Hospital planning and strategic medical staff: Towards an Integrated Approach

By DerrikKyle on July 18, 2010, 11:19 am

Strategic planning in health care organizations, particularly in hospitals and hospital-centered organizations, health care, has developed in recent decades, more and more. Spurred by changes in reimbursement, strategic planning of a service orientation in the 1970s shifted to a market orientation in the 1980s. If the form of strategic planning in the 1990s is unclear, it is evident that concerns remain strong market and deteriorating financial performance of hospitals requires attention to the purely economic concerns. This double objective is consistent with trends in strategic planning in other industries. From the perspective of the market, healthcare organizations are developing comprehensive strategic plans. The main concerns of the mid-1980s has been the share market to a halt, there are now examining the position of the patient, planning the product range and a more comprehensive and more nuanced view of key segments market – the Community and different types of consumers, doctors, employers and managed care organizations. This broader view enables strategic planning a more powerful tool for health care organizations become. The current situation in almost all non-profit hospitals, physicians operate largely outside the formal structure, with the exception of those in hospital. Clearly, the traditional hospital or medical staff organization has defined the goal and just a modest impact on physicians and their practices. The hospital and the impact on most physicians, at least as regards the majority of the company “refers mostly indirect. The typical process is to include strategic planning, to inform and influence the medical community in a limited number of possibilities. At the beginning of the process, the executives surveyed doctor can give an overview of the entire medical staff may also be performed. Usually, doctors asked the strategic planning committee which will monitor the process. At some point there may be a doctor with the Leadership Retreat, usually members of the Executive Committee are the medical staff and physician may request additional participants. Finally, more than a doctor’s involvement in the strategic planning process in the form of supplementary pension, group discussions, a second round of interviews and similar activities will be built. Despite the growth of physician participation in hospital strategic planning, these adjustments are insufficient alone now face the complex organizational strategy for hospitals and doctors needed. Through strategic planning, new mechanisms developed to bring the medical and hospital staff and hospital online and doctor’s office to facilitate development. Some of the strategies commonly used today – marketing programs doctor may, hospitals and physicians and health care organizations – be useful to a particular situation the organization of health care, but not directly with the issue of joint strategic planning, an important precursor to the implementation of these strategies. The integrated planning approach There are several assumptions underlying the integrated approach to planning.

* Recognition as a deep understanding of the dynamics of current medical practice and future trends in practice are essential elements of strategic planning.

* Desire to respond to reverse too often the needs of medical situation and proposals, and instead assume the leadership and direction for the development of medical practices and hospital-physician relations.

* The belief in the need for physicians to engage constructively in the formal plans for their own practice, medical staff as a whole and for the hospital. To achieve these goals requires strategic planning in a significant increase in the breadth and depth of analysis, which relates to doctors. More importantly, hospitals need to improve physician involvement in strategic planning. One approach to achieving this goal is to become a sub-committee of medical staff planning within the strategic planning committee to create. This subcommittee is the premier forum for the analysis of medical practice and hospital and physician joint planning issues that arise during the process of strategic planning. He is responsible for medical staff strategic plan within the overall strategic plan of the hospital. The medical staff strategic plan includes the always supplemented by the theme of personal development through a comprehensive medical staff as a vehicle for competitive advantage in the future hospital, with staff under dependencies, quality staff, physicians and hospital relations as central elements. The sub-committee planning the medical staff in general of 1-3 board members and members of hospital management 2:59, all members of the Committee on Strategic Planning. In addition, all physicians who are members of the committee, strategic planning, medical staff planning subcommittee are included. Other representatives doctor should offer to serve on the committee as possible to complete the presentation of medical staff. These representatives should be perceived by their fellow professionals and new leaders, managers and good communicators. The medical staff strategic planning process is parallel to the general hospital strategic planning process. Despite some overlap, the benefits of the design and visible length is totally based on medical problems and needs and opportunities to maximize the constructive participation of the physician in strategic planning, a clear potential for layoffs. Of course, the planning process of the medical staff must mesh with the strategic planning process of the hospital and the two must meet before the strategic planning is complete. Structuring the planning element of the medical staff, because they increase the burden of a sub-committee of the hospital strategic planning and development committee and the administration of a truly integrated process, the probability that Medical staff planning and overall strategic planning will be compatible. Benefits of integrated strategic planning in health care strategic planning more mature and grow in this decade, the integrated strategic planning is a viable alternative to align hospital and physician plans more fully. When this kind of process has already begun, the benefits are numerous:

* The degree of physician participation in strategic planning constructive for both doctors and the hospital is historically unprecedented.

* The medical staff is heavily involved in the test itself from a competitive standpoint, both for practice and hospital, and begins to address issues broader and more important than it was before .

* Management acknowledges that the mechanism should support the future development of medical staff leaders.

* Significant opportunities for strengthening the medical staff discovered, and a process to make the necessary changes is established.

* Joint Hospital and physician development opportunities are identified and prioritized, which puts more emphasis on market development.

* The enthusiasm of the medical staff and commitment to the implementation of the strategic plan is optimized, resulting in rapid implementation and full implementation of the plan and market success. Integrated strategic planning is an excellent opportunity for hospitals and medical personnel. As the number of integrated programs increase, it is likely that new sophisticated methods of participation of physicians are made. This is to refocus and strengthen strategic planning for health care organizations of the future by integrating the best interest of both hospitals and medical personnel.

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