Healthcare Strategic Planning provides guidance for every stage of strategic planning and implementation: analyzing the environment, crafting strategy, putting the plan into action, and assessing the results. It describes the crucial decisions that must be made and the preparatory steps that must be taken for effective planning. This new edition contains the most recent research on strategic planning as well as updated best practices in light of current issues such as access to care, the national focus on health equity, and patient expectations in the wake of the pandemic.
The authors have added new information on the importance of strategic thinking in management, effective stakeholder engagement, a seamless transition from planning to implementation, and ensuring strategic plan commitment. A new section highlights key issues specific to healthcare strategic planning. Each of these new chapters discusses its topic's history, organizational impacts, and strategic-planning implications.
Healthcare Strategic Planning equips healthcare executives with the skills necessary to prepare their organizations for inevitable changes and challenges and to navigate them successfully.
Meredith C. Inniger, MHA, FACHE, a principal with Veralon, has over 15 years of healthcare experience in consulting and healthcare operations. Inniger advises many types of healthcare organizations nationally, including academic medical centers, large community health systems, and independent hospitals. Her work focuses on strategic planning (including service line, ambulatory care, and partnership planning), governance and board development. She is a faculty member of the American College of Healthcare Executives, where she teaches courses on strategic planning and the future of healthcare. John M. Harris, MBA, is managing director for strategy and planning at Veralon, a healthcare management consulting firm. Harris has over 30 years of healthcare experience in consulting, management, and entrepreneurship. His work focuses on strategy, the transition to value-based payment, and partnerships, mergers, and acquisitions. He has consulted to hospitals and health systems, accountable care organizations, and clinically integrated networks. Harris is a faculty member of the American College of Healthcare Executives, teaching seminars on strategic planning and the future of healthcare.
