Action planning is an iterative and collaborative process to define actions in measurable terms, outline details of resource commitments, determine sequence of critical tasks, establish realistic timeframes for implementation, identify methods to measure and monitor progress, and define roles and responsibilities at all levels of the organization. Action planning may involve not only employees but also patients and their families, critical suppliers and partners. It is essential to ensure that all individuals fully understand the importance and impact of their work on achieving strategic goals. The organization still needs to serve the patients and conduct its daily activities; therefore, all the action plans resulting from the strategic planning process have to be integrated, both vertically and horizontally, coordinated and balanced with daily operational needs. A clear process should be established to identify and resolve potential conflicts with respect to resource allocation and changing priorities. Action plans have to be regularly reviewed and if circumstances require a change, the organization must be able to rapidly execute new or changed plans. To optimize action planning process, enhance the chances of successful implementation and produce desired outcomes, action plans must be based on the best available data, information and knowledge.
Contingency Plan needs to be developed early in the strategic planning process to mitigate uncertainty and proactively address the wide range of clinical, legal, financial, operational, safety, and other organizational risks that may impede progress toward achieving strategic goals or have other negative effects on the organization. Human Resource Plan is also created, reviewed and updated on a regular basis to assess the current individual, team and organizational capabilities, optimize the deployment of people and identify current and future organizational needs related to employee retention, recruitment, leadership development, and specialized training and education. Financial planning plays a pivotal role in the strategic planning process by linking, comparing and contrasting organizational priorities with the reality of the financial resources available. Financial Plan outlines the overall financial position, viability and sustainability of the organization, provides cost estimates and identifies allocation, monitoring, control, and use of financial resources in support of the strategic goals, projects and action plans. In general, there are three basic and highly interdependent levels of action planning. At the strategic level, action planning involves establishing long-term strategic directions, identifying critical success factors for achieving strategic goals, developing high-level action plans, and formulating broad strategies to overcome challenges and capitalize on future opportunities. At the tactical level, strategic goals are translated into specific initiatives, projects and actions that are interconnected and applicable to the distinct areas of the organization. A typical time horizon for the implementation of tactical action plans is from 6 to 18 months. At the operational level, action planning involves day-to-day decision making, creating daily, weekly and monthly schedules, defining practical process steps, activities and procedures, and developing detailed, focused and flexible action plans for implementation within the frontline levels of the organization.
