MHS_STRATEGIC PLANNING IN THE PRIVATE SECTOR培训教材.pptVIP

Source: Internet Economics Point of view (C. Zook), April 2000 Best demonstrated strategic planning process Mission Define the mission Rarely Portfolio Strategy Decide what businesses and markets to compete in Determine success metrics by business Every 5 years Business Unit Strategy Develop differentiated offering Identify changing dynamics External Internal Identify key gaps Every 2-3 years Tactical Planning Set targets and timelines Design key initiatives Develop implemen-tation plans Realign organization Annually Execution and Tracking Track performance against plans Modify plans as necessary On-going It is critical to understand the MHS’ multiple missions and how they relate to one another Peacetime mission Wartime mission Calls for providers to keep active duty fit and to provide casualty care in the theaters and at MTFs Calls for a particular mix of providers, focused on general surgeons, orthopedic surgeons, etc. Requires a significant amount of challenging civilian pathology, which may be optimized around 65+ patients Calls for peacetime providers to provide health care to active duty, their dependents and serve retirees Calls for a certain mix of providers, including OB-GYN, pediatrics, etc. Typically optimized along access for prime beneficiaries Key outcomes are clear but they need to be translated into measurable goals Readiness Training/ GME Resource optimization Customer service and access Quality of care Key Outcomes ??? ??? ??? ??? ??? Targets Success for the MHS will likely require focusing on certain activities and clinical areas Research GME Hospitals and Clinics Physicians Health Plan Mgmt Service lines Activities Infectious disease Physical therapy Cardiology Nephrology Pain management GI Vascular surgery Urology Endocrinology Neurosurgery Rheumatology Family practice Mental health Neurology Hem-onc General internal medicine Dermatology Orthopedics Ophthalmology ENT Plastic surgery Emergency medicine CT surgery Ob/gyn Genera