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Perspective
Now, more than ever, hospitals and health systems need to understand their own organizations and the environment within which they must compete. An organization cannot simply assume that its current portfolio of services will meet the needs of its community in the future. The regulatory and reimbursement landscapes are shifting rapidly and hospitals must understand and respond to these changes to survive and thrive in the future. Prudent organizations will need to develop flexible plans that allow them to use their existing strengths to prepare for a future that can be predicted only a limited distance into the future.
Need
To prepare viable strategic plans, hospitals and health systems need to fully understand their own strengths and weaknesses as well as the dynamics of the market place in which the operate. To be able to accurately assess these internal and external factors, an organization must be able to answer several key questions.
What is our current mission? Is that mission consistent with the healthcare needs of the communities we serve? Do we have an organizational culture that is capable of pursuing this mission?
What are our internal human and functional resources?
What are the healthcare needs, now and in the future, of the communities we serve? Are there additional communities or demographic markets that would benefit from having access to our services?
Who are our competitors and what are their capabilities, as compared to ours?
What environmental or technological factors are likely to impact the future of healthcare in our communities?
What alternatives should we consider for our future?
What goals should we set for the future? What specific tasks should we try to accomplish to achieve these goals?
ASR Planning can help organizations answer these and many related questions.
Idea
ASR Planning can assist our client’s strategic planning initiatives at several different levels. At one level we can provide facilitation of your process or provide the analyses to underpin your process. At the other end, we can oversee the entire strategic plan. We customize our work effort to meet each organization’s specific needs.
Our process is interactive, utilizing tools such as interviews, focus groups, working sessions, and retreats. The gathering, development, and analysis of data and information will be completed through the efforts of both the planning team members and client staff. ASR Planning’s typical process to developing the strategic plan involves three phases of work:
Phase I - Position Analysis and Market Assessment - designed to establish the knowledge foundation upon which the strategy will be developed.
Phase II - Vision, Objective and Indicator Development - designed to establish the overall strategy framework for the client’s future development.
Phase III - Action Planning - designed to establish an action plan to achieve the defined vision and objectives.
Benefits
The key benefits associated with our approach include:
An objective approach to evaluating the strengths, weaknesses, opportunities and threats of the organization.
A multidisciplinary team with over 30 years of experience in assisting clients set their strategic directions.
A menu of services to support timely and informed decision making throughout the planning process.
Solution
Our team of seasoned healthcare consultants has generated strategic plans for organizations ranging from rural hospitals to major teaching hospitals. We conduct ongoing research to remain current with clinical trends and technology assessments. Our multi-disciplinary process takes advantage of consultants with the depth and breadth of experience to accomplish the task.
Contact:
Douglas Rich, FAAHC, FACHE
Managing Director
Phone: 773.929.4400
doug.rich@asrplanning.com
Office Location:
3023 North Clark Street, Suite 317
Chicago, IL 60657
