Defining the role of University of Kentucky HealthCare in its medical market--how strategic planning creates the intersection of good public policy and good business practices.
In response both to national pressures to reduce costs and improve health care access and outcomes and to local pressures to become a top-20 public research university, the University of Kentucky moved toward an integrated clinical enterprise, UK HealthCare, to create a common vision, shared goals, and an effective decision-making process. The leadership formed the vision and then embarked on a comprehensive and coordinated planning process that addressed financial, clinical, academic, and operational issues. The authors describe in depth the strategic planning process and specifically the definition of UK HealthCare's role in its medical marketplace. They began a rigorous process to assess and develop goals for the clinical programs and followed the progress of these programs through meetings driven by data and attended by the organization's senior leadership. They describe their approach to working with rural and community hospitals throughout central, eastern, and southern Kentucky to support the health care infrastructure of the state. They review the early successes of their strategic approach and describe the lessons they learned. The clinical successes have led to academic gains. The experience of UK HealthCare suggests that good business practices and good public policy are synergistic.
Karpf
Michael
M
health affairs, University of Kentucky, Lexington, Kentucky, USA. mkarpf@email.uky.edu
Lofgren
Richard
R
Bricker
Timothy
T
Claypool
Joseph O
JO
Zembrodt
Jim
J
Perman
Jay
J
Higdon
Courtney M
CM
D000046:Academic Medical Centers / Q000458:organization & administration*; D006297:Health Services Accessibility; D006801:Humans; D007629:Kentucky; D008389:Marketing of Health Services; D009935:Organizational Affiliation; D019982:Organizational Case Studies; D016730:Program Development