Strategic Plan Template Bilingual
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NAM E O F H OS P I TAL S T RAT EG I C P L A N 医 院战 略规 划 Select this paragraph and replace with the descriptive name of the plan
(此处替换改为规划的具体描述名称) 200X-200Y
Descriptive Name of the PLAN 规划的具体描述名称
Strategic Plan Template Version 2, 2009. 战略规划模板第 2 版 2009 年
以下为作者对该模板版权的申明 This work is licensed under a Creative Commons Attribution 2.5 Australia License Ian Hughes claims moral rights as author of this template. You are free to use, copy, distribute, display, alter, transform, or build upon this work provided you attribute the original template (but not any plan or other work derived from it) to Ian Hughes. Version 2 was developed with support from The Research Institute for Asia and the Pacific in The University of Sydney, Australia. If you have any comments or feedback please send them by email to I.Hughes @ usyd.edu.au
Add publication and copyright data to this page. 在此页加入出版物与版权信息 Planning Team 规划团队 List names of 名单 All the members 成员 Of the Planning Team With collaboration of 合作伙伴 List people 名单 And groups 团体 Who contributed to this plan 谁对此规划有贡献
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CONTENTS 内 容 Contents 内容..................................................................................................2 Introduction 介绍.............................................................................................3 how to customise your strategic plan 如何自定义你的战略规划..........................3 more template tips 更多模板使用提示...............................................................4 how to create a table 如何创建表格..................................................................4 Planning to plan规划的准备工作........................................................................5 Most Important Thing 最重要的事.....................................................................7 Purpose Formulation 目标分解..........................................................................8 Statement of Purpose 目标陈述......................................................................10 Vision 愿景....................................................................................... ..............11 Values Scan 价值审视.....................................................................................13 Driving forces 驱动力.....................................................................................14 Culture Scan 文化审视....................................................................................15 SWOT Analysis 态势分析............................................................................... ..16 Strategic issues 战略核心议题.........................................................................17 Action plan 行动计划......................................................................................19 Emergent issue 紧急处理问题.........................................................................21 Environmental Monitor 环境监控....................................................................22
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INTRODUCTION 介 绍 Read the instructions which are on this template. Then select and replace this typing with your own introduction. 阅读模板的指导说明，然后选择和替换你自己的介绍。 This template only helps you with the layout and presentation of your strategic plan. You must use reading, collaboration and input from stakeholders to develop the plan. Remember the best presented and laid out plan is a waste of time if it is not participatory. If you plan does not reflect what the people who will be affected by it want, then it is a waste of time. This 2009 version is written for hospital strategic planning, but can be adapted for other purposes. The template is designed in Microsoft Word 2003. Change the information on the cover page to contain the information you would like. Select the text in each of the labelled boxes, and replace it with the information required for your strategic plan. To add information in the body of your plan, use Styles such as Heading 1-5, Body Text, Block Quotation, List Bullet, and List Number from the Style control on the Formatting toolbar. This template is complete with Styles for a Table of Contents and an Index. From the Insert menu, choose Index and Tables. Click on the tab you would like. Be sure to choose the Custom Format.
HOW TO CUSTOMISE YOUR STRATEGIC PLAN
如何自定义你的战略规划
TO CREATE YOUR OWN CUSTOMISED STRATEGIC PLAN, select and replace the text here with your own, delete features you do not want, and type in the new features you would like. When you make changes and save the document with a new name. 1) Insert your organisation name and address in place of the text on the cover page by clicking once and typing. The address should be typed in the frame in upper right corner of the title page. 2) Choose File Save As. Save the file under a new name to protect the original version. You may want to come back to earlier versions of your strategic plan.
HOW TO CREATE BULLETS AND NUMBERED LISTS
To create a bulleted list like this, select one or more paragraphs and choose the List Bullet style from the Style drop-down list. To create a numbered list like the numbered paragraphs above, select one or more paragraphs and choose the List Number style from the Style dropdown list — Word will automatically number the paragraphs for you.
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This Style—the Block Quotation—can be used for quotes, notes or paragraphs of special interest. To use the Block Quotation Style, highlight any paragraph and choose Block Quotation from the style drop-down list on the Formatting toolbar.
MORE TEMPLATE TIPS
更多模板使用提示
There are three ways to view the various style names of the template sample text: 1) In Normal view, choose Tools Options. Click the View tab. In the Style Area Width box, dial up a number such as “1” and click OK. Observe the style name next to each paragraph; or 2) In Page Layout view, click on any paragraph and view the style name on the Formatting toolbar; or 3) From the Format menu choose Style Gallery. In the Preview section click on Style Samples.
