A recent survey of healthcare strategic planning leaders by SHSMD and Kaufman, Hall & Associates, LLC, highlights a number of opportunities for improving strategic planning in healthcare organizations. Forty-seven healthcare strategic planning leaders, including chief strategy officers, vice presidents of planning, and directors of strategic planning, responded to a survey and shared how well they thought their approaches incorporated best-in-class practices. Four areas stand out as the most critical opportunities for improvement:
- Incorporating consumer insights
- Informing planning via data analytics
- Integrating planning and capital allocation
- Engaging key stakeholders in planning
Join SHSMD board president Ruth Portacci and Kaufman Hall managing director Mark Grube for a live discussion about the survey findings and key implications for healthcare strategists.
To learn more, read the survey report, Creating a Strategic Planning Process that Drives Future Success, which includes key survey findings and key thoughts from leading healthcare planners.
Mark Grube, managing director, Kaufman Hall
Mark Grube, Managing Director and National Strategy Leader for Kaufman Hall, leads a broad array of strategy-related services to regional and national healthcare systems, academic medical centers, community hospitals, and specialty providers nationwide. Mr. Grube has more than 30 years of experience in the healthcare industry, as a consultant and as a planning executive with one of the nation’s largest healthcare systems. Mr. Grube is a frequent speaker and author on healthcare strategy topics and has published dozens of articles and white papers. He is a three-time winner of the Helen Yerger/L. Vann Seawell Best Article Award from the Healthcare Financial Management Association (HFMA).
Ruth Portacci, principal, Healthcare Strategy Partners, Inc., and SHSMD board president
Ruth Portacci has more than 25 years of strategy, marketing, communication, physician relations and business development experience. Prior to starting her own consulting firm based in Nashville, Tennessee, she served as senior director of strategy and marketing for Community Health Systems (CHS), one of the nation’s largest healthcare systems. In this role, Portacci was responsible for overseeing strategic planning, marketing, physician relations and service excellence for 30 hospitals in Texas, Louisiana, and Arkansas. Earlier in her career with CHS, Portacci was regional director of marketing with responsibility for hospitals in nine western states. Before joining CHS, she held positions in both not-for-profit and other for-profit health systems.