orthopedics strategic plan template
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Orthopedics Strategic Plan Template. Marketing and Planning Leadership Council. Marketing and Planning Leadership Council. How to use this template. Marketing and Planning Leadership Council. Instructions. - PowerPoint PPT PresentationTRANSCRIPT
©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM
Orthopedics Strategic Plan Template
Marketing and Planning Leadership Council
©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 2
Marketing and Planning Leadership Council
Instructions
How to use this template
The orthopedics Strategic Plan Template assists you in developing a ready-to-present strategic plan that is goal-oriented, actionable, measurable and aligned with institution priorities.
The template provides direction on key steps of the planning process: performance analysis, market assessment, strategic plan design, and plan evaluation. Review the available tools and exercises included in this document and add and remove slides to match the level of detail you need.
The template is designed to be used as an active document across the life of the strategic plan. Progress on the plan can be continuously tracked using the scorecard provided and modifications can be made as needed. Templates for financial planning, implementation planning, and communication planning are also included.
This template can be used for an individual hospital, service line or multihospital system service line. Throughout the template, “institution” is used to refer to either the hospital or the health system.
The “notes” section of each slide describes the purpose of each component and provides instructions for the specific task to complete. Where appropriate, links to additional resources are provided to assist in the analysis. Further instructions appear on the slides as place holders and examples are provided throughout the template slides in italics.
After completing the template, remove the Advisory Board slides (in red), and delete/replace all placeholder and sample text that appears on the slides to share the presentation with stakeholders.
Marketing and PlanningLeadership Council
Orthopedics Strategic PlanDATEVERSION (E.g., Draft, Final, Draft 3.0)
Program/Department NameLOGO
Add your institution’s logo here
4
Road Map
Strategic Plan Overview
• Volumes
• Patients
• Payers
• Payment Reform
• Employers
• Physicians
• Competitors
• Technology
• Regulatory Changes
• Goals & Objectives
• Initiative Design
• Initiative Prioritization
• Financial Summary
• Implementation Timeline
• Mission and Vision
• Previous StrategicPlan Review
• Total Investment Summary
• Interdepartmental Support
• Performance Scorecard
• Communication Plan
CURRENT PERFORMANCE
ANALYSIS
FUTURE MARKET
ASSESSMENT
PLAN DESIGN
PLANSUMMARY
1 2 3 4
5
Current PerformanceCURRENT
PERFORMANCEFUTURE MARKET
ASSESSMENTPLAN
DESIGNPLAN
SUMMARY
6
Current Performance
Mission and Vision
Institution Mission and VisionDescribe your institution mission here.
Orthopedics Service Line Mission and VisionDescribe your service line mission here.
7
Current Performance
Key Accomplishments 20XX-20XX
Goals Initiatives Accomplished or In Progress
Increase Market Share• Identify and promote services in secondary markets• Expand referral networks in tertiary market
Increase Clinical Quality Scores• Streamline patient flow process to reduce wait time to consult• Complete HCAHPS
Maintain Margins• Increase referrals for top 3 high-margin services• Reduce cost of supplies
20XX-20XX Strategic Plan Review
8
Current Performance
Key Metrics 20XX-20XX20XX-20XX Strategic Plan Review
20XX Plan Target Current
40%
28%
Market Share: Primary Market
INCREASE SHARE
20XX Plan Target Current
8
4
Wait Time to Consult(In Days)
IMPROVE QUALITY
20XX Plan Target Current
1.4%
1.2%
Service Line Margin
MAINTAIN MARGINS
• Describe factors/challenges that contributed to why you were not able to meet your target.
• Describe factors key to surpassing your target.
• Describe factors/challenges that contributed to why you were not able to meet your target.