HOW TO CREATE A TABLE
如何创建表格
TO CREATE A TABLE, Choose ‘Insert Table’ from the Table menu. To have it look like the below table, click Table AutoFormat on the Table menu, and then choose the Elegant format. TO MODIFY AN EXISTING TABLE, such as the table below, position your cursor in any cell. To modify the table, access the Table menu to select the desired action and/or result.
CURRENT SHARE
SHARE IN 3 YRS.
Largest competitor
COMPETITOR RANKING
50%
30%
Second largest competitor Third largest competitor
25%
20%
15%
12%
Table: Projected growth of competitors over 3 years.
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PLANNING TO PLAN规 划 的 准 备 工 作 OUR SYSTEM 机制
Write a descriptive title of the hospital, service or system the plan relates to 编写一个与规划相关的医院、服务或机制的 描述性名称
OUR COMMITMENT 承诺
A statement that the Executive Officer will provide time and resources needed to complete the participatory planning cycle 说明，执行主管要求完成规划周期所需的时间与资源
OUR PLANNING TEAM 规划团队
List the names and positions of the people who will make the plan 列出制定规划人员的名字与职位
THE STAKE HOLDERS 相关参与者
List the people, groups and organisations who may be affected by this plan 列出对该规划可能产生影响的人、团体 或组织机构
TIME FOR PLANNING 时间表
When will the planning team meet? 规划团队的开会时间
PLACE FOR PLANNING 规划场所
Where will the planning team meet? What places will be used for meetings, consultation etc. 规划团队在哪里 见面? 哪些地方被用来开会、咨询和讨论等
STAKE HOLDER-TEAM RELATIONSHIPS 相关参与者与规划院队的关系
Draw a diagram connecting each stake holder to the planning team on a piece of paper and attach it to the strategic plan at the end of this part. If you delete this paragraph you can use the heading. 在小纸上画出每一个相关参与者与规划团队的关系表，并附在战 略规划书这部分的最后。如果你删除此段，你可以使用这个标题。
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MOST IMPORTANT THING 最 重 要 的 事 Ask members of the Planning Team and key stakeholders to complete this sentence: 要去规划团队的成员以及主要参与者完成该句子： The most important thing about this hospital over the next few years is … 对医院来说，未来几年最重要的事是：
Collect all answers together and summarise them using qualitative research thematic analysis. 收集所有的答案，运用定性研究专题分析，将答案归纳在一起。 Make a short summary statement of the most important thing. 简要总结最重要的事。
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PURPOSE FORMULATION 目 标 分 解 The word "purpose" is often preferred to the word "mission". Another word preferred by stake holders may be used. Answer each of five questions, then combine the five answers into one statement of purpose. 目标经常被理解为任务。 回答以下五个问题，然后将归纳为一份目标陈述
What services should the hospital offer? What functions should the hospital perform?
1. WHAT 什么？
医院提供哪些服务？ 医院履行哪些职能？
Who are the people the hospital should offer services to? For whom does the hospital perform these functions?
2. WHO 谁？
医院该向谁提供服务？医院向 谁履行职能？
What services will the hospital offer to meet client’s needs?
3. HOW 如何？
医院提供怎样的服务以满足客 户的需求。
What are the reasons for this specific hospital? Why should the hospital exist? 为什么
4. WHY 为什么？
需要这个医院存在？哪些理 由？
Combine these four statements into to make one statement of purpose.将这四点 总结归纳成一个总的目标陈述 WHAT? 什么？
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Why?
