GENERATIONS – Journal of the American Society on Aging

An internal assessment clarifies what it will take to build capacity, while pointing out strengths, capabilities, benefits, and features that set the organization apart from its competitors. An external assessment provides insight into the needs of and opportunities within the commu- nity, while identifying potential partners and competitors. After completing these two assess- ments, key findings can be used to develop a value proposition that embodies the objective of a potential partnership with a healthcare entity, by addressing its needs (for more information on completing these initial steps, see our article in the November−December 2016 issue of Aging Today ; ful-cbo-floundering-flourishing). These assessments ensure the organization will navigate the process purposefully, rather than without a clear direction. They also provide the information necessary not only to capture

the interest of potential partners, but also to develop a model design for success.

Identifying Partnership Opportunities The completed external assessment provides preliminary groundwork to identify potential partners in the local market, but it is important to further strategize and identify the type of partner that best matches the organization’s strengths and intent. Is the organization looking to partner with a local hospital or health system, or are they better positioned to approach the local payers in the market? Once the partner type has been narrowed down, it is time to explore potential opportuni- ties in this category of provider. Hospitals may be assuming risk under a bundled payment program, or local payers may need to reduce costs for long-term supports and services. As such opportunities become clear, also clarified

26 | Spring 2017

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