This paper will cover how the Heart and Stroke Foundation of Ontario (HSFO) adequately addressed the planning process considerations that Zuckerman discussed in Chapter 7. These considerations involved critical elements that have enabled HSFO to be very successful in such a competitive environment. Strategic planning will enable mangers to promote an environment that fosters growth and strengthens employee's performance through leadership and communication. This paper will also discuss two critical elements along with two of their strengths and weaknesses that the Heart and Stroke Foundation of Ontario encounteredduring their approach. It is said that nearly all experts agree that structuring and carryout an effective process in strategic planning are more important tothe organization and the success of strategic planning in the plan itself (Williams, Malon & Myer, 2006).
Healthcare managers will need to ensure that the strategic planning process is effective. Managers must be involved with every step of the planning process and provide guidance on areas in the plan that need to be improved. The planning processseeks out important opportunities to improve communication andoperations among staff. There are seven critical elements of the strategic planning process. They are facilitation, teamwork, planning retreats, research approaches, and key stakeholder involvement, only two of these elements will be discussed. Although all of these elements are critical towards the success of the strategic plan, HSFO concentrated on two areas the most to ensure that the proper guidance and supervision was given during the planning process.
The first critical element where HSFO displayed remarkable strength was facilitation.Facilitation is whereby the organization assigns an individual toensure each task is completed by providing guidance during the process.This organization wants to ensure that each phase of the process is planned accordingly and successful. It is always important for you to be personally prepared for facilitation. This is true whether you are an external or internal consultant. In most cases, you are by yourself as the facilitator, while your group members look to you to guide them through a successful group activity. Depending on the goals of your group and the nature of its members, the experience of facilitation can range from fun and fulfilling to challenging and lonely (Managementhelp, 2010). In 2001 the heart and stroke established facilitators to engage in a systematic review of its own research(Williams, Mabon & Myers, 2006).
The second critical element where HSFO displayed strength was teamwork. HSFO had established an oversight process conducted by a task force which reported to the board of directors. Communication and leadership was critical during this element. This allowed the board of directors to hear different perspectives on how to improve the strategic planning process. In addition a clinical expert panel of internationally recognized CVD leaders was created to review the research and analysis that supported the strategy and to comment on the strategy itself (Williams, Mabon & Myers, 2006).
The first weakness of the facilitation process was that HSFO's management wasn't able to address how they were going to allocate funds in order to accomplish the short term mission and sustain the long-term mission. In order for this organization to be successful whether it be short term or long they will have to have a primary source for funding. The second weakness was the teams had not created performance measures therefore making the organization incapable of measuring the success of their strategic plan. Performance measures are needed so that an organization can see where they are and where they want to be six months to a year down the line.
In conclusion it is critical that senior leaderships looks at these weaknesses and develop a plan to strengthen these areas so that these areas will not be the cause of the organizations failure. This organization has clearly showed that they wanted to increase effectiveness by emphasizing accountability and anunderstanding of return on investments during their strategic planning process. The strategic review can be used as a tool so that team members can brainstorm new ideas on how to achieve goals that would generate revenue to support internal and external programs, so that they can provide patients with quality healthcare.
Managementhelp (2010) Preparing to Facilitate. Retrieved February 18, 2010 from http://managementhelp.org/grp_skll/resource.htm#anchor1252759
Williams, G., Mabon, J., and Heim-Myers, B. (Jan/Feb 2006) Strategic planning in a complex environment: The health-care example. Ivey Business Journal Online. ABI/INFORM Global database (1) 1-6. 9/4/2007
Zuckerman, A. M. (2005) Healthcare strategic planning Chicago, IL: Health Administration Press