为什么？
HOW? 如何？
WHO? 谁？
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STATEMENT OF PURPOSE 目 标 陈 述
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VISION 愿 景 Descriptive Name of Plan
Our vision of our future is ...我们对未来 的愿景是... Give an expression of the vision here after you have read and discussed what is meant by ‘vision’ in participatory strategic planning. Do this when you are ready to, as early in the planning process as you can. 阅读和讨论在战略规划中“Vision”的涵义，然后给出“我们对未来的愿景是什么”的答案。规划 过程中，越早确定愿景越好。
A clear and concrete statement of what the hospital can become is like a guiding star to give direction, to inspire effort, and give meaning to the existence of the hospital. Giving expression to a vision for the future provides a lodestar to guide planning and action, and guides you in dealing with complex issues as they emerge. 一个明确而具体的“医院能是什么样”的陈述，就像那北极星，指引着我们前进方向，鼓舞和激 励着我们努力奋斗，并且赋予医院存在的意义。对未来的愿景给出表述，就像那北极星的出现，引 领着我们的规划与行动，并在复杂问题出现时，给予我们解决问题的指导。
Mahatma Ghandi urged us to be the change we want to see. Our vision of the hospital is a statement of the change we want to be. 圣雄甘地要求我们必须改变成为我们想要看到的样子。对医院，我们的愿景就是对我们想要做出 什么改变的陈述。
Vision is the fundamental reason the hospital exists, why we are here as the hospital. Vision is crucial both to guide future development of the hospital, and importantly, to provide direction in times of confusion or crisis. 这愿景是医院存在的根本原因，为什么我们在这里办医院。愿景，对医院未来发展导向和在混乱 和危机时期引路导航，都至关重要。
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Vision is the concrete statement of your ultimate dreams for the hospital and the way we can impact on the world. 愿景是医院终极梦想的具体说明，是我们通向如何能够影响世界的康庄大道。
Clarifying the vision seems easy but can be a deceptively difficult task. A good vision is: 明确愿景看似容易，实则是一项艰巨的任务。一个好的愿景是： •
Future oriented 未来为导向
•
Easy to understand and remember 让人容易理解与记忆
•
Unique to this hospital 为医院独有
•
A call to service and care 对服务与护理的呼唤
•
Inspiring 鼓舞人心的
•
Brief - try for ten words or less in English or a few Characters in Chinese. 总结-试用10个以内的英语单词或一些中文单词
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VALUES SCAN 价 值 审 视 MEMBERS OF PLANNING TEAM 规划团队成员
Name 名字
Personal values 个人价值观
Each member of the planning team 规划团队的每一个成 员
lists his or her own values 列出他或她自己的价值观
use the tab key to add more rows 使用TAB键来添加更 多的行
THE STAKE HOLDERS 相关参与者
Stake holder 相关参与者
Values 价值观
List each main stake holder 列出每 个主要的相关参与者
List the values of each (if known) 列出他们每个人的价值观
Use statements made by stake holders when possible 如果可能，使用他们的陈述 THE HOSPITAL 医院
Name of the Organisation 机构名称
Stated philosophy, principles or values 陈述机构的哲学逻辑、原则与价值观念
Copy or attach a written statement if one exists 复制或附上一份陈述文件，如果有的话 Source 来源
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DRIVING FORCES 驱 动 力 what will we do
SERVICES 服务
我们做些什么
who will use our services
CUSTOMERS 客户
谁使用我们的服务
what methods will we use 我们使用什么技
TECHNIQUES 技术
术
how we can afford to do it 做到这一点，我
COST CONTROL 成本控制
们可以承担多少
how we can do it
OPERATIONS 运作
我们能做什么
resources we can make use of
RESOURCES 资源
我们可利用的资源
what stake holders will get
REWARDS 奖励
相关参与者能得到什么
What makes our hospital different from others? 什么
DISTINCTIVE COMPETENCY 独特的竞争力
使我们的意愿与众不 同？
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CULTURE SCAN 文 化 审 视 CUSTOMERS 客户
Brief description of the culture of service users 简要描述使用服务的客户的文化
ORGANISATION 机构
Brief description of the culture of the organisation 简要描述机构的组织文化
LOCAL COMMUNITY 当地社区
Brief description of cultures in the local community 简要描述当地社区的文化
COMPETITORS 竞争者
Notes on cultures of other service providers 注释其他提供服务者的文化
PLANNING TEAM 规划团队
Cultural background of each member of planning team 规划团队每一个成员的文化背景
PLAN 规划
Implications of the cultural context for the plan 此规划的文化背景
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SWOT ANALYSIS 态 势 分 析
I N T E R N A L E X T E R N A L
STRENGTHS 优势
WEAKNESSES 劣势
OPPORTUNITIES 机会
THREATS 威胁
内 部
外 部
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STRATEGIC ISSUES 战 略 核 心 议 题 Copy the following table, and fill out for three to five key strategic issues. 复制以下表格，并填写三至五个主要的战略议题。
In the ACTION box write what we intend to do about it. (Action should be appropriate to domain). 在执行表格中，填写你打算做什么。（行动应适当）
STRATEGIC ISSUE 战略议题
Issues must be of strategic importance. Use a separate copy of this form for each of 3 to 5 key issues. 议题必须是 具有战略重要意义的。分别对这三至五个议题使用独立的表格填写。
COMPLEXITY DOMAIN 复杂
Identify whether the issue fits in the domain of Order (Known or Knowable), Unorder (Complicated or Chaos), Disorder (Unknown) and if it is a Wicked problem. 弄清这 个议题是否适用（众所周知或可知的）、不适用（复杂的或混乱的）、 无规则的（不可知的），并且明确这是否是个坏事。
SITUATION NOW 当前情况
Briefly describe or summarise where we are at now.
