1. Summary
a. Current Planning Process
i. His beliefs are that the current situation “are inadequate to deal with the complex organization strategy now required by hospitals and physicians.” (Zuckerman, 1994) ii. The current involvement of medical staff and physicians is minimal and “limited in a number of ways”. (Zuckerman, 1994)
1. Mostly interviews and surveys of the medical staff are used, along with creation of a strategic planning committee.
2. This is usually then followed by focus groups and second surveys/interviews.
b. Integrated Planning Approach
i. Zuckerman suggests an integrated planning approach which is composed of three objectives;
1. 1. Acknowledgment that a thorough understanding of current physician practice dynamics and
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2. Desire to reverse the all-too-common situation of reacting to physician needs and proposals, and instead provide leadership and direction for development of physician practices and hospital-physician relationships. (Zuckerman, 1994)
3. 3. Belief in the need to engage physicians constructively in formal planning for their own practices, for the medical staff as a whole, and for the hospital. (Zuckerman, 1994) ii. An increase in physician involvement and an expansion of strategic planning will be needed for success. iii. A “medical planning staff subcommittee” will be created to plan join the planning process with the medical staff. With this approach, members are over lapped into each committee.
1. The physicians sitting on the strategic planning committee will also be a part of the subcommittee, along with other physicians. This is done to ensure all areas have a member to participate.
2. There also needs to be board members sitting on the subcommittee as well.
3. Ideally these two committees will then be on the same page and work towards “maximizing constructive physician participation in strategic planning and clearly outweigh the potential for redundancies.” (Zuckerman, 1994)
c. Benefits of Integrated