| Articles, Presentations, Publications
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Mr. Spallina authored the Strategic Planning column in the Journal of Oncology Management. The primary purpose of a strategic business plan is to provide direction for cancer program growth in a competitive and uncertain environment. Each column addressed a critical step in development of a cancer program strategic business plan. While written on the topic of cancer programs, the column also has general applicability to other clinical programs.
This column was designed to:
< Assist cancer program and oncology practice administrators in their professional and business development.
< Provide practical guidance to strategic planning for cancer program executives and practice administrators.
Key strategic business planning column topics included:
“Strategic Planning – Getting Started: Mission, Vision, and Values” is the first of the columns and addresses formulating, reviewing, and updating the mission, vision, and value statements.
“Strategic Planning – Building the Foundation to Formulate Strategies”
is directed to the first functional activity in an active cancer program strategic planning process – formulating, reviewing, or updating the mission, vision, and value statements.
“Strategic Planning: Formulating Strategies” covers the following activities:
< Responding to key planning issues.
< Identifying a limited and management number of core strategies.
< Additional required strategies.
< Establishing the foundation to formulate strategies and then formulating strategies that are support by physicians.
“Strategic Planning – Implementation Planning” describes the major requirements to successfully accomplish the cancer program strategies.
“Strategic Planning – Making It Work!” addresses the adequacy of a strategic plan including:
< Strategic direction
< Plan implementation
< Marketing and building referral relationships
< Organization, leadership, and financial planning
“Getting Started – Cancer Program Strategic Assessment” focuses on review of quantitative and verifiable set of data and information about the market, program capabilities, and key trends.
“Identifying Critical Planning Issues – An Essential Step in Formulating Strategies” summarizes the translation of the assessment findings into opportunities and critical issues.
“Formulating Strategies” defines the mechanisms the cancer program will use to achieve the desired outcomes stated in each goal.
“Marketing Goals and Strategies” describes key marketing goals and strategies that program leaders must consider when developing contemporary strategic marketing plans to support their growth and differentiate their program in a meaningful and articulate fashion.
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Cancer Presentations and Publications
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Presentation
Cancer Program Physician Employment Arrangements: Updated, Association of Community Cancer Centers, 26th National Oncology Economics Meeting, Minneapolis, Minnesota, September 2009
Cancer Program Physician Employment Arrangements: What You Should Know, Society for Radiation Oncology Administrators, Boston, Massachusetts, September 2008
Proton Therapy: Is This Technology a Correct Fit for Your Radiation Oncology Service?, Society for Radiation Oncology Administrators, Pasadena, California, October 2007
Developing a Strategic Marketing Plan for the Cancer Service Line: Beyond Mass Advertising and Brochures, Society for Radiation Oncology Administrators, Philadelphia, Pennsylvania, November 2006
Cancer Program Networks” What Planning and Participation Really Means, Society for Radiation Oncology Administrators, Philadelphia, Pennsylvania
Cancer Service Line Planning, Society for Radiation Oncology Administrators, Denver, Colorado
Cancer Program Strategic Alignment: Physician and Hospital Partnerships, Society for Healthcare Strategy & Market Development, Palm Springs, California
Cancer Program Strategic Business Planning, Society for Radiation Oncology Administrators, Atlanta, Georgia, October 2004
Cancer Programs and Outreach Networks: A Model to Develop Community Hospital Partnerships Regionally, American College of Oncology Administrators, San Antonio, Texas
Cancer Program Management: Mastering the Basics, American College of Oncology Administrators, Boston, Massachusetts
Planning the Future Cancer Center: Brains Before Bricks and Mortar, American College of Oncology Administrators, Las Vegas, Nevada
Cancer Program Network Outreach: A Model to Develop Community Hospital Partnerships Regionally, Society for Healthcare Strategy and Market Development
Developing a Stem Cell Program in a Community Hospital, American College of Oncology Administrators, Atlanta, Georgia
Financial Feasibility Analyses: A Practical Guide for Cancer Program Executives, American College of Oncology Administrators, Atlanta, Georgia
