Barry Plunkett

Barry Plunkett provides operations and management consulting to HORNE LLP clients. He works with companies to facilitate strategic and long range planning and create initiatives that ensure excellence in health care operations and in other arenas. Barry is a frequent speaker at local, regional and national meetings, focusing on current trends in health care product development and marketing, and how today’s hospitals and health care delivery systems can partner with physicians and their communities.

Recent Posts

April 27, 2018

7 Ways Hospitals Can Use CHNAs to Improve Health and Wellness of Communities

The Community Health Needs Assessment (CHNA) can be much more than a regulatory obligation for nonprofit and governmental hospitals. Done well, a CHNA can strengthen the hospital’s position as a provider of choice. It can also elevate the hospital beyond its historical role as a provider of sick care to a hub for health and wellness services in the community.

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Topics: CHNA, Hospital Management

June 01, 2017

CHNAs—Take Them off the Shelf

Community Health Needs Assessments (CHNA), unfortunately for many, are conducted simply to fulfill the Section 501(r) of the Internal Revenue Code which requires a tax-exempt hospital to conduct a CHNA. Also, community health assessment is a prerequisite of public health accreditation under PHAB standards. As we have discussed in a previous blog, a hospital’s CHNA can achieve so much more than fulfilling a regulatory obligation.

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Topics: CHNA

August 18, 2016

Assessing Population Health: CHNAs Can Be More Than Governmental Requirements

There is growing recognition that the social determinants of health—where we live, work, and play; the food we eat; the opportunities we have to exercise; our ability to live in safety—drive health outcomes. Of course, there is a large role for health care to play in delivering health care services, but it is indisputable that the foundation of a healthy life lies within the community. To manage true population health—that is, the health of a community—hospitals and healthcare systems must partner with a broad spectrum of stakeholders who share ownership for improving health in our communities. 

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Topics: Population Health, CHNA

June 09, 2016

The Value Added C-Suite

For the C-Suite to become value added, the C-Suite level executives must become value added leaders within the organization. Senior leadership must learn how to recruit, train, nurture, maintain and retain these value added individuals.  For an organization to do more than just survive – to succeed, it must anticipate its customers’ needs and adjust its direction and momentum so that it is providing what the customer needs in a timelier fashion than its competition. Becoming an anticipatory organization guided by visionary leader is essential for growth. 

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Topics: Hospital Management

September 11, 2014

What Kind of Health Care Leader are You?

Leadership at health care organizations is being tested like never before. The move away from fee-for-service (FFS) to a patient outcome based model means management has to get clinical care teams collaborating in a whole new way. Your leadership style and the culture you help create within your organization will be the deciding factor in determining whether your facility survives, and potentially thrives, in this new dynamic.

So, no pressure. Just the success of your organization riding on your shoulders.

The good news is that if you are reading this it means that you recognize the importance of being a great leader and seek out information to build your skills. Half the battle is being aware that you have a management style and committing to building on what is working and improving what is not.

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Topics: Hospital Management

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