6 Tips to Execute an ASC Strategic Plan

In today's rapidly changing healthcare environment, an ASC that wants to achieve long-term success must not only have a vision for its future, but also a deliberate path for how it intends to get there.

By developing a strategic plan, an ASC can spell out its goals and outline what it believes will be necessary to accomplish those objectives. However, simply assembling a strategic plan — even a very detailed one — doesn’t go far enough.

What ultimately matters, says Debra Stinchcomb, MBA, BSN, RN, CASC, senior consultant with Progressive Surgical Solutions in Incline Village, Nev., is what the ASC does with the plan.

"It's well and good to talk about adding new procedures, reducing expenses, negotiating new payer contracts or undertaking any other initiative that can help elevate the performance of an ASC," she says. "But we all know 'talk is cheap.' If ASCs want to accomplish the goals they identify in a strategic plan, they must act on that plan."

Stinchcomb recommends ASCs follow these six tips for effectively executing a strategic plan.

1. Develop strategies.

Once you establish your ASC's goals, determine the strategies and tactics that will be required to bring them to fruition.

"Spell out what you believe needs to occur," Stinchcomb says. "It's very easy to say that you are going to recruit a new surgeon. But how are you going to make that a reality? Will you take out ads? Call practices in your community? Bring on a recruiter? Identifying those concrete actions you want to take will provide a means of measuring progress toward achieving goals."

2. Assign responsibilities.

It's not uncommon, Stinchcomb says, for ASCs to put in significant work to assemble a strategic plan only to see that plan go nowhere. "Management will come up with some great goals that are embraced by the board. Then the plan is filed away in a drawer to revisit when the ASC isn't as busy. But most days in an ASC are busy and then time gets away."

That's why it's vital to determine who on your ASC's staff will be responsible for performing the tasks in your plan. "This is the real kicker," Stinchcomb says. "If you don't assign duties, there will be no accountability. And without accountability, it's likely that you will fail to make much progress on your plan."

3. Meet regularly.

Those individuals involved with developing and executing the strategic plan should come together for regular meetings, Stinchcomb advises. "Carve out time monthly or every other month to review plan components and the progress hopefully made toward achieving objectives. This meeting serves multiple purposes. It helps hold those team members assigned with tasks accountable. If staff know they must share their progress at a meeting, they are more likely to complete the work. The meeting provides an opportunity to discuss obstacles and new ideas. Finally, the meeting keeps the importance of the strategic plan in the spotlight."

In a busy ASC, meetings sometimes need to be canceled. That's okay, Stinchcomb says, as long as cancellations don't become the norm. "Don't beat yourself if you miss a meeting one month because your ASC is crazy. Kudos to you, you're busy, and that's good for an ASC. But get that meeting on the calendar for next month and make sure it happens. Meeting regularly is critical."

4. Engage staff.

A strategic plan should be shared with an ASC's board, and board members should provide input and feedback. Consider sharing it with your staff as well, Stinchcomb says. "Staff members don't need to be a part of your strategic plan committee, but if they at least know what you're trying to accomplish, they might have some great ideas. For example, they might know of surgeons from other areas who are unhappy and looking for a change. Staff can be surprising sources of valuable information."

5. Maintain flexibility.

A strategic plan should be treated as a living document. "If something happens in the market — whether it be your local market or on the state or federal level — that impacts your plan, you should alter the plan to account for the change," Stinchcomb says. "Also, if you complete one of your plan's goals and want to aim higher, there's no reason to wait until the 'end' of your plan to start working toward a new objective."

6. Evaluate and start fresh.

Whether you establish a one-year, three-year or even five-year strategic plan, after that period, perform a comprehensive evaluation of the plan.

"Determine what worked, didn't work and why," Stinchcomb says. "Then decide which of your goals remain worthwhile. With this information, start assembling a new strategic plan rather than building on the existing plan. Starting anew should force you to make decisions about what is and isn't worthwhile to include in the plan. If you carry over goals, discuss whether changing your tactics will increase the likelihood for success."

She continues, "With your new plan in hand, challenge your staff to outperform what the ASC accomplished under the previous plan. The floor for an ASC can fall out at any time. The more you can do to strengthen your center, the better prepared you will be for unexpected developments that inevitably pop up during the life of an ASC."

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