A Little Health Care Innovation Goes A Long Way

My first honest strategic planning process happened at Virginia Commonwealth University in 1992 when I was working in the University Relations Office, and then-President Eugene Trani pulled together a disparate group of faculty and staff to explore the future of the scrappy, urban institution. Vague memories of that session filtered into my head as our team spent time with VCU’s new Office of Health Innovation this past summer, helping a fast-growing, broadly focused team of health professionals identify a set of shared deliverables for the growth.

The office has a unique position as a provider and coordinator of care, and the creator of new approaches to care delivery and population management strategies – for VCU, and for the broader community. It also has responsibility for helping the university and VCU medical community plan for and respond to the ever-evolving Affordable Care Act.

VCU’s Office of Health Innovation is just one of several organizations we’ve worked with this year that continues to keep a close eye on the Affordable Care Act. (There’s something reassuring about groups that strategically work to adapt and adjust to an unpredictable world.)

Over eight weeks, Sarah, Cara and I worked closely with Sheryl Garland and her team – including two “old friends” from other engagements, Tammi Slovinksy and Aileen Harris – to identify and shape a shared vision, and a set of key strategies.