9
Future Market Assessment CURRENT
PERFORMANCEFUTURE MARKET
ASSESSMENTPLAN
DESIGNPLAN
SUMMARY
©2011 THE ADVISORY BOARD COMPANY • ADVISORY.COM
5%2%
6%
7%
7%
22%
51%
Service Line Forecast Compendium
Orthopedics—Inpatient Marketing and PlanningLeadership Council
2012 2017
2.4M 2.5M
Inpatient Volume Estimated Growth Rate, 2012-2017
-5%
-1%
-1%
-1%
1%
5%
8%
8%
10%
18%Multiple Major Joint Procedures
General Medical Orthopedics
Major Joint Replacement
Revision of Joint Replacement
Hand Procedures
2012 Volume
Volume Mix
Demographic Cl inical Market
Driv
ers/
Bar
riers Increasingly elderly, obese population to drive
joint replacement, fracture volumes
Poor economic conditions reducing ability to pay, willingness to undergo elective therapy
Increasing number of previous joint replacement patients and survivorship of patients increases revisions
Scrutiny of appropriateness to restrain some volume growth
Osteoporosis screening and prevention reducing acute episodes
Surgeon preference continuing to shift sports medicine cases to ambulatory settings
Expanding joint replacement therapy to younger, older, sicker patients
Technology advances allowing procedures to migrate to outpatient setting
Use of regional anesthesia and aggressive rehab programs enabling joint replacement to shift outpatient
Technical advancements allow for earlier intervention with partial joint replacement
146K
542K
123K
1.1M
172K
41K
Increasing activity rates lead to increased joint replacement and sports med volumes
Fill in here
Foot Procedures
Medical Trauma (Orthopedics)
Sports Medicine
169K
21K
Other Surgical Orthopedics
Surgical Trauma (Orthopedics)
91K
24K
Joint Replacement
Other Surgical Ortho
General Medical Ortho
Medical Trauma
Hand and Foot
Sports Med
Surgical Trauma
2012 Service Line Snap Shot Volume
Inpatient Total: 2.4M
Profitability (Per Case Contribution Profit)
Orthopedics : $4K
Efficiency (ALOS)
Orthopedics: 4.3 days
Quality
Orthopedics: Readmission Rate – 11%Preventable Admission – 0%
5-Year Growth: +5%
©2011 THE ADVISORY BOARD COMPANY • ADVISORY.COM
Service Line Forecast Compendium
Orthopedics—OutpatientMarketing and PlanningLeadership Council
2012 2017
5.8M 6.0M
HOPD Volume Estimated Growth Rate, 2012-2017
3%
-3%
3%
3%
5%
89%
127%
142%
237%
239%Total Hip Arthroplasty (THA)
Unicompartmental Knee Arthroplasty (UKA)
Shoulder Arthroplasty
Hip Arthroscopy
Carpal Tunnel Release
Shoulder Arthroscopy
Knee Meniscus Repair
Splint Application
Fracture Treatment
2012 Volume
HOPD Volume Mix
Demographic Cl inical Market
Driv
ers/
Bar
riers Increasingly elderly, obese population to
drive joint replacement, fracture volumes
Lower (or negative) outpatient contribution profit limits willingness to perform outpatient joint replacement
Increasing activity rates lead to increased joint replacement and sports med volumes
