This article explains in detail how public hospitals prepare the 14th Five-Year Strategic Plan.

2020 is the last year of the 13th Five-Year Plan and the year of the 14th Five-Year Plan.
recently, many hospitals are consulting with the management consultants of Jiuding Hospital on the strategic plan of the 14th Five-Year Plan of the Hospital, hoping to use professional third-party efforts to help the hospital jointly formulate the development strategy for the 14th Five-Year Plan period.
As a professional consulting firm with more than 20 years of history and more than 200 experience in hospital management consulting, we also hope that through the combing of this article, we can help more hospitals understand the nature of strategy, understand the importance of strategy for hospital development, and master the basic ideas of strategic planning.
, what exactly is a strategy? Strategy is a decision about the future, the big picture, the fundamental issue, the strategy determines the overall and the future! The future: strategy is based on the opportunities and challenges facing the organization in the future, development-oriented;
strategic planning for hospitals is facing complex external environment and internal conditions, how to make decisions to grasp the overall direction, solve fundamental problems, better seize opportunities and corresponding challenges, and promote hospital development.
, why must hospitals do a good job in the 14th Five-Year Plan? Under the new medical reform policies of healthy China, graded diagnosis and treatment, medical insurance control, drug consumption control and talent competition, the traditional extensive growth model of hospitals is becoming more and more unsustainable, and many challenges such as patient diversion, doctor diversion and capital diversion continue to threaten hospital development.
in short, the operating pressure of hospitals is increasing, the development opportunities of hospitals are becoming less and less, and the development concepts and methods of all kinds of hospitals in China are in urgent need of high-quality and efficient connotation strategic transformation.
For urban comprehensive three-tier hospitals, in the face of the patient diversion caused by graded diagnosis and treatment, the competitive pressure of other general hospitals, and the impact of DRGS health insurance payment policy, how to establish differentiated positioning advantages? How to strengthen the construction of disciplines and talents? How to realize the coordinated development of medical education and research? How can healthcare groups integrate market resources? How to deal with DRGS policy and improve quality and efficiency? For urban secondary hospitals and staff hospitals, in the face of relatively weak industry status, how to establish their own differentiated advantages of positioning? How do you retain and motivate your workforce? How to use the resources of the medical group to promote their own development? How to deal with DRGS policy and improve quality and efficiency? For county-level general hospitals, in the face of strong support for national policies and the opportunity for graded treatment, as well as the impact of DRGS health insurance payment policy, how to develop into a triple-A hospital to build regional medical centers? How to strengthen the construction of disciplines and talents? How can we leverage the opportunities of medical groups and medical bodies to integrate technology and market resources? How to deal with DRGS policy and improve quality and efficiency? For Chinese medicine hospitals, in the face of the opportunity of national policy support, as well as the competitive pressure of general hospitals and the challenges of DRGS medical insurance payment policy, how to properly position and cope with the competition of general hospitals? How to strengthen the construction of disciplines and talents, to create chinese medicine characteristics, especially specialty characteristics? How to deal with DRGS policy and improve quality and efficiency? For maternal and child health care hospitals, in the face of large health policy opportunities and the two-child market shrinking, general hospital competition challenges, to think about how to better achieve health and clinical synergy? How to reasonably position and give full play to the advantages of a unique specialist hospital? How to strengthen the construction of disciplines and talents, improve the competitiveness of the specialized market? How to deal with DRGS policy and improve quality and efficiency? For specialized hospitals, in the face of the challenges of general hospital competition, how to give full play to the advantages of specialized hospitals, reasonable positioning? How to make good use of the unique resources of the industry to enhance the influence of the industry? How to strengthen the construction of disciplines and talents, improve the competitiveness of the specialized market? How to deal with DRGS policy and improve quality and efficiency? In the face of all these problems and challenges, doing a good job in the 14th Five-Year Strategic Plan will be a major opportunity for hospitals to become dangerous, transformation and upgrading.
hospital should analyze the hospital problem through the 14th Five-Year Strategic Plan, clarify the direction of development, unify the consensus of the whole staff, and win external support, so as to prepare for the transformation of the hospital's connotation development strategy.
the hospital formulate the 14th Five-Year Plan? From the perspective of consulting firms, hospital strategic planning should reflect objectivity, system and science.
Objectivity refers to the objective understanding and analysis of the problems existing in hospitals, to seek truth from facts in the planning of hospital development direction, to systematically comb the hospital strategy from the perspective of overall hospital development through comprehensive and systematic research, and scientific means to follow the hospital strategic positioning, discipline planning and other relevant laws of hospital development to make plans.
more than 20 years of consulting practice, we have formed the following hospital strategic diagnosis and planning flowchart: 1, strategic diagnosis and SWOT analysis objective and systematic research is the prerequisite for doing a good job of strategic diagnosis.
