I have found it quite difficult to encourage (recruit) private healthcare providers to participate in government programs, such as Medicaid. In many instances, providers are not willing to accept participation regardless of the contracted fees or level of reimbursement.

Has anyone faced this same challenge and can provide any lessons learned or best practices?

It seems that healthcare is still struggling to find the appropriate role for marketing, and marketers are trying to find their niche within the health industry.  Why is it so difficult to adopt the marketing approaches of other industries and apply them directly to health care?

In order for most health care entities to survive today, they must have a viable startegic plan.  Right now in my community a major medical center is in financial trouble (just cut 280 jobs and 30 million in budget) because they had a poor strategic plan or rather they had poor barometer during the checkpoint process.  The company I work for has a ten year plan that seems to be working at the present because it took into account the turbulent and unstatble market economy.  Others weaknesses have become our strengths and opportunities.  Boards must take seriously thier strategic planning in order to survive especially in the unchartered waters of the next 4 years with a new adminsitration regardless or what party wins.  The market is competitive and monies are scarce so the strategic plan must account for how we are going to ensure economic survival as well as providing crucial services to our clients.  What say you all?  Mike

This week's material speaks alot about Strategic Planning. It points out that many organizations don't do it well and that perhaps the most important outcome of the process is getting the organization to think critically about their strategy and processes. What is your experience with your organization's strategic planning process? Is the challenge more in the implementation/buy-in/follow-up or in the planning phases or both?