Older, sicker patients require inpatient admissions
Scrutiny of appropriateness to restrain some volume growth
Growing number of ASCs competing for HOPD cases
Baby Boomer awareness, preference for treatment of pain increasing
Minimally invasive, unicompartmental knee enabling outpatient shift
Growing preference for conservative care slows growth of surgical therapies
Expanding joint replacement therapy to younger, older, sicker patients
572K
882K
726K
200K
10K
14K
19K
7K
4K
Fill in here
Expanding use of arthroscopy to treat joint pain
1 Contribution profit for joint replacement procedures performed in HOPD settings is negative.
Fracture/Dislocation
General Surgical Ortho
Hand
Joint Replacement
Foot
Sports Medicine
Total Knee Arthroplasty (TKA)
344K
2012 Service Line Snap Shot Volume
Market Volume: 31.2 M
HOPD Volume: 5.8M
Outmigration (5-year growth)
Market: 15%
HOPD: 4%
Profitability (Per Case Contribution Profit)
Orthopedics: $ 486
0
0
00
0
0
5-Year Growth: 5%
0
0
000
0
0 00
0
00
18% 1%
18%
6%
3%
18%
47%
12
Future Market Assessment
Orthopedics Patient Mix and Financial Contribution by Care Setting
Volume
Hospital Outpatient Department
Contribution Profit
Contribution Profit
Volume
Inpatient Care
Source Advisory Board Data and Analytics Group.
Joint Replacement
Other Surgical Ortho
General Medical Ortho
Medical Trauma
Hand and FootSports Med
Surgical Trauma
Fracture/Dislocation
General Surgical Ortho
Hand
Joint Replacement
Foot
Sports Medicine
Joint Replacement
Other Surgical Ortho
General Medical Ortho
Medical Trauma
Hand and FootSports Med
Surgical Trauma
$484 M
$1.7 B
$503 M$222 M$614 M
$701 MJoint Replacement
Sports Medicine
Hand
Foot
Fracture/Dislocation
General Surgical Ortho
13
Future Market Assessment
Market Forces Impacting Orthopedics Services, 2011-2016
Regulatory Changes• E.g., Orthopedics quality performance
scrutinized under Value Based Purchasing• XXX• XXX
Competitors• E.g., Hospital B’s updated facility and new
equipment will make it difficult to compete for top talent, need to send clear messages to potential recruits of high-quality facilities at Hook.
• XXX
Physicians• E.g., Explore co-management arrangements
with specialists to align with system initiatives and cost control efforts
• XXX
Employers• E.g., Explore relationships with employers on
bundled payments for joint replacement surgeries for employees
• XXX
Payment Reform• E.g., Will need to extend care across the
care continuum by standardizing the approach to consultation, pre-operative education and pain management
• XXX
Patients• E.g. ., Structure pre- and post-operative
patient education to reinforce expectations for surgery and involve family members in pre-discharge rehabilitation
• XXX
Technology• E.g., Consolidation of vendors and devices to
manage down costs of implants
• XXX
Payers• E.g., Necessary to show how our program
reduces overall cost of care for patients to remain provider of choice for payers under shift to value based care.
• XXX
14
Future Market Assessment
Patients: Estimated Prevalence of Chronic Disease
Implications of prevalence of chronic condition on utilization of services
• Describe impacts here• E.g., The continued growth in prevalence of osteoarthritis/rheumatoid arthritis will increase the demand for orthopedic
services, especially for joint replacement.
Subservice Line Total Volume Condition Volume Percent of Total
General Medical Orthopedics 177,845 21,788 12%Hand 21,620 1,476 7%Joint Replacement 1,031,257 673,066 65%
Medical Trauma 192,366 25,603 13%Other Surgical Orthopedics 133,586 12,853 10%Sport Medicine 152,549 18,789 12%Surgical Trauma 551,082 57,967 11%
Utilization of Orthopedic Services by Patients with Rheumatoid Arthritis/Osteoarthritis
15
Future Market Assessment
Patients: Geographic Distribution of Market by Region
Patient Origin by RegionZip Code or County
15%
20%25%
40%
Region 1
Region 2Region 3
Region 4
Potential Target Market Areas
Implications of geographic distribution of patients across service area:• Describe impacts here
16
Future Market Assessment
Patients: Age Distribution
24.0%
36.5%
26.4%
5.4%
23.8%
35.3%
26.2%
14.7%
Hook Hospital Patients, 2012
Percentage of Population by Age, 2012
Implications of shifts in age distribution on services:
Comparison of Hook Patient Distribution to Current Region and Future Region Distribution
Under 18 18 to 44 45 to 64 65 and Over
• Describe impacts here
Neverland County, 2012
24.0%
36.5%
26.4%
5.4%
23.8%
35.3%
26.2%
14.7%
Hook Hospital Patients, 20XX
Percentage of Population by Age, 20XX
Neverland County, 20XX
17
Future Market Assessment
35.0%
30.0%
24.0%
9.0%
2.0%
14.0%
30.0%42.0%
4.0%
10.0%
Hook Hospital Patients, 2012
• Describe impacts here• E.g., Current payer mix at Hook does not reflect distribution at market level, need to attract patients with commercial payer
insurance.
