Only once these questions are answered, is it possible to
answer the following:
_ What should our immediate objective be?
_ How should we organise ourselves to achieve this objective?
_ Who will do what when?
A strategic plan is not rigid. It does, however, give you
parameters within which to work. That
is why it is important to:
_ Base your strategic planning process on a real
understanding of the external
environment (See the section on Input discussion);
_ Use work you have already done to extend your
understanding of the external
environment and of your own capacity, strengths and
weaknesses (See the section on Review).
http://www.civicus.org/new/media/Strategic%20Planning.pdf

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:

WHERE ARE WE NOW?

WHERE DO WE WANT TO BE?
HOW DO WE GET THERE?
HOW DO WE MEASURE OUR PROGRESS?
Strategic planning is managing for results. It is a participatory process
which
requires the full support of the agency director. Top management should
make a firm commitment to support the planning effort by providing
resources for that effort. The head of the agency should assign individuals
to
the task of formulating an integrated plan.
Strategic planning considers the needs and expectations of customers and
stakeholders (including policy-makers) in defining missions, goals, and
performance measures.

PRIOR TO DEVELOPING THE PLAN

Several steps are normally taken prior to addressing and developing the
Where Are We Now? part of the plan, including: (a) conducting a
readiness assessment, (b) agreeing on a strategic planning process, and
(c) forming strategic planning teams.
Developing a strategic plan for an entire agency requires formation of a
planning team composed of senior executives and involves a broad spectrum
of department staff in various phases of the planning process.
a aa

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.

Other benefits of strategic planning identified by public

health departments include: engaging staf and
stakeholders in setting a departments future; raising
the profile of public health within a larger
organizational context; attending to important long
term issues; identifying strengths; and refocusing on
public health philosophy.
http://www.health.state.mn.us/divs/cfh/ophp/system/planning/
stratplan/

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.

How to built good strategic plan

A successful strategic planning process has the following
characteristics:
It has the full support of the agency director.
It is flexible. It fits the agency. It is user friendly.
It is participatory. It involves executives, managers, supervisors, and staff
at all levels; it gives each of them a piece of the action.
It is not left to planners; everyone plans.
It clearly defines responsibilities and timetables. It is carried out by those
who have the responsibility within the agency for achieving objectives, but
is coordinated by a central figure; someone who has the big picture.
It galvanizes an agency; it produces understanding and common purpose
throughout an agency.
It stays aware of the environment in which it functions. It obtains
perspectives from many levels and sources, both within and outside the
agency.
It is realistic about goals, objectives, resources, and outcomes. It takes
personnel issues, overall fiscal conditions, and budgetary trends into
account.
It is politically sensitive.
It is convincing. It develops and conveys compelling evidence for its
recommendations. It uses innovative communications strategies.
It has a method or strategy for resolving conflicts among stakeholders.
It establishes and ensures accountability for results.
It leads to resource decisions and acknowledges the reality of having to
do more with less, often requiring tradeoffs or the redirection of resources.
It is fresh and continuous, not stale and static. Both the plan
and the planning process are reviewed and modified regularly
(usually annually).

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.

Analisis lingkungan, metode

Environment Assessment

Hospitals and health systems face an unprecedented intensity

and pace of changes in the near and longer-term future. The
American Hospital Association Committee on Research issued
its Strategic Issues Forecast for 2015 which described the
health care transformation being driven by two overriding
themes: achieving better value and improving health. The
committee projected five major strategic issues:
1) Efficiency - With a slow recovering economy and
emergency health care policy changes, there will be
increasing pressure on all health care organizations to
increase efficiency. As the Affordable Care Acts
encouragement to extended healthcare coverage to more
uninsured Americans, there will not be enough money in the
system unless care is provided more efficiently.
2) New payment models such as value-based purchasing,
shared savings, quality improvement incentives, and bundled
hospital-physician payments for episodes of care will shift fee
for service payments and incentives to treating the sick to
incentives to first keep people healthy as well as treating their
ills safely and effectively when care is required. \
3) Reduce cost of care - Bending the cost curve will be
essential for the long-term financial sustainability of health
care for the nation and maintaining global competitiveness for
the economy.
4) New models of care such as medical homes and
accountable care organizations that emphasize care
coordination across hospitals and health systems, other
providers, and the community will be a critical element for
quality improvement.
5) Quality Quality is improving, but must be further
accelerated. AHRQ found improvement has occurred in quality
measures of hospitals acute treatment, but significant
opportunities still lie untapped in such areas as: access to
prevention and primary care services, adoption of evidencebased best practices, and reduction of disparities in mortality
following complications among minority groups.
http://www.svh.com/wpcontent/uploads/2012/03/SVH_STRATEGIC_PLAN_2012_Rev_05
-01-12.pdf