FUTURE STATE 未来预期
Where we would like to be. 我们想要实现什么
SUCCESS INDICATORS 成功的衡量指标
How we will know that we have arrived or are on track towards the future state. 我们如何知道我们达到了未来的预期，
BROAD STRATEGIES 广泛意义上的战略
This is the heart of the strategic plan. List the few most important things you will do to achieve your future state. Don’t go into detail here.
简单陈述或概括我们现在是什么情况
或在正轨上。
这是战略规划的核心。列出为了实现未来预期你需要做的几件最重要的 事情。在这里，不需要太深入具体。 RESOURCES 资源
What knowledge, skills, experience, technology, natural talent or other resources do we need to implement these strategies and meet the success indicators? 实施这些战 略，达到成功指标，我们都需要那些知识技能、技术经验、天赋或其他 资源？
WHO? 谁？
Who in the hospital will take responsibility for directing, coordinating, enabling action on this strategic issue? 谁在医院负责这个战略议题的指挥协调工作？
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ACTION PLAN 行 动 计 划 Copy the template, and fill it out for each issue. 复制此表格，并根据每一个议题填写此表。
Objectives will be formatted as a numbered list automatically. 目标将自动编号列表 ISSUE 议题
Type your strategic issue here 在此处填入你的战略议题
STRATEGY 战略
1) First step or tactic 第一步或策略 2) Second step or tactic 第二部或策略
STEP OR TACTIC 步骤
WHO 谁
ACTION 行动
Copy this template and use it many times in planning and implementing action to implement the strategy and achieve our vision. For each action, name a person with responsibility to achieve or coordinate that activity, when the person should report on progress. Make a brief note of the outcome when the report is made, or the date for completion arrives. 复制该表，并且在规划和实施活动中多次 使用。每一次行动，都列出责任人以及他 何时需要报告进程。在报告时或活动结束 日，简述结果情况如何。
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WHEN 什么时候
OUTCOME 结果
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EMERGENT ISSUE 紧 急 处 理 问 题 This template should be kept and used when the planning process reveals a need for immediate or changed action. 该模板用于当规划过程中出现紧急需求或行动 变化时。 DATE 日期
Date the form is filled out 填写该表的日期
ISSUE IDENTIFIED 明确问题
During the planning process differences between what is and what should be will be uncovered 在规划过 程中，“实际如何与应该为如何”的区别没有被发现
URGENCY 紧急
When is action needed? What would be the consequences of not acting or delaying action? 何时需 要采取行动？不行动或拖延行动会将哪些后果？
ACTION PLAN 行动计划
What you think should be done
RESPONSIBILITY 责任
Who will be responsible for application
COMMITMENT 承诺
Executive Officer or Coordinator approves of action
ACTION TAKEN 采取行动
Report of what is done
OUTCOME 结果
Report of what happened after the application
你认为应该如何？
谁对此申请负责？
执行主管或协调人员批准行动
报告采取了什么行动？
报告申请实施后，发生了什么
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ENVIRONMENTAL MONITOR 环 境 监 控 The hospital systems are nested within wider environmental systems. Copy this Environmental Monitor and use it from time to time during the planning cycle, especially if you notice changes. 医院系统被更广泛的环境机制所环绕着，复制此环境监控方法，不时地应用到规划周期中，特别是 当你注意到变化发生的时候。 DATE 日期
GLOBAL ENVIRONMENT 国际环境
Are there any new technologies, or international events that may affect this hospital or system? 是否有新
NATIONAL AND STATE EVENTS 国家和省级事件
What political events, national or regional government policies, economic changes or other elements in the national or state environment impact on us? 哪些国家或
的技术或国际事件可能对医院或机制产生影响？
省级的政治事件、政府政策、经济变革或其他环境因素对我们产生影 响？ SOCIAL AND CULTURAL ENVIRONMENT 社会与文化环境
What are the social and cultural expectations, events and changes which might affect our systems?
INDUSTRY OR SERVICE SECTOR 产业或服务行业
What are current trends and events in the industry or service sector?
哪些社会与文化预期、事件、变化可能会对我们的机制产生影响？
行业内当前的趋势和活动有哪些？
What recent or anticipated technological changes might affect us? 有哪些最近的或预期的技术革新会对我们产生影响？ COMPETITIVE ENVIRONMENT 竞争环境
Which hospitals or other organisations offer similar or competing services? What are they doing?
