Gippsland PHN Practice Performance Workshop August 2019
Workshop Summary FOUNDATIONAL Workshops EXECUTION Workshops Business Planning Financial Performance • Gain a better understanding of the strategic planning • Understanding the key financial strategic for planning and monitoring financial performance process • Learning about the value of budgets and key performance • Discover practical approaches for strategic planning in your indicators practice • Considering different approaches for setting fees • Acquire the tools for setting your strategic priorities • Discovering tools and methods for producing great • financial reports Understand the keys to effective implementation to ensure you achieve your goals Good Governance Operational Performance • Learn about what governance really means in general • Learning about strategies for creating Financial and practice Operational efficiencies in your practice • • Hearing how high performing practices operate more Understand the delineation between Business, Clinical and efficiently Operational Governance • Understanding how quality can be used to drive • Acquire the tools and approaches for making efficient and performance and productivity effective decisions • Appreciate the value of a systematic approach for implementing good governance in practice
Strategic Planning Process
Value of Strategic Planning • Defines a common vision and direction. • Provides a platform for decision making especially for Practice Managers. • Builds ownership and buy-in to decisions • Provides a clear focus for the investment of effort and resources. • Builds strong teams. • Increases productivity. • RACGP Standards 5 th Edition compliance
Leading Business Execution Strategy • Streamline systems and processes • Regular strategic planning • Implement business disciplines • Focus on purpose and priorities • Run regular, highly effective • Engage everyone in the process meetings • Review plans regularly • Delegate to the lowest levels Cash People • Focus on cashflow • Hire the best people • Monitor KPIs • Invest in training • Focus on a key number • Manage succession • Build a healthy balance sheet • Create positive culture * Verne Harnish, 2014 – Scaling up
Purpose Often referred to as the Mission of the business. The purpose should answer the question…Why does what we do matter, and what difference does it make to the world?
Vision A vision statement provides strategic direction and describes what the company wants to achieve in the future. Our vision statement is a declaration of our company objectives intended to guide our internal decision making. It is our road map, indicating both what we want to become and guiding transformational initiatives by setting a defined direction for our growth.
Vision IKEA The IKEA vision is to create a better everyday life for the many people. We make this possible by offering a wide range of well- designed, functional home furnishing products at process so low that as many people as possible will be able to afford them.
Vision Clare Medical Centre Clare Medical Centre is recognized as a leader in rural medicine, providing the community with a comprehensive range of medical services that are integrated with the broader health system. The practice is proactively managed on sound business principles and develops as a centre for excellence in primary health care, professional development and education.
Values Often referred to as the ‘vibe’ for those who love The Castle. Core values are the rules and boundaries that define the company’s culture and personality, and provide a final “Should/Shouldn’t” test for all the behaviours and decisions by everyone in the firm. (Verne Harnish, 2014)
Values Atlassian The company values of Atlassian, of Australia's largest software exporters with revenues of $45 million ’s values, are bold and in your face. – Open company – No bullsh.t – Build with heart and balance – Don’t f..k the customer – Play as a team – Be the change you seek
Values Coca-Cola Leadership: The courage to shape a better future Collaboration: Leverage collective genius Integrity: Be real Accountability: If it is to be, it’s up to me Passion: Committed in heart and mind Diversity: As inclusive as our brands Quality: What we do, we do well
Values
Values Value Statements <Value> <Statement of Intent> <Behaviours> • Behaviour 1 • Behaviour 2 Respect Our relationships are built on the highest level of trust and respect. • The interactions of doctors and staff demonstrate trust and respect. • Respect is shown to all patients. All patients are treated as VIPs. • Respect is granted to any person who entering the practice including patients, suppliers, pharmaceutical representatives.
Gantt Chart
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