Process

The strategic planning process included the following

objectives:
1. Conduct an environmental and market assessment to
assess the future and determine the growth and financial
opportunities in the marketplace;
2. Conduct a cultural assessment to determine the current
culture and determine if we are in a position to continue to
improve quality, customer service, staff development,
accountability and ownership;
3. Develop a 3-Year rolling strategic plan based on a clear
mission, vision, values and develop measurable objectives to
be achieved within the first 12 18 months;
4. Understand the perspectives and needs of key stakeholders
such as the physicians, community leaders, district residents,
businesses and payers.
5. Quantify the demand for existing services as the analytical
foundation for planning and then develop the hospitals
approach.
Sonoma Valley Hospital :2012 Three-Year Rolling
Strategic Plan
http://www.svh.com/wpcontent/uploads/2012/03/SVH_STRATEGIC_PLAN_2012_Rev_05
-01-12.pdf
Component
Components of a Strategic Plan. There are several key
components
that are usually included in a plan; these include the
internal/external
assessment, mission statement, principles, vision, goals,
objectives, performance
measures, and action plans. Additionally, there are specific
steps to
be taken to (a) develop and implement the plan, and (b) track
and monitor
progress. However, it is generally recognized that the
comprehensive
process used to create the strategic plan is more useful to the
agency than
the plan itself.
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df
Strategic planning asks and answers four basic questions. The process of

addressing these questions produces responses which become the

Strategic
Plan. The components of a recommended strategic planning process that
correspond with these questions are as follows:
WHERE ARE WE NOW? Before an agency can develop a plan for a change, it
must first determine where it currently stands and what opportunities for
change exist. Strategic planning is supported by:
External/Internal Assessment. An analysis and evaluation of key
internal and key external data and factors that influence the success
of an agency in achieving its mission and goals. Two components of
this assessment are:
Situation Inventory. An assessment of an agencys position,
performance,
problems, and potential; in other words, its strengths
and weaknesses.
Environmental Scan. An analysis of key external elements or forces,
including the stakeholder analysis, that affect the environment in
which an agency functions. This is commonly referred to as the
opportunities of and threats to the agency.
In developing a strategic plan, an agency should consult with the
Legislature and solicit and consider the views and suggestions of
entities, such as customers and other stakeholders, potentially
affected by or interested in the plan.
Mission. The agencys unique reason for existence; the overarching
goal for the agencys existence, usually contained within a formal
statement of purpose. In addition, mission statements can be
developed at the program and subprogram level.
Principles. The agencys core values and philosophies describing
how the agency conducts itself in carrying out its mission.
WHERE DO WE WANT TO BE? Strategic planning identifies:
Vision. A compelling, conceptual, vivid image of the desired future.
Goals. The desired end result, generally after three or more years.
Objectives. Specific and measurable targets for accomplishment of
a goal.
HOW DO WE GET THERE? Strategic planning develops:
Action Plan. A detailed description of the key strategies used to
implement each objective.
HOW DO WE MEASURE OUR PROGRESS? Strategic planning builds in:
Performance Measures. The methods used to measure results
and ensure accountability.
Monitoring and Tracking Systems. The systems to monitor
progress, compile management information and keep the plan on track.
Finally, strategic planning guides:
Resource Allocation. The determination and allotment of assets
or resources, including those for capital outlay, necessary to carry
out strategies and achieve objectives, within a priority framework.