LOCAL ENVIRONMENT 当地环境
Local events, history, geography, epidemiology, economy, politics, population trends, interests, activities etc. 当地的事件、历史、地理、流行病、政治、人口 趋势、兴趣和活动等。
哪些医院或机构提供类似的或竞争性的服务？他们都在做什么？
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Congratulations on completing your strategic plan. 祝贺您完成该战略计划 _______________________________________
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(此处替换改为规划的具体描述名称) 200X-200Y
Descriptive Name of the PLAN 规划的具体描述名称
Strategic Plan Template Version 2, 2009. 战略规划模板第 2 版 2009 年
以下为作者对该模板版权的申明 This work is licensed under a Creative Commons Attribution 2.5 Australia License Ian Hughes claims moral rights as author of this template. You are free to use, copy, distribute, display, alter, transform, or build upon this work provided you attribute the original template (but not any plan or other work derived from it) to Ian Hughes. Version 2 was developed with support from The Research Institute for Asia and the Pacific in The University of Sydney, Australia. If you have any comments or feedback please send them by email to I.Hughes @ usyd.edu.au
Add publication and copyright data to this page. 在此页加入出版物与版权信息 Planning Team 规划团队 List names of 名单 All the members 成员 Of the Planning Team With collaboration of 合作伙伴 List people 名单 And groups 团体 Who contributed to this plan 谁对此规划有贡献
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CONTENTS 内 容 Contents 内容..................................................................................................2 Introduction 介绍.............................................................................................3 how to customise your strategic plan 如何自定义你的战略规划..........................3 more template tips 更多模板使用提示...............................................................4 how to create a table 如何创建表格..................................................................4 Planning to plan规划的准备工作........................................................................5 Most Important Thing 最重要的事.....................................................................7 Purpose Formulation 目标分解..........................................................................8 Statement of Purpose 目标陈述......................................................................10 Vision 愿景....................................................................................... ..............11 Values Scan 价值审视.....................................................................................13 Driving forces 驱动力.....................................................................................14 Culture Scan 文化审视....................................................................................15 SWOT Analysis 态势分析............................................................................... ..16 Strategic issues 战略核心议题.........................................................................17 Action plan 行动计划......................................................................................19 Emergent issue 紧急处理问题.........................................................................21 Environmental Monitor 环境监控....................................................................22
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INTRODUCTION 介 绍 Read the instructions which are on this template. Then select and replace this typing with your own introduction. 阅读模板的指导说明，然后选择和替换你自己的介绍。 This template only helps you with the layout and presentation of your strategic plan. You must use reading, collaboration and input from stakeholders to develop the plan. Remember the best presented and laid out plan is a waste of time if it is not participatory. If you plan does not reflect what the people who will be affected by it want, then it is a waste of time. This 2009 version is written for hospital strategic planning, but can be adapted for other purposes. The template is designed in Microsoft Word 2003. Change the information on the cover page to contain the information you would like. Select the text in each of the labelled boxes, and replace it with the information required for your strategic plan. To add information in the body of your plan, use Styles such as Heading 1-5, Body Text, Block Quotation, List Bullet, and List Number from the Style control on the Formatting toolbar. This template is complete with Styles for a Table of Contents and an Index. From the Insert menu, choose Index and Tables. Click on the tab you would like. Be sure to choose the Custom Format.
HOW TO CUSTOMISE YOUR STRATEGIC PLAN
如何自定义你的战略规划
TO CREATE YOUR OWN CUSTOMISED STRATEGIC PLAN, select and replace the text here with your own, delete features you do not want, and type in the new features you would like. When you make changes and save the document with a new name. 1) Insert your organisation name and address in place of the text on the cover page by clicking once and typing. The address should be typed in the frame in upper right corner of the title page. 2) Choose File Save As. Save the file under a new name to protect the original version. You may want to come back to earlier versions of your strategic plan.
HOW TO CREATE BULLETS AND NUMBERED LISTS
To create a bulleted list like this, select one or more paragraphs and choose the List Bullet style from the Style drop-down list. To create a numbered list like the numbered paragraphs above, select one or more paragraphs and choose the List Number style from the Style dropdown list — Word will automatically number the paragraphs for you.
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This Style—the Block Quotation—can be used for quotes, notes or paragraphs of special interest. To use the Block Quotation Style, highlight any paragraph and choose Block Quotation from the style drop-down list on the Formatting toolbar.
MORE TEMPLATE TIPS
更多模板使用提示
There are three ways to view the various style names of the template sample text: 1) In Normal view, choose Tools Options. Click the View tab. In the Style Area Width box, dial up a number such as “1” and click OK. Observe the style name next to each paragraph; or 2) In Page Layout view, click on any paragraph and view the style name on the Formatting toolbar; or 3) From the Format menu choose Style Gallery. In the Preview section click on Style Samples.
