Journal of Healthcare Management - May/June 2014 - (Page 168)
IMPLEMENTNG
HEALTHCARE
REFORM
Successful Strategic Planning
for a Reformed Delivery System
Alan M. Zuckerman, FACHE, president, Health Strategies & Solutions, Inc.,
Philadelphia, Pennsylvania
H
ospitals and health systems continue to consolidate and purchase physician practices; payment reform and quality initiatives are kicking into high gear; 123 new
accountable care organizations are being rolled out; and workforce supply issues are
emerging or reemerging. These are just a few of the challenges that call into question
the enduring value of strategic planning in an environment characterized by increased
uncertainty and greater and faster change. Can-or should-we try to plan for three to
five years into the future when we do not know how healthcare reform will really affect
the field? Shouldn't we be completely focused on immediate needs and initiatives?
While addressing the most pressing and immediate concerns and hot spots tends
to be a natural response, leading organizations recognize that strategic planning, and
the focus and prioritizing that it calls for, is more important now than ever before for
several reasons:
* Increasingly scarce resources require short- and long-term allocation
perspectives.
* The larger, more diverse, and more geographically dispersed organizations
currently being formed benefit greatly from the alignment that results from
strategic planning.
* Uncertainty and fast-paced change call for adaptability, which research
demonstrates is greater when there is a clear direction, strategy, and alignment
among organizational leaders.
To maximize the yield from strategic planning in these turbulent times, the
strategic planning process is being adapted to be more relevant to contemporary
organizations. Healthcare leaders are advancing strategic planning from a periodic
exercise to a more continuous and integrated (with other key management functions) strategic management process (see Figures 1 and 2). This type of process is
dynamic and increases an organization's capacity to deal with "curveballs," emerging
developments and threats, and change in general.
A D D R E S S I N G H E A LT H C A R E R E F O R M A N D O T H E R
E N V I R O N M E N TA L C H A L L E N G E S
A framework that identifies and describes key attributes of major environmental
challenges affecting nearly all healthcare providers today is shown in Figure 3.
Healthcare reform challenges are significant and complex, with major direct and
168
Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2014
Journal of Healthcare Management - May/June 2014
Contents
Interview With Christopher D. Van Gorder, FACHE, President and CEO of Scripps Health
Successful Strategic Planning for a Reformed Delivery System
You, Inc.
Assessing the Feasibility of a Virtual Tumor Board Program: A Case Study
Physician Clinical Alignment and Integration: A Community–Academic Hospital Approach
Employer-Based Coverage and Medical Travel Options: Lessons for Healthcare Managers
Composite Model for Profiling Physicians Across Domains of Care
Journal of Healthcare Management - May/June 2014
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