http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.p
df

Different of strategic planning and long-range planning

Why isnt this long-range planning? Strategic planning
and long-range
planning are different in practice.
Strategic planning relies heavily on identifying and resolving

issues, while long-range planning focuses more on specifying

goals and objectives and translating them into current
budgets
and work programs.
Strategic planning emphasizes assessment of the
environment
outside and inside the agency far more than long-range
planning
does.
Strategic plans embody qualitative shifts in direction and
include a
broader range of contingency plans, while long-range plans
typically are linear extrapolations of the present. Strategic
planners usually consider a range of possible futures and
focus
on the implications of present decisions and actions in
relation to
that range. Long-range planners tend to assume a most
likely
future, and then work backward to map out the sequence of
decisions and actions necessary to reach the assumed future.
Strategic planning is much more action oriented than longrange
planning.
Strategic planning is a complex undertaking, requiring the
active participation
of all levels of agency management. Agency leadership
should take an
active role in strategic planning and performance
measurement, including
formulation and improvement of their agencys performance
management
systems. Program managers, however, should have a major
role in identifying
these elements as they pertain to their own programs.
Success involves
a thoughtful combination of visionary creativity and rigorous
analysis,
tempered by a keen appreciation of technological possibilities
and political
and economic realities.
http://www.cdpr.ca.gov/docs/dept/planning/strg_pln/spguide.pdf
Participant
Generally a team of 6-12 people participate in a strategic
planning process. Members of the planning team should
include leadership and staff of a CHB ( Community Health

Board). Other possible participants could include health and

human services representatives, information technology
specialists, and others with relevant expertise and with
knowledge about the functioning of the organization. A
strategic planning process may also engage a broader group
of stakeholders to review and comment on the plan as it is
developed.

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

of potential strategies, provide technical support, and use strategic

plans to guide development of annual operating budgets and capital
outlay budgets.
Facility Managers, who must analyze the impacts of implementing
potential strategies on the agencys physical facilities and use
strategic plans to guide development of capital outlay plans
and budgets.
Human Resource Managers, who must analyze the impacts of
implementing potential strategies on the agencys workforce, training
programs, and human resource management policies.
Information Technology Systems Managers, who must analyze
the impacts of implementing potential strategies on the agencys
information technology management systems.
Strategic Planner or Planning Coordinator, who provides the
coordination and tools for moving the organization through the
planning process. The strategic planner or planning coordinator
develops the timetable and organizes the entire process. (Strategic
Planner or Planning Coordinator can be a functional title, not a
position. A large agency may have more than one planner. In a
small agency, the director may be the planning coordinator.)
Total Quality Management (TQM) Coordinator, who is
responsible for coordinating the agencys quality improvement effort,
if established. Involvement of the TQM coordinator can ensure that
the agencys strategic planning and total quality efforts will be integrated.
(TQM Coordinator may be a functional title, not a position.)
Facilitator, who can help guide participants through planning
sessions, by assuring that all views are considered. A facilitator is a neutral
party who is sometimes used to keep the discussion flowing.
(Facilitator is a functional title, not a position, and may be someone
from outside the agency.)

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:

The Mission Statement This explains what your business is all

about. It should be between several sentences and a paragraph.

Company Information Include a short statement that covers

when your business was formed, the names of the founders and
their roles, your number of employees, and your business
location(s).

Growth Highlights Include examples of company growth, such

as financial or market highlights (for example, XYZ Firm increased
profit margins and market share year-over-year since its
foundation). Graphs and charts can be helpful in this section.

Your Products/Services -- Briefly describe the products or

services you provide.

Financial Information If you are seeking financing, include any

information about your current bank and investors.

Summarize future plans Explain where you would like to take

your business.