HOW TO CREATE A TABLE
如何创建表格
TO CREATE A TABLE, Choose ‘Insert Table’ from the Table menu. To have it look like the below table, click Table AutoFormat on the Table menu, and then choose the Elegant format. TO MODIFY AN EXISTING TABLE, such as the table below, position your cursor in any cell. To modify the table, access the Table menu to select the desired action and/or result.
CURRENT SHARE
SHARE IN 3 YRS.
Largest competitor
COMPETITOR RANKING
50%
30%
Second largest competitor Third largest competitor
25%
20%
15%
12%
Table: Projected growth of competitors over 3 years.
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PLANNING TO PLAN规 划 的 准 备 工 作 OUR SYSTEM 机制
Write a descriptive title of the hospital, service or system the plan relates to 编写一个与规划相关的医院、服务或机制的 描述性名称
OUR COMMITMENT 承诺
A statement that the Executive Officer will provide time and resources needed to complete the participatory planning cycle 说明，执行主管要求完成规划周期所需的时间与资源
OUR PLANNING TEAM 规划团队
List the names and positions of the people who will make the plan 列出制定规划人员的名字与职位
THE STAKE HOLDERS 相关参与者
List the people, groups and organisations who may be affected by this plan 列出对该规划可能产生影响的人、团体 或组织机构
TIME FOR PLANNING 时间表
When will the planning team meet? 规划团队的开会时间
PLACE FOR PLANNING 规划场所
Where will the planning team meet? What places will be used for meetings, consultation etc. 规划团队在哪里 见面? 哪些地方被用来开会、咨询和讨论等
STAKE HOLDER-TEAM RELATIONSHIPS 相关参与者与规划院队的关系
Draw a diagram connecting each stake holder to the planning team on a piece of paper and attach it to the strategic plan at the end of this part. If you delete this paragraph you can use the heading. 在小纸上画出每一个相关参与者与规划团队的关系表，并附在战 略规划书这部分的最后。如果你删除此段，你可以使用这个标题。
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MOST IMPORTANT THING 最 重 要 的 事 Ask members of the Planning Team and key stakeholders to complete this sentence: 要去规划团队的成员以及主要参与者完成该句子： The most important thing about this hospital over the next few years is … 对医院来说，未来几年最重要的事是：
Collect all answers together and summarise them using qualitative research thematic analysis. 收集所有的答案，运用定性研究专题分析，将答案归纳在一起。 Make a short summary statement of the most important thing. 简要总结最重要的事。
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PURPOSE FORMULATION 目 标 分 解 The word "purpose" is often preferred to the word "mission". Another word preferred by stake holders may be used. Answer each of five questions, then combine the five answers into one statement of purpose. 目标经常被理解为任务。 回答以下五个问题，然后将归纳为一份目标陈述
What services should the hospital offer? What functions should the hospital perform?
1. WHAT 什么？
医院提供哪些服务？ 医院履行哪些职能？
Who are the people the hospital should offer services to? For whom does the hospital perform these functions?
2. WHO 谁？
医院该向谁提供服务？医院向 谁履行职能？
What services will the hospital offer to meet client’s needs?
3. HOW 如何？
医院提供怎样的服务以满足客 户的需求。
What are the reasons for this specific hospital? Why should the hospital exist? 为什么
4. WHY 为什么？
需要这个医院存在？哪些理 由？
Combine these four statements into to make one statement of purpose.将这四点 总结归纳成一个总的目标陈述 WHAT? 什么？
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Why?