Hospitals should first conduct a comprehensive and systematic investigation on external policies, market demand, industry competition, as well as internal discipline development, human resources, management and so on, and analyze the opportunities and challenges in the external environment of the hospital, the advantages and disadvantages in the internal conditions, form the SWOT framework of hospital strategic diagnosis, and use the SWOT model to get the initial direction of hospital strategic development.
2, hospital strategic positioning Strategic positioning is a detailed description of the hospital's strategic choices over the next 5 years or so, including the hospital's mission, vision, core values, development positioning and strategic objectives and steps.
is accurate, related to whether the hospital to formulate a specific business strategy is right, related to the hospital's future operating performance.
the formulation of strategic positioning should be comprehensively considered, including the conclusions of SWOT analysis, the requirements of government and policy documents for hospital development, and the deepening and improving of the strategic positioning of hospitals in the previous cycle, combined with STP theory.
3, hospital performance growth path In the context of increasing external pressure and increasing difficulty of hospital performance growth, Jiuding believes that the strategic planning must be combed the future development of hospital performance growth path.
the principle of performance growth of Jiuding Hospital should sort out the ideas and methods of hospital performance improvement from ten aspects, such as dealing with medical insurance fee limit, optimizing revenue structure and improving business efficiency.
4, the formulation of specialized development planning is the focus of the development of business strategy, hospitals should refer to the following principles for specialized planning: (1) market demand: clearly for a specialty (special disease) area within the market capacity sum.
(2) Market competition: to clarify the scope of a specialty (special disease) within the scope of similar treatment projects with the hospital (or specialty) and the hospital's overall competitive situation.
(3) Specialist capacity: assessment of specialist capacity, i.e. all the resources and conditions currently available in a hospital specialty.
(4) Strategic Needs: Discipline planning must carry out hospital strategic thinking (strategic positioning, subject characteristics, medical insurance countermeasures, driving role, etc.).
On this basis, the hospital can use Jiuding research and development of the "discipline development planning model---GE matrix" for the hospital's specialty brand planning: "brand specialty is a high market potential, strong competitiveness of the department, the future can have an impact in the whole region, and can drive the overall brand development of the hospital, need to accelerate development, the formation of specialized brand."
majors are those with high market potential and strong competitiveness in departments, and need to be encouraged to develop.
specialty is a specialty with the potential for the promotion of specialized diseases, which can be developed through market segments and disease-specific breakthroughs.
supporting specialties is a relatively low market potential, relatively insufficient competitiveness of the department of the specialty, should be maintained or restructured.
the development of the hospital's overall specialist development plan, it is also required to carry out specific specialist development plans for each specialty, especially the brand specialty and the key specialty.
5, functional strategic planning Hospital in determining the strategic positioning, performance growth path, discipline planning, to consider how to break down the overall objectives, how to establish the implementation path of the goals, which needs to be connected through the system's functional strategy.
Based on our consulting experience, the hospital's 14th Five-Year Strategic Plan should focus on the formulation of hospital culture strategy, human resources strategy, discipline construction strategy, brand strategy, medical association strategy and smart medical and other 6 strategies, in accordance with the division of professional functions, improve the security of decision-making, determine the implementation path of the strategy.
the three strategic decision-making requirements of hospital strategic orientation, performance growth and discipline development planning should be connected from different angles.
the limited length of the article, the methodology and focus of strategic planning for specific functions will not be repeated.
6. Hospital Strategy Implementation After the overall plan of the strategy has been determined, the objectives, principles, change strategies and implementation organization of the strategy need to be further clarified in order to ultimately facilitate the smooth deployment, decomposition and implementation of the strategy.
we can see that the 14th Five-Year Plan for Hospital Development is a complex system engineering with very high professional requirements, which is why many hospitals will hire advisory bodies to jointly formulate strategic plans.
Advisory bodies can greatly promote the formulation of the hospital's 14th Five-Year Strategy: First, professional, advisory bodies have a scientific system to solve problems of the theoretical system and rich practical experience, through extensive research interviews and data collection and research, the program can be combined with the actual hospital; Experienced companies, the nature of the medical industry and hospital management have an in-depth understanding, summed up the hospital strategic positioning, discipline planning related laws, to help hospitals to develop strategic planning will be more scientific and practical;
Next year is the opening year of the 14th Five-Year Plan of the hospital, and I hope that all hospitals can take advantage of the opportunity of the 14th Five-Year Strategic Plan, scientific decision-making, consensus-building, for the hospital 14th Five-Year Plan connotation development strategy transformation to prepare for better adaptation to the new development environment, better beyond the self, to achieve the hospital's vision of a better development.
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