“We set off our planning process with a multi-hour retreat and we engage the service line leadership. Then, we actually engage a variety of our colleagues and stakeholders across the system to be right there at the table with them. We've got our marketers and our communicators and our innovations colleagues join our service line teams as they start thinking about their plans for the future,” states Kelly Dearman, Vice President of Strategy Management.
This approach ensures everyone is on the same page right from the start. It also generates inspiration and stimulates collective discussion about the future. “It’s really critical to allow everyone's voice to be part of the process,” adds Dearman.
Planning Take Thoughtful Time, Patience
Of course, the planning process does not occur in a limited window of time. There are a lot of moving pieces within the organization, including stakeholders. Sarah Gebhart, Director of Strategy Management, notes it could take up to 12 weeks from initiation to implementation. “We have a lot of stakeholders involved and we really try to be very thoughtful about the process.”
Two concepts that take priority all throughout the planning process are collaboration and alignment. As an integrated delivery system, both are of utmost importance.
“Without the multitude of dialogues, you could have a lot of different directions coming out of that process. We want it to be one direction for the service line that everyone can understand and can execute on,” shares Dearman.
“Alignment so we can advance the work together is really critical. Also alignment with our senior team. Are we advancing these plans in the direction the organization is really looking for? It does take time to not only create the plan but also create alignment and include collaboration in the discussion. That's all important,” adds Gebhart.
Transformational Opportunities
Throughout the planning process, Dearman and Gebhart—and the organization as a whole—encourage teams to be thinking about their specific and unique opportunities they can bring to the health system. One example at WellSpan is the women and children’s service lines.
“How do you create that partnership with a woman versus maybe some of the other things we already know are going on across the service lines. We're really focused on where that service line is uniquely positioned to help differentiate the organization,” shares Gebhart.
Dearman offers the term “transformational” when it comes to these opportunities, instead of the bread-and-butter improvements many organizations settle for. “We are always asking each service line, ‘What are you uniquely structured and positioned to do? What unique strategic questions do you have to answer to drive the health system forward?’ We’re always thinking about differentiation in the marketplace.”
Listen to a related SHSMD podcast with Sarah Gebhart HERE.