为什么？
HOW? 如何？
WHO? 谁？
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STATEMENT OF PURPOSE 目 标 陈 述
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VISION 愿 景 Descriptive Name of Plan
Our vision of our future is ...我们对未来 的愿景是... Give an expression of the vision here after you have read and discussed what is meant by ‘vision’ in participatory strategic planning. Do this when you are ready to, as early in the planning process as you can. 阅读和讨论在战略规划中“Vision”的涵义，然后给出“我们对未来的愿景是什么”的答案。规划 过程中，越早确定愿景越好。
A clear and concrete statement of what the hospital can become is like a guiding star to give direction, to inspire effort, and give meaning to the existence of the hospital. Giving expression to a vision for the future provides a lodestar to guide planning and action, and guides you in dealing with complex issues as they emerge. 一个明确而具体的“医院能是什么样”的陈述，就像那北极星，指引着我们前进方向，鼓舞和激 励着我们努力奋斗，并且赋予医院存在的意义。对未来的愿景给出表述，就像那北极星的出现，引 领着我们的规划与行动，并在复杂问题出现时，给予我们解决问题的指导。
Mahatma Ghandi urged us to be the change we want to see. Our vision of the hospital is a statement of the change we want to be. 圣雄甘地要求我们必须改变成为我们想要看到的样子。对医院，我们的愿景就是对我们想要做出 什么改变的陈述。
Vision is the fundamental reason the hospital exists, why we are here as the hospital. Vision is crucial both to guide future development of the hospital, and importantly, to provide direction in times of confusion or crisis. 这愿景是医院存在的根本原因，为什么我们在这里办医院。愿景，对医院未来发展导向和在混乱 和危机时期引路导航，都至关重要。
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Vision is the concrete statement of your ultimate dreams for the hospital and the way we can impact on the world. 愿景是医院终极梦想的具体说明，是我们通向如何能够影响世界的康庄大道。
Clarifying the vision seems easy but can be a deceptively difficult task. A good vision is: 明确愿景看似容易，实则是一项艰巨的任务。一个好的愿景是： •
Future oriented 未来为导向
•
Easy to understand and remember 让人容易理解与记忆
•
Unique to this hospital 为医院独有
•
A call to service and care 对服务与护理的呼唤
•
Inspiring 鼓舞人心的
•
Brief - try for ten words or less in English or a few Characters in Chinese. 总结-试用10个以内的英语单词或一些中文单词
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VALUES SCAN 价 值 审 视 MEMBERS OF PLANNING TEAM 规划团队成员
Name 名字
Personal values 个人价值观
Each member of the planning team 规划团队的每一个成 员
lists his or her own values 列出他或她自己的价值观
use the tab key to add more rows 使用TAB键来添加更 多的行
THE STAKE HOLDERS 相关参与者
Stake holder 相关参与者
Values 价值观
List each main stake holder 列出每 个主要的相关参与者
List the values of each (if known) 列出他们每个人的价值观
Use statements made by stake holders when possible 如果可能，使用他们的陈述 THE HOSPITAL 医院
Name of the Organisation 机构名称
Stated philosophy, principles or values 陈述机构的哲学逻辑、原则与价值观念
Copy or attach a written statement if one exists 复制或附上一份陈述文件，如果有的话 Source 来源
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DRIVING FORCES 驱 动 力 what will we do
SERVICES 服务
我们做些什么
who will use our services
CUSTOMERS 客户
谁使用我们的服务
what methods will we use 我们使用什么技
TECHNIQUES 技术
术
how we can afford to do it 做到这一点，我
COST CONTROL 成本控制
们可以承担多少
how we can do it
OPERATIONS 运作
我们能做什么
resources we can make use of
RESOURCES 资源
我们可利用的资源
what stake holders will get
REWARDS 奖励
相关参与者能得到什么
What makes our hospital different from others? 什么
DISTINCTIVE COMPETENCY 独特的竞争力
使我们的意愿与众不 同？
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CULTURE SCAN 文 化 审 视 CUSTOMERS 客户
Brief description of the culture of service users 简要描述使用服务的客户的文化
ORGANISATION 机构
Brief description of the culture of the organisation 简要描述机构的组织文化
LOCAL COMMUNITY 当地社区
Brief description of cultures in the local community 简要描述当地社区的文化
COMPETITORS 竞争者
Notes on cultures of other service providers 注释其他提供服务者的文化
PLANNING TEAM 规划团队
Cultural background of each member of planning team 规划团队每一个成员的文化背景
PLAN 规划
Implications of the cultural context for the plan 此规划的文化背景
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SWOT ANALYSIS 态 势 分 析
I N T E R N A L E X T E R N A L
STRENGTHS 优势
WEAKNESSES 劣势
OPPORTUNITIES 机会
THREATS 威胁
内 部
外 部
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STRATEGIC ISSUES 战 略 核 心 议 题 Copy the following table, and fill out for three to five key strategic issues. 复制以下表格，并填写三至五个主要的战略议题。
In the ACTION box write what we intend to do about it. (Action should be appropriate to domain). 在执行表格中，填写你打算做什么。（行动应适当）
STRATEGIC ISSUE 战略议题
Issues must be of strategic importance. Use a separate copy of this form for each of 3 to 5 key issues. 议题必须是 具有战略重要意义的。分别对这三至五个议题使用独立的表格填写。
COMPLEXITY DOMAIN 复杂
Identify whether the issue fits in the domain of Order (Known or Knowable), Unorder (Complicated or Chaos), Disorder (Unknown) and if it is a Wicked problem. 弄清这 个议题是否适用（众所周知或可知的）、不适用（复杂的或混乱的）、 无规则的（不可知的），并且明确这是否是个坏事。
SITUATION NOW 当前情况
Briefly describe or summarise where we are at now.