Neverland County, 2012
24.0%
36.5%
26.4%
5.4%
34.0%
46.0%
11.0%
4.0%5.0%
Hook Hospital Patients, 20XX Neverland County, 20XX
Medicare Medicaid Commercial Uninsured Other
Percentage of Population by Insurance, 2012 Percentage of Population by Insurance, 20XX
Patients: Payer MixComparison of Hook Patient Distribution to Current Region and Future Region Distribution
Implications of shifting payer mix:
18
Future Market Assessment
Payers: Anticipated Changes in Reimbursement Models, Levels
Payer Strategy Description
Narrow Network—Payers X and Y E.g., Increase in narrow networks in market as two major institutions move towards ACO model.
Bundled payments
Implications of the shifts in payer strategy:• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for Orthopedics patients to remain provider of choice
for payers.
Key Hook Hospital Payers: X, Y, Z
19
Future Market Assessment
Payment Reform
Payment model under consideration by institution:
Discuss the payment model(s) your hospital is moving towards here.E.g., Participating in Medicare Shared Savings Program.
Implications of the shift in payment model:
Implementation Actions :
• List steps the institution has taken towards implementing the new payment model.
Patients and Services Affected:
• List patient groups and specific services that will be affected by this shift.
• Describe impacts here• E.g., Restricting surgeries to only the most appropriate cases to avoid overutilization of surgical procedures.
Hook Hospital’s Payment Reform Strategy Impact on Orthopedics Service Line
20
Future Market Assessment
Employers: Anticipated Growth, Shifts in Payment Strategies
Implications of the shifts in employer size, strategy:• Describe impacts here• E.g., E.g., Lily Manufacturing Co. represents viable, insured population; potential to build relationship with Lily to contract
care for Orthopedics patients.
Employer Number of Employees Anticipated Growth Comments
Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking into bundled payments for high-cost procedures
21
Future Market Assessment
Employed Physicians: Anticipated Changes in Staffing and Leadership
Implications of physician employment trends:
2010 2015 2020
21,740
21,870
21,710
Orthopedic Surgeon Supply Forecast2010-20201
• Describe impacts here• E.g. Number of expected retirees will exacerbate current capacity issues; necessary to bolster recruitment efforts.
Expected Retirees
Estimating Physician Need
New Recruits Needed
308 M 322 M 335 MUS
Population in Millions
Orthopod/ 100,000 People
1US Department of Health and Human Services, “The Physician Workforce: Projections and Research into Current Issues Affecting Supply and Demand ,” December 2008.
Physicians Needed
7.1 6.8 6.5
22
Future Market Assessment
Independent Physicians: Referral Planning
Implications of physician referral trends:
40%
30%
30%
Current Market Referral Patterns
Loyal Referrers Split Referrers Disloyal
• Describe impacts here• E.g., Significant referral leakage to Hospital B will impact volumes, need to assess why physicians are choosing B over us.
Hook Hospital Orthopedics Referring Physicians and Practice Watch List
Practice Watch List
Practice Comments
Tiger Medical Associates
Although physicians at Tiger have had a long standing relationship with Hook, Crimson Market Advantage data shows significant referrals to Hospital B.
73%
15%
4%3%2%
2%1%
23
Future Market Assessment
Building Referral Relationships in Orthopedics
Internal Medicine & General Practice
Top Referring Specialties to Orthopedic Surgery1
N = 253,000 Patient Records
1Excludes those patients referred by “orthopedic surgery” pr with no referral specialty named.