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

segment of the industry. Break it down to a realistic market

potential.
8. Unique Selling Proposition - This is where you elaborate
on your unique solution. What specifically gives your product
or service an advantage over the competition? Maybe your
home health care service actually sends doctors to the home
instead of just nurse practitioners, or maybe you guarantee
same day visits so that you don't have to schedule ahead of
time. Just point out why you are special.
9. Business Model - Your business model needs to be clear
and easy to follow. Essentially, you are answering the
question, "How will you get people to take dollars out of their
wallet and give them to you?" Keep the model simple especially in the executive summary.
10.Management Team - Depending on what industry you are
in, this can be one of the most important parts of your
executive summary. Your investors or bankers are putting
trust in the team, not the idea. Ideas are easy to come by, but
executing on those ideas can only be accomplished through a
strong team. Quickly show why your team has the experience
and knowledge to execute your business plan.
11.Financial Projections - Based on your market, your
business model, and your historical performance, you
need to develop a bottom-up financial forecast. If your
plan is for a group of investors, don't spend too much time on
this section because they know that you have no idea how
much money you might make. Investors typically won't make a
go / no-go decision based on your financial projections. They
will essentially make their own financial projections. The point of
your projections is simply to demonstrate your competence,
and your ability to build financial projections based on a sound
set of assumptions.
12.Request - Now it is time to request either an investment
or loan depending on the purpose of the executive
summary. You should restate why your company provides
value. Remind the reader of the big pain that you are solving
and your market potential. Finally reemphasize your team and
its ability to get the job done. Ask for the dollar amount that you
need to reach the next major milestone for your business. Don't
disclose how much equity you are willing to give up or what
interest rate you are willing to pay. This should be done later
through face to face negotiation.
13.Reread your summary. When you have written the basics,
reread it carefully. You should proofread the summary with extra
care. While you are rereading, also consider your audience for
the document. Make sure any new references are explained and
that the language will be clear to someone who is new to this
topic. Rewrite as necessary.

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
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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.

The usual rule is a maximum of one-tenth of the overall paper.

DLP summaries should be:

 About 150-200 words for policy briefs

One to two sides of A4 for longer reports
In all cases, never more than four pages.
http://www.dlprog.org/ftp/view/Public%20Folder/House
%20style%20and%20writing%20guides/How%20to%20write
%20an%20executive%20summary.pdf
STRATEGIC PLAN FOR HOSPITAL
1. what is the strategic plan development HOSPITAL?

medium-term plan is the direction of the operational plan

A rational analysis of the opportunities offered by the environment and the
strengths / weaknesses of the company, followed by the selection of a
strategy that fits with the opportunities and strengths / weaknesses, and be
able to satisfy the company's objectives
medium-term plan is the direction of the operational plan, the implementation
period among 3 to 7 years depending on the situation and type of institution.

Aspek strategi Manajemen RUMAH SAKIT, dr. Laksono Tristnantoro

2. What is the purpose of strategic planning HOSPITAL?

As the translation of the vision of the Department of Health, the objectives to be

achieved is the successful implementation of health development-effective and
powerful in order to achieve public health the highest.

The purpose of the hospital achieved through coaching, development and

implementation, as well as consolidation of administrative functions that support
health information systems of health, science and medical technology, and health
law.

To provide policy direction HOSPITAL will be implemented in the annual event which
is based on the analysis of quantitative and qualitative performance HOSPITAL.

3. Is the goal of the strategic plan?

Target:
In order for health development can be conducted successfully-to-use and powerful, then the
target will be reached by the Department of Health until the end of 2009 are:
1. The availability of a variety of policies and guidelines, as well as support the
development of health law health.
2. Formed and the implementation of health management information system, which is
supported by the regional health management information system.
3. Guarantee that the implementation and results of health research and development
in support of health development.

