Read the article and

Describe the differences between the mission statement and the vision statement referenced in the article. How could they be improved?

Strategic Management Joseph M. Spallina, FAAMA, FACHE Strategic Planning- Making it Work! 2004 served as the inaugural year for The Journal of been updated and challenged? Are the strategies Oncology Management Strategic Planning column. This reflective of the issues facing the program and the column is designed as a practical guide to strategic plan- challenges that the environment does and will pro- ning for cancer program executives and practice admin- vide? istrators. This year's column focused on the fundamen Have strategies been formulated that address which tals of strategic planning, from determining "Where are components of the program are targeted for growth we?" through "Where do we want to go?" and ultimate- and how such growth will occur? ly to "How will we get there?" Now that you have the fundamentals in place, next year's column will be devot- Plan Implementation ed to topics such as the practical applications of cancer . Is the plan supported by an implementation plan that program strategies and tactics; the role, design, and specifies annual strategic plan targets and outcomes, structure of service line management for cancer pro- responsibilities for plan implementation, identifica- grams; hospital and physician integration; and cancer tion of resource requirements, and expected (and program executive skills requirements (building on a measurable) outcomes? 2002 article in The Journal). Is there an individual in the organization who is tak- ing an active lead to implement the plan? Adding to Your Toolbox: Is the implementation plan reviewed annually by the A Strategic Planning Checklist cancer program and hospital leadership teams? Is As this year ends and you begin to prepare for the New progress on the plan reported to the board at least Year, take a moment to assess the adequacy of your annually? strategic plan. The following questions (see Table 1) will Are the oncologist and surgeons active participants in help you determine how prepared you are to start the the implementation of the plan and in reporting New Year with peace of mind that your organization's progress on the plan? strategic direction is adequate and in place: Are there any facilities, technology, or capacity deficits? If so, is there a plan to address them in a Strategic Direction timely manner? . Does your program have a strategic plan that was developed or updated within the past 12 months? Marketing and Building Referral Relationships Does the program mission statement describe the role . Is there a marketing plan for the program that con- of the program in the community and differentiate tains an aggressive set of strategies? Do these strate- the program from those of competitors? gies differentiate the program in a significant and . Is the program vision statement clear, measurable, meaningful fashion? and descriptive of the program's key future character- Do the strategies address strengthening referral rela- isties? Does it describe in detailed yet concise fashion tionships, direct consumer marketing, the role of the what the program will look like in the future and is it Internet in program marketing and promotion, and a supportive of fulfilling the mission? stronger position in contracting? Have assumptions about the future environment What role will networking relationships and potential and the cancer program's position in that setting affiliations have for the program's direction? 10 The Journal of Oncology Management

2 of 4 Strategic Management Table 1. Strategic planning program evaluation Evaluation Criteria Yes = 1, No = 0 Strategic direction 1. Strategic plan less than 12 months old? 2. Mission statement exists, differentiates the program? 3. Vision statement articulates the future desired key program characteristics? 4. Future assumptions exist and have been challenged? 5. Strategies for growth exist; address specific program areas? Plan implementation 6. Implementation plan exists? 7. An individual responsible for strategy implementation? 8. Implementation plan reviewed and updated annually? 9. Oncologists active participants in the planning? 10. Facilities, technology, or capacity issues? Plan to correct? Marketing and building referral relationships 11. Marketing plan exists, contains aggressive strategies, and differentiates the program? 12. Strategies address strengthening referral relationships? 13. Strategies for networking and affiliations? Organization, leadership, and financial planning 14. Clear organizational structure and leadership strategy? 15. Oncologists/hospital relationships strong and healthy? 16. Plan addresses economic and political integration goals with oncologists? 17. Five-year financial analysis prepared to assess the plan? 18. Plan approved by hospital leadership? Total points* * 18 indicates a perfect score (plan to update the plan this year); 15 to 17, strong score (some improvement is required); and O to 14, weak score (significant improvement is required). Organization, Leadership, and Is the plan supported by a 5-year financial analysis Financial Planning that links the resource requirements and expected . Is there a clear organizational structure and leader- outcomes identified in the implementation plan? ship strategy with defined responsibilities for the pro- Has the program received hospital leadership gram? approval for the resources requirements it needs to be Are hospital and oncologist relationships strong and successful in the future? healthy? Is the trust and respect level between the parties strong? A score of 18 (100%) should leave you with peace of Does the strategic plan address the economic and mind that your cancer program has a good foundation to political integration goals of the oncologists? Is the start the New Year. Update the plan during the New Year strategic plan complementary to the practice goals of and complete any midcourse corrections that are the oncologists, and vice versa? required. November/December 2004 11

Strategic Management A score of 15 to 17 (280%) means that some work Best wishes for an enjoyable holiday season and needs to be completed on your strategic plan. Enjoy the Happy New Year! New Year and return to work to strengthen the plan. A score of 14 or less (<80%) means a significant amount of work needs to be completed in the New Year. Joseph M. Spallina is director of the Arvina Group, LLC. He Enjoy the holiday celebration, but reserve your energy may be contacted via e-mail at j..a@earthlink.net. for the strategic planning work awaiting your return. 12 The Journal of Oncology Management