Advancing mission in the marketplace. Integrated strategic planning and budgeting helps a system remain accountable.
In the late 1980s Holy Cross Health System (HCHS), South Bend, IN, began to implement a revised strategic planning and budgeting process to effectively link the system's mission with its day-to-day operations. Leaders wanted a process that would help system employees internalize and act on the four major elements articulated in the HCHS mission statement: fidelity, excellence, empowerment, and stewardship. Representatives from mission, strategic planning, and finance from the corporate office and subsidiaries examined planning and budgeting methods. From the beginning, HCHS leaders decided that the process should be implemented gradually, with each step focusing on refining methodology and improving mission integration. As the process evolved. HCHS developed a sequence in which planning preceded budgeting. The system also developed a variety of educational and collaborative initiatives to help system employees adapt to the organization's change of direction. One critical aspect of HCHS's ongoing education is an ethical reflection process that helps participants balance ethical considerations by viewing an issue from three perspectives: social vision, multiple responsibility, and self-interest.
Holy Cross Health System, South Bend, IN.
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Smessaert
D002017:Budgets / Q000458:organization & administration*; D002410:Catholicism; D016519:Hospitals, Religious / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D007196:Indiana; D009096:Multi-Institutional Systems / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D015279:Organizational Culture; D009937:Organizational Objectives; D010934:Planning Techniques; D012941:Social Responsibility; D012945:Social Values