Strategic Planning
Change is difficult without a roadmap. Our team has years of experience developing and socializing high-impact strategic plans for state associations, quality collaboratives, and other healthcare organizations. We facilitate rapid design sprints with key stakeholders within an organization to effectively develop strategic plans that are productive and tangible. Our team is incredibly adept at working with diverse and broad swaths of stakeholders, as well as convening leaders and executives, to ensure consensus and alignment around an organization’s macro vision for the future. By engaging input from all stakeholders, our strategic plans have an innate accountability built into them, making them particulalry actionable.
Over the past decade, Do Tank has engaged C-suite and other organizational stakeholders to develop a wide array of strategic plans that serve as compasses for organizations and even entire states as they work to improve healthcare standards.
Our team worked alongside partners in Missouri to facilitate strategic planning sessions that culminated in the creation of the MC LAN Maternal Health Task Force 5-year strategic plan. We first sourced data from pre-existing reports, including the Missouri Community Forums Report on Rural Maternal Health Care that our team developed in 2024. After synthesizing this data, we crafted an initial approach and then surveyed the task force to validate and refine that approach accordingly. This allowed our team to develop six strategic pillars that we structured programming around at the Maternal Health Task Force Mini Summit. Over the course of two days at this summit, we divided the task force into six teams – one for each pillar – and had them ideate around each of the pillars. Throughout the two days, we integrated marketplace-style share outs to allow for cross-collaboration among gorups. In addition, we were privileged to have patient voices represented on the task force, and we protected time during each exercise to integrate perspectives from patient family partners. Ultimately, we were able to identify macro strategies under each pillar and flesh out the components the task force believes are most important to consider while developing the 5-year strategic plan.
In 2025, our team worked with the Indiana Hospital Association to facilitate and synthesize strategic planning with their board. We employed human centered methodology frameworks, such as the KISS model and Context Map, to identify pillars of focus, critical challenges, and specific workstreams to improve hospital margins, reduce infant mortality, and leverage innovation like AI. Post-facilitation, our team synthesized the board’s input and developed a report of the findings. The report outlines a transition from a reactive to a proactive organizational model aimed at shaping the future of healthcare in Indiana. The transition plan is built upon five core pillars—Advocacy, Financial Sustainability, Quality and Safety, Member Advancement, and Healthier Indiana—which address critical challenges such as workforce shortages, declining reimbursements, and poor state health rankings. The report serves as a roadmap for the association’s leadership to enhance member value, repair legislative relationships, and drive collective impact on public health outcomes across the state.
We used visual canvases to power the work and through canvas-based activities, explored the current state of healthcare in Indiana, market challenges, and a range of potential new solutions. We deployed a string of human-centered design sessions with this group focused on a period of discovery, ideation, and action.
Our team worked with partners at the Illinois Hospital Association (IHA) and the Chicago Healthcare System Coalition for Preparedness and Response (CHSCPR) to develop their 5-year strategic plan for ensuring alignment with the region’s healthcare needs and emergency response priorities.
The CHSCPR 5-year strategic plan serves as a roadmap to enhance the emergency capabilities of Chicago’s healthcare infrastructure through collaboration, adaptability, and alignment with national preparedness standards. Developed through extensive stakeholder engagement and member surveys, the plan’s primary purpose is to build a resilient system capable of effectively managing emergencies in EMS Region 11. The coalition identifies its core mission as supporting the implementation of robust emergency plans, mitigation strategies, and recovery protocols while fostering an interdisciplinary approach among diverse healthcare and community partners.
The plan’s findings prioritize training, exercise, and information sharing as the most essential pillars for readiness. Key findings emphasize the need for a strengthened emergency operations framework, including integration with the Public Health Emergency Operations Center (PHEOC) and a focus on medical surge capabilities to handle incidents that exceed normal infrastructure limits. Furthermore, the plan highlights a commitment to community impact, ensuring that resources are distributed equitably and that preparedness initiatives address the specific needs of vulnerable populations and those most affected by health disparities
Our team worked with partners in Colorado to develop the Strategic Plan for a rural hospital, a comprehensive document designed to guide the organization through current economic challenges and towards long-term sustainability and growth. Our team developed this strategic plan through a collaborative process involving focus groups, surveys, and workshops with staff and leadership. The plan aims to fulfill the organization’s vision of becoming the best rural healthcare provider in Southern Colorado. It is organized around 11 primary goals categorized into four key themes: enhancing patient and community engagement, investing in the recruitment and professional growth of employees, optimizing current service lines—such as modernizing the Emergency Department and expanding surgical and infusion services—and developing new offerings like VA assisted living and a health and wellness campus. Ultimately, the strategy serves as a roadmap to improve care access, leverage technology for efficiency, and ensure the organization remains nimble enough to meet the evolving needs of the community.
Our team worked closely with the Colorado Hospital Association C-Suite, Board, and CEOs as they took steps to reshape the vision of healthcare in Colorado. While our team facilitated sessions with the Board and CEOs over four days at their retreat, the planning and preparation started weeks in advance. Strategy design is at the heart of how we deliver value. We thrive working with teams from the Board to the front line and value our alignment with partners like state hospital associations who are helping reshape healthcare across the country.
In just about 6 weeks, CHA and DoTank met on a weekly basis to strategize around how we were going to take a three day retreat and ensure we captured the voice of the Board and more than 70 CEOs to guide the future direction of healthcare in Colorado.
We worked with the teams to do some discovery on the current state, to then coalesce on their collective vision, and finally to ideate the collective impact we could make. This is a process we have replicated with teams over the years who are focused on any kind of strategic visioning, however micro or macro that might be. ddddddddddddddddd
We used visual canvases to power the work and through canvas-based activities, explored the current state of healthcare in Colorado, market challenges, and a range of potential new solutions. We deployed a string of human-centered design sessions with this group focused on a period of discovery, ideation, and action.
In a short period of time, we were able to convene more than 70 CEOs and garner their insights into how the association should proceed with the bold aim of reshaping healthcare in their state. At the end of the retreat, we had hundreds of data points to analyze, culminating in an analytic report for the association that serves as a compass for strategic action.
To learn more about our work with maternal health leaders across the country, or to ideate around how to best leverage your state’s RHTP and other funding to improve maternity care outcomes, contact us below. We would love to chat!
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