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    Dr. Marcinko is originally from Loyola University MD, Temple University in Philadelphia and the Milton S. Hershey Medical Center in PA; as well as Oglethorpe University and Emory University in Georgia, the Atlanta Hospital & Medical Center; Kellogg-Keller Graduate School of Business and Management in Chicago, and the Aachen City University Hospital, Koln-Germany. He became one of the most innovative global thought leaders in medical business entrepreneurship today by leveraging and adding value with strategies to grow revenues and EBITDA while reducing non-essential expenditures and improving dated operational in-efficiencies.

    Professor David Marcinko was a board certified surgical fellow, hospital medical staff President, public and population health advocate, and Chief Executive & Education Officer with more than 425 published papers; 5,150 op-ed pieces and over 135+ domestic / international presentations to his credit; including the top ten [10] biggest drug, DME and pharmaceutical companies and financial services firms in the nation. He is also a best-selling Amazon author with 30 published academic text books in four languages [National Institute of Health, Library of Congress and Library of Medicine].

    Dr. David E. Marcinko is past Editor-in-Chief of the prestigious “Journal of Health Care Finance”, and a former Certified Financial Planner® who was named “Health Economist of the Year” in 2010. He is a Federal and State court approved expert witness featured in hundreds of peer reviewed medical, business, economics trade journals and publications [AMA, ADA, APMA, AAOS, Physicians Practice, Investment Advisor, Physician’s Money Digest and MD News] etc.

    Later, Dr. Marcinko was a vital recruited BOD member of several innovative companies like Physicians Nexus, First Global Financial Advisors and the Physician Services Group Inc; as well as mentor and coach for Deloitte-Touche and other start-up firms in Silicon Valley, CA.

    As a state licensed life, P&C and health insurance agent; and dual SEC registered investment advisor and representative, Marcinko was Founding Dean of the fiduciary and niche focused CERTIFIED MEDICAL PLANNER® chartered professional designation education program; as well as Chief Editor of the three print format HEALTH DICTIONARY SERIES® and online Wiki Project.

    Dr. David E. Marcinko’s professional memberships included: ASHE, AHIMA, ACHE, ACME, ACPE, MGMA, FMMA, FPA and HIMSS. He was a MSFT Beta tester, Google Scholar, “H” Index favorite and one of LinkedIn’s “Top Cited Voices”.

    Marcinko is “ex-officio” and R&D Scholar-on-Sabbatical for iMBA, Inc. who was recently appointed to the MedBlob® [military encrypted medical data warehouse and health information exchange] Advisory Board.



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Crafting a Medical Practice Mission Statement

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Solidifying Guiding Principles

By Dr. David Edward Marcinko; MBA, CMP™


The mission statement is an important and fundamental document that reminds doctor’s why they are in medical practice. This document reflects the physician-executive’s beliefs about life, practice, patients, employees, reimbursement and medical vendors. It serves as a guide for him or her to make choices about how to allocate time and medical practice resources.

Essential Elements

There are no firm rules about what a medical practice mission statement should contain or how long it should be.

For some doctors, a succinct statement is appropriate; for others, it may take two to four pages to capture the mission. However, the critical element in every mission statement is the physician-executive’s belief that he or she can uphold every principal in the statement.

Prepare and Revise

To help doctors prepare or revise a mission statement, they should create a list of things that make their patients, practice and employees unique, and then incorporate them into the statement.

Some doctors prepare multi-page mission statements that include up-to-date biographies, along with a list of personal commitments and a vision for the future.

Others write a paragraph or two on their beliefs, goals and practice philosophy, detailing how they plan to hold themselves accountable to their mission statement.

Mission Statement Elements

Here are some other important elements of any medical practice mission statement: 

  • It should include both a local vision with global beliefs, because this view helps keep things in perspective when patients get caught-up in their day-to-day business and personal lives; and healthcare needs.
  • A mission statement should include steps that support the doctor’s vision. These steps can be written in either a list format or incorporated in paragraph form. It is sometimes important to commit to specific facts, figures, or goals in your mission statement. Mission statements are designed to communicate principal beliefs and ideals, but a statement of specific goals and outcomes should be included as well, to suit the doctor’s purpose and patient’s needs.
  • It must be stable, yet flexible. Because a mission statement is about who the doctor is and what he or she believes, the core elements should remain relativity stable. However, as patients and doctors age, medical care philosophy and needs may change. Doctors should review their mission statements annually and revise them to accommodate any new principles, patient needs or beliefs.
  • A mission statement should inspire. Doctor’s mission statements should inspire and motivate potential patients. This is the most important criterion, so have sample patients look at the document and see if it inspires him or her and the family around the practice. They also should be able to return to their mission statements for guidance about how they want to manage their own healthcare.
  • A mission statement should also inspire the doctor to do their best professionally. A doctor’s mission statements will have no real value unless it inspires and motivates; internally and externally.
  • Finally, a mission statement should include a vision of what the doctor’s practice wants to become. A mission statement should state practice ideals, not current reality. This is a statement about who the doctor wants his patient to become too—and not necessarily what the patient’s health is today. For example: what characteristics does the patient need to improve [blood pressure, weight, cholesterol levels, skin appearance, cardiac output, oral hygiene, etc] for overall health and physical well-being?


Remember, a mission statement serves as a guide only if the doctor commits to making it a part of his or her medical practice.


Your thoughts and comments on this ME-P are appreciated. Feel free to review our top-left column, and top-right sidebar materials, links, URLs and related websites, too. Then, subscribe to the ME-P. It is fast, free and secure.

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4 Responses

  1. More on … Medical Practice Mission Statements
    [“Use Them or Lose Them”]

    Dr. Marcinko interviewed by Jill Fahy for PedSource.com


    Hope R. Hetico RN MHA
    [Managing Editor]


  2. Creating a marketing-smart practice name

    Sooner or later every healthcare provider will need to name, or rename, his or her professional practice. And for most, it will be sooner, given the upheaval in contemporary health delivery systems.


    The business or practice name is such a fundamental ingredient to your brand and branding message you’ll want to consider these important DOs and DON’Ts.



  3. What Is The Philosophy [Mission Statement] of Your Financial Planning Firm?

    In a world where financial planning is guided by a standardized process but a lot of leeway about precisely what financial planning recommendations are crafted and implemented, the reality is that two well-intentioned financial planners can come up with remarkably different solutions for clients depending on their views and perspective.


    Whether it’s the active vs passive debate, or permanent insurance vs buy-term-and-invest-the-rest, some planners just tackle client problems in a materially different manner than others.

    An interesting article from FA Mike Kitces.

    Hope Rachel Hetico RN MHA


  4. What’s Your Investment Philosophy?
    [The Financial Services Analog]

    According to STEVE ATKINSON, one of the benefits of an investment philosophy is that it can provide clients with more consistent experiences.


    But, if your financial advisory philosophy is based on forecasting which stock or market sector will be “hot” then those experiences might not be very consistent.



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