Implications of referral sources:• Discuss implication of referral distribution amongst physicians and specialists• Primary care physicians (PCPs) drive the largest share of referrals to the orthopedic specialty. Podiatrists, however, may be
an underserved referral source.
Podiatry
OtherGeneral Surgery
Pain ManagementPhysical Therapy
Emergency Medicine
24
Future Market Assessment
Competitors: Market Competition Assessment
Name and Description Key Areas of Competition New Programs and Facilities Risk to Market Share
Primary Competitors
1. Hospital A
2. Hospital B
1. Recently developed a total joint center of excellence
2. New outpatient Orthopedics surgery center
Secondary Competitors
1. Employer A
Emerging Competitors
1.
Implications of shifts in competitors’ growth efforts:• Describe impacts here• E.g., Hospital B’s updated facility and new equipment will make it difficult to compete for top talent, need to send clear
messages to potential recruits of high-quality facilities at Hook.
25
Future Market Assessment
Technology: Overview of Orthopedics &Spine Technology
Implications of technological changes:• Describe how current technology capacity compares to the market and how this impacts the service line.
26
Future Market Assessment
Technology: New Technology Needs
Novel Technology Upgrades
Implications of technology needs on service line:• Describe the impact here
Additional Capacity for Existing Technology
27
Future Market Assessment
Regulatory Impact
Regulation Impact
Potential readmission penalties Heightened scrutiny on long term outcome tracking capabilities
28
Future Market Assessment
Themes Emerging Across Future Market Assessment
Top 5 Market & Industry Changes Affecting Service Line
1
2
3
4
5
29
Strategic Plan DesignCURRENT
PERFORMANCEANALYSIS
FUTURE MARKET ASSESSMENT
PLANDESIGN
PLANSUMMARY
Strategic Plan Design
Defining Terms
Institution level goals that address broad strategic issues
defined by the leadership such as growth, quality, patient
satisfaction, physician alignment, financial health, etc.
Goal
Focused action items that meet a defined objective such as implement 24/7 patient
information hotline, launch media campaign to promote service,
develop internal processes, etc.
Program-specific, high level action items that address system
level goals such as increase brand awareness, promote secondary market, increase technology utilization, etc.
• Grow Volumes• Improve Patient Satisfaction
• Increase Market Share• Improve Care Process
• Specialist Consult Hotline• Patient Flow Assessment
• % Increase in Volumes• % Increase in Patient
Satisfaction
• % Increase in Primary and Secondary Market Share
• Decrease in Wait-time to Consult
• Number of Referrals Generated per Month
• Decrease in Total Appointment Duration
30
Objective Initiative
Def
initi
on
Exam
ples
Sam
ple
Met
rics
31
Strategic Plan Design
Institution Level Goals & Orthopedics Objectives Objective InitiativeGoal
Grow Volumes Improve Patient Satisfaction Goal #3
• Increase market
share
• Capture latent
demand
• Strengthen
relationship with
referring
physicians
• Improve Care
Processes
• Improve
Outpatient
Experience
• Improve Patient
Engagement
Goal #4 Goal #5
• Objective #1
• Objective #2
• Objective #3
• Objective #1
• Objective #2
• Objective #3
• Objective #1
• Objective #2
• Objective #3
Inst
itutio
n G
oals
Se
rvic
e Li
ne O
bjec
tives
©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 32
Marketing and Planning Leadership Council
Strategic Plan Design
Objective and Initiative Design Instructions
The following section of the strategic plan template will assist you in designing, prioritizing, and planning initiatives that address measurable service line objectives.
This section is organized by institution level goal. For each goal-based sub-section, add one slide for each objective outlined on the Institution Level Goals & Orthopedics Objectives page. Then add one slide for each initiative that corresponds to the objective. For each institution level goal, you may have 1-3 objectives and for each objective, you may have several initiatives. Finally, for each sub-section, prioritize initiatives, summarize financial resources required, and provide a high-level implementation timeline.
