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STRATEGIC PLANNING

Strategic planning sets the long-term course for a healthcare organization, pinpoints key initiatives and defines accountability for results. Capital Healthcare Planning has worked with healthcare organizations across the country assisting with strategic planning needs including:

  • Enterprise Growth Strategies
  • System-Wide and Hospital Strategic Plans
  • Ambulatory Network Plans
  • Service Line Strategies
  • Market Assessments

What makes our approach unique is the analytic framework that we apply on all projects and the breadth and depth of experience of our team. By developing a detailed understanding of the current competitive situation through a comprehensive fact base, our team is better able to assemble a true picture of the challenges facing our clients and the opportunities that the market presents to them. Combined with a project team with significant experience in a wide variety of markets, clients and competitive landscapes, the result is recommendations that are grounded in reality, customized to your situation, detailed and actionable, and likely to create sustained competitive advantage.

Case In Point

Capital’s client, a Midwestern health system with several hospitals and a strong integrated physician organization, needed strategies to enhance their oncology market share.  Capital Healthcare Planning provided a structured supportive planning process acting as a bridge between the System and several independent groups the System was seeking to bring into the PO.  A thorough market assessment provided the foundation for planning.  The final result was an oncology strategic plan that aligned disparate groups within the physician organization pursuing realistic growth strategies market-wide designed to capture the market lead.

Strategy

A strategy must be client led to be accepted. Driving the strategic planning process as a team based process with our clients ensures ownership and implementation of the final solutions.

Capital Healthcare Planning’s Added Value

  • Seamless integration of 5 new medical oncologists into the physician organization
  • Increased network wide oncology market share an estimated 10%
  • Enhanced oncology service line revenues of $10M annually after year 3

Illustrative Work Product

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