The health and human service field has been the area of U.S. life that has been the most resistant to change. I still canât schedule an appointment with most health care professionals online. In the state of Pennsylvania, I canât buy a COVID test without a prescription from a physician. I couldnât âbuy with cashââŠ
As provider organizations prepare for the post-crisis ânext normalâ strategic planning is more important than ever before. But given all the changes in the landscape, the profound impact of the COVID-19 and other crises of 2020, and the new needs and new competitors in the market, the strategy must be transformative and focus on sustainability.âŠ
âIf youâre looking at portfolio expansion, complementing your current service lines is what might work best. If you go into a whole new service line, be prepared to change your business model. Or to seek partnerships, where you donât have the expertise yourself,â is the advice Toni Pergolin, Chief Executive Officer of Bancroft has forâŠ
âIn good times, your profitable programs may be able to sustain other mission-driven programs with a negative margin. But in a crisis, itâs like putting 10 persons in a lifeboat for eight. You canât afford to have programs that drain your resources,â said Howard Snyder, Director of Business Development at Active Day. He spoke toâŠ
Boards and executives teams of non-profit provider organizations face a severe challenge in the year ahead. Budgetsâcorporate and governmentâwill be tight. As a result, it is likely that services and rates will be cutâthe only question is to what degree. The strategic question for boards and executive teams of non-profits in the field is howâŠ