For example, a subsection might include the following slides
There are three sets of strategic plan design slides in this template: (1) Blank Template Slides—copy and paste these slides as needed to complete your plan [Goal #X – 6 Slides](2) Sample Set 1—examples of how the template might be completed [Grow Volumes – 6 Slides](3) Sample Set 2—examples of how the template might be completed [Improve Patient Satisfaction – 6 Slides]
After completing the strategic plan design slides, delete the sample slides and blank slides.
Marketing and PlanningLeadership Council
• Goal #1: Grow Volume• Objective #1: Increase Share
• Initiative #1: 24/7 Specialist Consult Line• Initiative #2: Host Educational Seminars for At-Risk Individuals
(Golfers. Skiers, Tennis Players, etc)• Objective #2: Strengthen Referrals
• Initiative #1: Physician Survey• Initiative #2: Revamp Physician Liaison Program
• Prioritization of Initiatives Related to Goal• Financial Summary of Initiatives Related to Goal• Implementation Timeline for Initiatives Related to Goal
33
Goal #X: Goal
Strategic Plan Design
34
Current Target
28%
40%Metric Title
Current Target
28%
40%Metric Title
Objective InitiativeGoal
BARRIERS
DRIVERS
Internal
Internal
External
External
• Describe internal drivers here
• Describe internal barriers here • Describe external barriers here
• Describe external drivers here
Goal #X: Goal
Objective #X: Title
35
Goal #X: Goal
Objective #X: Title
Initiative #X: Title
Description
Initiative Progress Measures Targets
Outcomes Metrics
Process Metrics
Resources Required
Facilities:
Equipment:
Information Technology:
Staff/Training:
Marketing/Communications:
Interdepartmental Coordination:
Expected Cost:
Objective InitiativeGoal
36
Goal #X: Goal
Initiatives to Goal
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
• Initiative 1• Initiative 2
• Initiative 3• Initiative 4
Secondary Priority
Low
Low
High
High
Potential Impact on Goal
Prioritization of Initiatives by Potential Impact and Feasibility
Objective InitiativeGoal
37
Goal #X: Goal
Financial Summary
Initiative 1 2 3 4 5 6 7 8 Goal
Investment
Capital Investment
Facilities
Equipment
Information Technology
Subtotal
Operating Investment
Clinical Staff
Training / Development
Marketing and Communication
Administrative Costs
Subtotal
Initiative Investment
Investment Required for Initiatives to Goal
Objective InitiativeGoal
38
Goal #X: Goal
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Initiative #1
Initiative #2
Initiative #3
Initiative #4
Initiative #5
Initiative #6
Initiative #7
Initiative #8
Initiative #9
Initiative #10
Initiatives related to Goal
39
Goal #1: Grow Volumes
Strategic Plan Design
40
Goal #1: Grow Volume
Objective #1: E.g., Increase Market Share by %
Current Target
28%
40%Market Share: Primary Market
Current Target
28%
40%Market Share: Secondary Market
Objective InitiativeGoal
BARRIERS
DRIVERS
Internal
Internal
External
External
• Strong referral protocols from employed physician practices
• Substantial marketing and advertising budget
• Lack of capacity in region 3• EMR integration behind that of competitors
• Competitor employing significant numbers of new physicians
• Competitor closing down facilities, scaling back on service offerings
• Currently unmet demand within the market
41
Goal #1: Grow Volume
Objective #1: E.g., Increase Market Share by X%
Initiative #1: Specialist Consult Hotline
A specialist consult hotline will operate during business hours to provide patients and potential new patients with phone consultations with trained specialists. Hotline operators will:
(1) Answer general questions about Orthopedics-related services and health concerns.
(2) Direct potential patients to specialists and assist in appointment scheduling.