4. The implementation of a national health promotion sakitkala homeless community

empowerment, and the development of healthy behaviors.
5. The implementation of advocacy, and oversight by individuals, groups, and
communities in the areas of health work-to-use and powerful.
6. The implementation of surveillance and early warning systems and countermeasures
extraordinary occurrence (KLB) / outbreak.
7. The availability of health care financing in an amount sufficient, allocated equitably
and successfully utilized-to-use and powerful.
Government health budget allocation reached 100,000, -/kapita/tahun.
The percentage of poor people who participated in health insurance: 100%.
8. Availability of qualified health workers adequately, fairly and equitably distributed, and
utilized successfully-to-use and powerful.
The ratio of physicians to population 24: 100,000
midwife to population ratio 100: 100,000
The ratio of nurses to population 158: 100,000
health center that has doctors: 80%
9. The availability of drugs and medical supplies are safe, excellent and useful, and
affordable by the community.
The availability of generic essential drugs in health facilities: 95%
10. Health development policies were reviewed: 50 Policies
11. The implementation of the task of leadership and management functions of the
Department of Health in carrying out the implementation of state and government.
12. Coverage data base PNS Center through SIMKA: 100%, the actual compliance
formation CPNS: 98%, and the realization of the power needs PTT: 70%.
13. Monitoring Coverage: 100% (all units of the Ministry of Health

4. What are the types of strategy strategic plan?

a. Integration Strategy
Forward integration, backward integration, horizontal integration of all sometimes referred to
as vertical integration. Vertical integration strategy allows the company to control its
distributors, suppliers, and / or competitors.
b. Intensive Strategies
Market penetration and product development are sometimes referred to as intensive
strategies because all require intensive efforts if the layperson position sakitaingan
companies with existing products about to be upgraded.
c. Strategy Divertifikasi
There are three types of strategies divertifikasi, namely divertifikasi concentric, horizontal
and conglomerate. Adding new products or services, but still linked divertifikasi usually
called concentric.Adding new products or services that are not related to existing customers
is called horizontal divertifikasi. Adding new products or services not mentioned divertifikasi

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

expensive.Another impact of the use of science and technology is a hospital ethics

violations, which in the meantime have started to appear.
c. Progression of the disease.
Disease state in Indonesia at this moment in the transition period, is an infectious disease
has declined, but not depleted, whereas degenerative diseases, malignant diseases,
diseases caused by traffic accidents and work accidents is increasing. As a result, the
hospital had to re-composition of the bed and poliklinik.
d. Availability of the budget for the development of the hospital.
With the change in government policy, now more budget provided by the investor for the
development of the hospital, so the number of hospitals and the use of sophisticated tools
will increase.
e. The development of hospital management.
As a result, the government's attention and awareness among hospital leaders, the recent
management of the hospital has increased and is expected to become increasingly
baik.Dengan the improving hospital management, the use of available resources will
become more efficient, so the development of the hospital will bebetter.
f. Competition among hospitals.
With the growing number of hospitals, there will be competition between hospitals
increasingly stringent. The impact is that every hospital will improve the management and
even the hospital ethics violations. Also
due to competition, public hospitals will be expected to develop a particular disease
specialties.
g. Changes in government policy.
Government policies that directly affect the development of the hospital are:
1) permit the investors (Domestic - PMA) to move in this area, making the chances of
establishment of new hospitals with sophisticated equipment.
2) maketh a government hospital as a self-financing institution. If the policy is well underway,
expected quality of government hospitals will be good, so as to compete with private
hospitals.
6. What are the benefits of the strategic plan HOSPITAL?
Fred R. David (2004) split into two strategic benefits benefits, the benefits of financial and
non-financial benefits.
Benefits of Strategic Management in general:
Strategy formulation activities will enhance the company's ability to resolve the problems
facing the company
Process management strategy will result in the best decisions because group interaction
collect a greater variety of strategies
Employee involvement in the formulation of the strategy will be able to improve their
understanding of the rewards of productivity did lam each planning strategy and thus can
enhance their motivation to work
Application manajemn strategy make management companies become more sensitive to
threats coming from outside the company The results showed that organizations using
strategic management concepts will be more profitable (profitable) and more successful than
those not apply.

Wijono, D., 2000, Manajemen Mutu Pelayanan Kesehatan Vol. 1.

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."

Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly

describing why it exists and what it does to achieve its vision. For example, the charity above
might have a mission statement as "providing jobs for the homeless and unemployed".

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.