1. What is the potential financial impact of the anticipated changes on the organization over the next one, three and five years? In light of these changes, what are the financial goals for the organization?
2. How can operating costs be reduced?
3. Where is growth possible?
4. Does the organization have an attractive model that will allow for the continued recruitment and retention of physicians in the community?
5. How does the organization perform on quality and patient experience and what goals should be set?
6. Where is the organization in terms of clinical integration and population health readiness?
7. What are the needs of the population? Is there a segment in which the organization could pilot or expand new care and payment models?
8. How can the organization differentiate itself? What is the vision for the future?
9. What are the critical success factors and gaps to achieve the needs and vision of the organization?
10. Can the organization remain independent? Should it?
More Articles on Strategic Planning:
Strategic Hospital Unions: Considerations for a Healthy Merger
Illinois Medical District Unveils New Strategic Plan
The Four Questions of Hospital Positioning
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