Strategic
Planning Spotlight: Clinical Growth Task Force
Since the MGH embarked on an
intensive strategic planning effort to determine the future direction of its clinical
programs, members of seven task forces have been meeting, planning and preparing to make
recommendations to the Strategic Planning Steering Committee. Hotline is highlighting the
work of some of these task forces.
The cornerstone of the
MGH's current strategic planning process is determining the future growth
of the hospital's clinical services. This critical topic is
the focus of the Clinical Growth Task Force, which is chaired by Peter
L. Slavin, MD, president of the MGH, and David Torchiana, MD, chairman
and CEO of the Massachusetts General Physicians Organization.
The members of this task force have
been evaluating the hospital's current position in the marketplace, its financial
performance and its inventory of clinical programs. During this process, they also are
evaluating potential growth in market share and what resources and capacity requirements
would be necessary to achieve the volume and market share targets.
"This task force is taking a
hard look at the need and demand for services as a major driver of our decision
making," says Slavin. "These decisions, however, should also reflect our
commitment to the MGH's mission, providing the highest quality of patient care and
continued service to the community."
The members of the task force are
developing a strategy to determine what the hospital's optimal "service mix"
should be –
meaning which services should be offered in what proportions and at what locations.
Determining the most effective locations for offering these services also is an important
factor. The task force is considering the possibility of offering more routine services
such as diagnostic testing, physician visits and routine procedures in off-campus
locations such as the MassGeneral West facility. Complex and innovative services should be
maintained on-campus.
One of the key planning issues being
tackled by the task force is evaluating inpatient services to identify areas for strategic
focus. Task force members have found that inpatient volume is growing but is being
outpaced by outpatient volume. The challenges the hospital faces in evaluating inpatient
growth include differentiating between services that offer the greatest potential growth
and development and those that do not; developing interdisciplinary specialty and program definitions
to evaluate growth opportunities; and focusing on high-end services and innovative
technology for on-campus growth.
Evaluating outpatient services also
is a key task of the committee to help the MGH and MGPO benefit from the rapid expansion
of such services, as well as help alleviate on-campus capacity constraints and address
future financial challenges in a highly competitive environment. So far, the task force
has found that to be successful in this area, an ambulatory care strategy must meet market
requirements for access, convenience and customer service.
"The MGH and the MGPO need to
develop a balanced strategy for inpatient and outpatient services. Outpatient services are
becoming a more important part of our overall margin and are projected to continue to grow
over the next decade," says Torchiana. "We are fortunate to be one of only a few
organizations that have managed to navigate this difficult environment and remain
financially stable. During the next five years, we can expect the external environment to
continue to challenge us, and we again have to make some difficult and complex decisions
to remain in this advantageous position."
Any employee is welcome
to submit ideas to the Strategic Planning Steering Committee
by visiting http://is.partners.org/mghstrategicplan or by sending written ideas through interoffice mail to the Strategic
Planning Steering Committee, Bulfinch 240.
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