“A strategic plan supports the organization’s mission, vision, and values. It should be the result of an organization’s careful evaluation of its position in the marketplace based on the parameters of service, quality, access, scope, innovation, and demographics. An organization cannot be everything to everyone and must identify the goals and objectives that best position it in the marketplace toward achieving success. The strategic plan identifies the organization’s chosen approach to achieving these goals and objectives.”
Purpose - does the whole team have a clear, unambiguous understanding of the core function of the microsystem? How does the current work of the microsystem relate to this statement of purpose? This can help identify if the team has acquired new or additional work without appropriate planning, support or additional resources. Patients - what does the microsystem really know about its patients? What are the characteristics of the patients that are regularly seen? What do patients who pass through the microsystem think of the experience? People - what is the microsystem like from the point of view of the staff that work within it? What are their concerns, complaints and ideas for improvement? Are the skills and experience of the staff being maximally utilised? Processes - how does the microsystem get things done? What are the administrative, managerial and clinical routines that underpin day-to-day functioning? Are these routines sensible, systematic and efficient? Patterns - what data is available to help run the microsystem on a day-to-day basis? What performance information is available that could be used to highlight strengths and weaknesses?
Microsystem tools can help to knit together care in a fragmented health system, achieve safe and efficient care, and provide the best possible care and attain the best possible health outcomes.