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Case for Change

In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization's strategic plan. In fact, strategic thinking, assessing and modelling are becoming requirements for an organization to survive the turbulent healthcare climate. Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), PEST analysis (Political, Economic, Social, and Technological), to define direction. Throughout the process, strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key business questions:


  • "What do we do?"
  • "For whom do we do it?"
  • "How do we excel?"

Strategic help us see the bigger picture when it is easier to get lost in the day-to-day operational issues. Big picture issues include:


  • Service or technology portfolios
  • Competitive and regulatory pressures and changes
  • Success factors
  • Functional business models and departmental alignment
  • Goals and objectives
  • Organizational culture
  • Core competencies
  • Current conditions

We can then create proactive strategies to move from current state to desired state. Information technology is a large part of this equation. Therefore, it is important to be very familiar with the current state of IT, and what you will need in this area to meet future goals. Historically, organizations have developed strategic plans for three-to-five years. However, with healthcare reform, new technology, and staffing issues in the industry, the strategic planning process has become more frequent, and rightly so



Solution

Costing Solution


  • CPT/DRG Level Costing
  • Patient Level Costing
  • Physician Profitability
  • Service Line Costing

Planning and Budgeting Solution


  • Financial Planning
  • Strategic Workforce Planning
  • Capital Assets Planning

Key Missing Information

  • Visibility of future demand of workforce
  • Impact of population growth, change in technology, etc. in the workforce and financials
  • Use of patient data to drive budget numbers
  • Scenario Modelling based on various assumptions
  • Automation between Reporting systems and transactional
  • systems

Business Benefits

  • Balanced staff (Optimum Mixture of Full time and Part time)
  • Effective analysis demand and supply of workforce based on various factors (Technology change, iteration, Population growth etc.)
  • A standardised financial planning process, thereby giving organisation a quick solution to start with
  • Sandboxing
  • Integration with HIS
  • Robust Approval Flows




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