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Lee Ann Lambdin

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Leading Change in Healthcare

A Review: 2017 SHSMD Executive Dialogue


By Lee Ann Lambdin

Between February 21–22, 2017, a group of senior-level strategic executives gathered in Scottsdale, AZ for the SHSMD Executive Dialogue: Leading Change, an interactive seminar with in-depth dialogue about healthcare strategy and marketing. I had the pleasure to attend the meeting and learn from both presenters and other attendees.

 

The learning objectives for this event were the following:

  • Critically consider major changes in healthcare and explore implications for healthcare strategy professionals.
  • Examine in-depth, significant organizational imperatives and the role strategic leaders play in effective planning, implementation, and execution.
  • Gain new insights into the expertise and approaches that will lead to personal and organizational success through open dialogue with recognized experts, along with peer strategic leaders.

With 3 speakers at this conference, one presentation from a sponsor, and an hour of Q&A and discussion after each speaker, there was a great deal of interaction and dialogue between the attendees. There were forty attendees, creating a true sense of intimacy and openness among those in attendance. In short, it was a very worthwhile meeting.

Healthcare Analysts are in Short Supply: How to Overcome the Challenge

by Lee Ann Lambdin

I hired a great analyst a few years ago. She was skilled with database programs, understood the complexities of the healthcare market, and had previously been a medical records coderin short, she was very talented. The longer she was in her position, the more our state data was reported accurately and on a reliable schedule. It was a huge win for me and my team!

Recognizing her capabilities, I asked if she could start running "quarterly standard reports" that present key findings which could influence how our planning, marketing, and business development departments would function and what we would focus on in the weeks and months to come. These quarterly updates would be high-level summaries of our market landscape and would cover everything from our hospital’s market share, trended volume, competitor positions, product lines, payor mix, patient migration patterns and more.

 

 

6 Ways to Create More Effective Presentations

How to Be More Insightful and Strategic with Data-Based Findings

by Lee Ann Lambdin and Forrest Rich

At the close of each quarter, strategic planners in the healthcare industry have the opportunity to present quarterly findings and progress updates to executive teams and upper-level management. These quarterly meetings often hold the keys to continued advancement in planned growth-related projects or could be the ideal time to present new ideas. They present key findings to leadership that can change the course of how a hospital’s planning, marketing, and business development departments will function in the weeks and months to come. Therefore, it is critical that you are prepared to tell the best story possible with the data you have on-hand.

Executives will expect these quarterly updates, which are a high-level summary of their market landscape and cover everything from your hospital’s market share, trended volume, competitor positions, product lines, payor mix, patient migration patterns and more, to be presented in a brief, insightful, and visually appealing way. Insights into your progress toward reaching planned goals and new details about emerging market opportunities will need to be clear and easy to interpret and must readily facilitate productive conversation.

In order to deliver the brief, insightful presentations that are expected from leadership, strategic planners must pull and sift through significant amounts of data to determine what details are most important. Planners are then tasked with transforming these meaningful details into a compelling story. Stratasan has compiled a list of six ways to tell a better story with your data.  

The Art (and Science) of Defining a Service Area

by Lee Ann Lambdin and Jason Haley

How to Define a Service Area

The first step in any planning or marketing endeavor for a healthcare organization is service area definition. Before demographics or market share can be run, an appropriate service area must be applied.

There is no one-size-fits-all way to define a service area. In fact, there are several ways to do it. Which one is best? The answer is, it depends. Defining a service area is both art and science.

 

In our years of working with healthcare strategists, marketers, and planners, we’ve found that most organizations define their service areas incorrectly, often defining them larger than they should. In this blog post, we will discuss best practices and highlight the pros and cons of different methods of defining a service area.

12 Productivity Tips for Busy Healthcare Professionals

Time is everything.

Regardless of the size of your organization or your position, it’s a reality in healthcare today that your job will require you to wear many hats. You may find yourself responsible for multiple departments or teams in several different locations. Maybe your organization has experienced a merger and you are now involved in marketing, business development, and strategic planning. Whatever the case may be, it’s critical now more than ever that you master the skills of productivity and time management to get the most out of every minute.

5 Tips for Maximizing Your Time at SHSMD

 

 

Like any big conference, attending the Society of Healthcare Strategy & Market Development (SHSMD) Connections can be an overwhelming experience. Headed into its 20th year as an event, SHSMD Connections 2016 is taking place September 11 - 14 in Chicago. With an estimated 1,400+ healthcare marketing, public relations and communications, and strategic planning professionals on-site, 60 sessions to choose from, 8 targeted learning tracks, and more than 4 hours worth of keynote sessions, it’s easy to see how this could be an enriching experience, but it can also feel like you’re drinking from a firehose.

Increase Marketing ROI: Use Data to Focus Your Outreach

*This post is based on information shared in a webinar co-presented by Stratasan’s SVP of Healthcare Strategy, Lee Ann Lambdin and TenAdam’s President, Jon Headlee. For the full presentation, watch the webinar.

Target Practice: Using Data to Focus Your Marketing

Most hospital and health system marketing and planning teams are familiar with the basics of strategic growth planning. This includes ensuring that your mission is favorable to growth, creating measurable goals, and developing a well-planned strategy for execution.

8 Steps to Successful Strategic Growth Planning

Strategic growth planning is a useful process for guiding the future of all types of organizations, especially hospitals and healthcare systems. If your organization is seeking to grow but doesn’t have a strategic growth plan in place, it’s time to start doing the valuable work necessary to create one.

Best Practices in Physician Relations

Interviews with: Mitzi Kent and Dustie Maguire

Originally shared as a webinar, on April 12, 2016, this interview with Stratasan and LifePoint Health discusses the organization of physician relations, goals and responsibilities, hiring and leadership, relationship building techniques, intelligence and information, and compliance. You can see presentation slides and hear the audio from the webinar presentation here.

 

 

Best Practices for Managing Not-for-Profit Tax Requirements

 

Not-for-profit hospital tax exemptions are under fire. Last week ModernHealthcare.com published an article on the Illinois 4th District Appellate Court ruling about a 2012 Illinois law that declares what hospitals have to do to achieve tax exemptions is unconstitutional. The law, when passed in 2012, was seen as a huge benefit for not-for-profit hospitals who now had clear standards of how to maintain their tax-exempt status. The case will go to the Illinois Supreme Court for the final ruling.

As cities and states look for additional tax revenues to run city and state budgets, not-for-profit hospitals are a big source of new revenue. Hospitals in Ohio, Pennsylvania, and New Jersey have also faced challenges.