FUTURE STATE 未来预期
Where we would like to be. 我们想要实现什么
SUCCESS INDICATORS 成功的衡量指标
How we will know that we have arrived or are on track towards the future state. 我们如何知道我们达到了未来的预期，
BROAD STRATEGIES 广泛意义上的战略
This is the heart of the strategic plan. List the few most important things you will do to achieve your future state. Don’t go into detail here.
简单陈述或概括我们现在是什么情况
或在正轨上。
这是战略规划的核心。列出为了实现未来预期你需要做的几件最重要的 事情。在这里，不需要太深入具体。 RESOURCES 资源
What knowledge, skills, experience, technology, natural talent or other resources do we need to implement these strategies and meet the success indicators? 实施这些战 略，达到成功指标，我们都需要那些知识技能、技术经验、天赋或其他 资源？
WHO? 谁？
Who in the hospital will take responsibility for directing, coordinating, enabling action on this strategic issue? 谁在医院负责这个战略议题的指挥协调工作？
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ACTION PLAN 行 动 计 划 Copy the template, and fill it out for each issue. 复制此表格，并根据每一个议题填写此表。
Objectives will be formatted as a numbered list automatically. 目标将自动编号列表 ISSUE 议题
Type your strategic issue here 在此处填入你的战略议题
STRATEGY 战略
1) First step or tactic 第一步或策略 2) Second step or tactic 第二部或策略
STEP OR TACTIC 步骤
WHO 谁
ACTION 行动
Copy this template and use it many times in planning and implementing action to implement the strategy and achieve our vision. For each action, name a person with responsibility to achieve or coordinate that activity, when the person should report on progress. Make a brief note of the outcome when the report is made, or the date for completion arrives. 复制该表，并且在规划和实施活动中多次 使用。每一次行动，都列出责任人以及他 何时需要报告进程。在报告时或活动结束 日，简述结果情况如何。
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WHEN 什么时候
OUTCOME 结果
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EMERGENT ISSUE 紧 急 处 理 问 题 This template should be kept and used when the planning process reveals a need for immediate or changed action. 该模板用于当规划过程中出现紧急需求或行动 变化时。 DATE 日期
Date the form is filled out 填写该表的日期
ISSUE IDENTIFIED 明确问题
During the planning process differences between what is and what should be will be uncovered 在规划过 程中，“实际如何与应该为如何”的区别没有被发现
URGENCY 紧急
When is action needed? What would be the consequences of not acting or delaying action? 何时需 要采取行动？不行动或拖延行动会将哪些后果？
ACTION PLAN 行动计划
What you think should be done
RESPONSIBILITY 责任
Who will be responsible for application
COMMITMENT 承诺
Executive Officer or Coordinator approves of action
ACTION TAKEN 采取行动
Report of what is done
OUTCOME 结果
Report of what happened after the application
你认为应该如何？
谁对此申请负责？
执行主管或协调人员批准行动
报告采取了什么行动？
报告申请实施后，发生了什么
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ENVIRONMENTAL MONITOR 环 境 监 控 The hospital systems are nested within wider environmental systems. Copy this Environmental Monitor and use it from time to time during the planning cycle, especially if you notice changes. 医院系统被更广泛的环境机制所环绕着，复制此环境监控方法，不时地应用到规划周期中，特别是 当你注意到变化发生的时候。 DATE 日期
GLOBAL ENVIRONMENT 国际环境
Are there any new technologies, or international events that may affect this hospital or system? 是否有新
NATIONAL AND STATE EVENTS 国家和省级事件
What political events, national or regional government policies, economic changes or other elements in the national or state environment impact on us? 哪些国家或
的技术或国际事件可能对医院或机制产生影响？
省级的政治事件、政府政策、经济变革或其他环境因素对我们产生影 响？ SOCIAL AND CULTURAL ENVIRONMENT 社会与文化环境
What are the social and cultural expectations, events and changes which might affect our systems?
INDUSTRY OR SERVICE SECTOR 产业或服务行业
What are current trends and events in the industry or service sector?
哪些社会与文化预期、事件、变化可能会对我们的机制产生影响？
行业内当前的趋势和活动有哪些？
What recent or anticipated technological changes might affect us? 有哪些最近的或预期的技术革新会对我们产生影响？ COMPETITIVE ENVIRONMENT 竞争环境
Which hospitals or other organisations offer similar or competing services? What are they doing?
LOCAL ENVIRONMENT 当地环境
Local events, history, geography, epidemiology, economy, politics, population trends, interests, activities etc. 当地的事件、历史、地理、流行病、政治、人口 趋势、兴趣和活动等。
哪些医院或机构提供类似的或竞争性的服务？他们都在做什么？
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Congratulations on completing your strategic plan. 祝贺您完成该战略计划 _______________________________________
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