Oncologists Integration Strategies: Before They Sell Their Practice to a PPMC, American College of Oncology Administrators, Dallas, Texas
Cancer Program Integration Straight Talk About What You Can Really Accomplish, American College of Oncology Administrators, Orlando, Florida
Marketing Cancer Programs, American College of Oncology Administrators, San Antonio, Texas
Developing a Cancer Center of Excellence, American College of Oncology Administrators, San Antonio, Texas
Coordinating Cancer Programs: Maneuvering Through Chaos, American College of Oncology Administrators, Irvine, California
Integrating Cancer Programs: Maneuvering Through Chaos, American Hospital Association Cancer Symposium, Tempe, Arizona
The Cancer Program Leadership Challenge: Preparing for System Integration, AHA Cancer Symposium, Chicago, Illinois
Update on Biotechnology in Anticipation of Health Care Reform, American Hospital Association Annual Cancer Symposium, San Antonio, Texas
Investing in Cancer and Cardiology Programs: Strategies for Success, Michigan Hospital Association, Ambulatory Care Conference, Lansing, Michigan
The Future of Cancer Care, American Hospital Association Annual Cancer Symposium, Seattle, Washington
Publications
Radiation Oncology Practice Mergers: Bigger is Better! The Journal of Oncology Management, January/February 2003
New Partnerships in Cancer Programs, The Journal of Oncology Management, July/August 2002
Clinical Program Leadership: Skills Requirements for Contemporary Leaders, The Journal of Oncology Management, May/June 2002
Cancer Program Integration: Back to Basics, Vol. 1, No. 1, Cancer Management, January/February 1996
Cancer Program Integration: Back to Basics, Vol. 1, No. 2, Cancer Management, March/April 1996
The Cancer Program Leadership Challenge: Preparing for System Integration, Part I. The Journal of Oncology Management, March/April 1994
The Cancer Program Leadership Challenge: Preparing for System Integration, Part II. The Journal of Oncology Management, July/August 1994
The Future of Cancer Care: Biotechnology, Asian Hospital, May/June 1993
Planning for the Future of Cancer Care: Developing Successful Strategies for Cancer Care Delivery, The Journal of Oncology Management, May/June 1993
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Cardiovascular Presentations and Publications
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Presentations
Developing a Contemporary Cardiovascular Program, Society for Ambulatory Professionals
Coordinating Cardiovascular Programs: Maneuvering Through Chaos, American College of
Cardiovascular Administrators, New Orleans, Louisiana
Strategies for Developing a Cardiovascular Program in an Integrated Delivery System, American
College of Cardiovascular Administrators National Meeting, Dallas, Texas
Investing in Cancer and Cardiology Programs: Strategies for Success, Michigan Hospital Association, Ambulatory Care Conference, Lansing, Michigan
Publications
New Partnerships in Cardiovascular Programs, The Journal of Cardiovascular Management, January/February 2003
Marketing Cardiovascular Programs: Positioning for Success, The Journal of Cardiovascular Management, November/December 1998
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Strategic Planning Presentations and Publications
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Presentations
Physician and Hospital Partnerships: New Models, New Approaches, Society For Healthcare Strategy & Market Development, Atlanta, Georgia
Fundamentals of Strategic Planning, American Academy of Medical Administrators, Michigan Chapter
Clinical Integration: Is It Worth the Effort? American College of Healthcare Executives, Chicago, Illinois
Economic Partnership with Specialists: Value Based Relationships, Society for Healthcare Strategy and Market Development, Philadelphia, Pennsylvania
Integrated Clinical Programs: What You Can Really Expect to Accomplish, Society for Healthcare Strategy and Market Development, Chicago, Illinois
Primary Care Network Development and Clinical Program Integration, New England Chapter of the American Academy of Medical Administrators, Newport, Rhode Island
Clinical Program Business Planning: Essentials for Success, Society for Healthcare Planning and Marketing Annual Meeting, Chicago, Illinois
Publications
Chapter: Fundamentals of Strategic Business Planning, American College of Radiation Oncology Practice Management Guide, 2005
Chapter 22: Healthcare Strategic Business Planning and Marketing, Oncology Nursing Society (ONS) Nursing Management: Principles and Practices, 2005
Organizing Clinical Programs: Requirements for Contemporary Leaders and Successful Organizations, SPECTRUM, November/December 2002
Integration of Hospitals Services is more Complex Than Consolidation, Health Care Strategic Management, May 2001
Clinical Program Strategies: Consolidate or Integrate? HealthCARE Business, October 1998
Analysis Weighs Issues in Divestiture Decisions, Healthcare Financial Management, July, 1990
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