(3) Answer questions if a patient’s specialist is not reachable.(4) Direct callers to education resources for patients and family
members.
Initiative Progress Measures Targets
Outcomes Metrics
Public awareness of specialty services 30% awareness
Caller satisfaction 80% caller satisfaction
Referrals generated 250 referrals/month
Process Metrics
Call Volume/Calls Answered 500 calls/month
Wait-time to answer 4 minutes
Resources Required
Facilities: Small office or desk space in or near Orthopedics department
Equipment: Phones, computers, office supplies
Information Technology: Software for logging/tracking call information and collecting data, ability to schedule appointments, and communicate with specialists.
Staff/Training: 1 FTE and 2 part-time. Training on call process and resources for education.
Marketing/Communications: External media campaign, marketing collateral for referring physicians and potential patients.
Interdepartmental Coordination: Marketing, outpatient primary care, IT/IS, operations
Expected Cost: $200,000
Objective InitiativeGoal
42
Goal #1: Grow Volume
Initiatives to Grow Volume
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
• Initiative 4 • Initiative 2
• Initiative 3
•Specialist Consult Line• Initiative 5
• Initiative 6
• Initiative 7
Secondary Priority
Low
Low
High
High
Potential Impact on
Volume
Prioritization of Initiatives by Potential Impact and Feasibility
Objective InitiativeGoal
43
Goal #1: Grow Volume
Financial Summary
Specialist Consult Line 2 3 4 5 6 7 8 Goal
Investment
Capital Investment
Facilities 3,000
Equipment 3,000
Information Technology 90,000
Subtotal 96,000
Operating Investment
Clinical Staff 90,000
Training / Development 2,000
Marketing and Communication 10,000
Administrative Costs 2,000
Subtotal 104,000
Initiative Investment 200,000
Investment Required for Initiatives to Grow Volume
Objective InitiativeGoal
44
Goal #1: Grow Volume
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Specialist Consult Hotline
Initiative #2
Initiative #3
Initiative #4
Initiative #5
Initiative #6
Initiative #7
Initiative #8
Initiative #9
Initiative #10
Objective InitiativeGoal
Initiatives Related to Growing Volume
45
Goal #2: Improve Patient Satisfaction
Strategic Plan Design
46
Goal #2: Improve Patient Satisfaction
Objective #1: Improve Care Process
Current Target
15
6
Wait-Time to Consult(in days)
Current Target
3
1
Total Appointment Duration(in hours)
Objective InitiativeGoal
46
BARRIERS
DRIVERS
Internal
Internal
External
External
• New phone triage and scheduling line• Wait times now posted online
• Only 50% of physician practices on EMR • Lack of effective means for communication between
hospital departments
• Physician shortage resulting in long wait times; physician recruitment highly competitive
• Local payers not yet reimbursing for alternative visits types such as e-visits, phone visits
• Patient population well-educated and health literate, comfortable with new care models
• Local payers beginning to reimburse for care coordination efforts
47
Goal #2: Improve Patient Satisfaction
Objective #1: Improve Care Processes
Initiative #1: Patient Flow Assessment
A 4-person, multidisciplinary task force will design and conduct patient flow assessment to identify areas to streamline patient visits. The team will be responsible for:
(1) Identify issues in care flow affecting patient satisfaction.(2) Prioritize top 3-5 opportunities(3) Develop plan for implementing redesigned care process.
Initiative Progress Measures Target
Outcomes Metrics
Patient wait times Reduce by 30%
Total appointment duration Reduce by 50%
Patient satisfaction on wait times Increase by 25%
Process Metrics
Key stakeholders identified and feedback collected
Key areas of improvement identified
Care redesign plan developed and approved by leadership
Resources Required
Facilities: N/A
Equipment: N/A
Information Technology: N/A
Staff/Training: Training for staff on new care process. Details TBD pending completion of assessment and process review.
Marketing/Communications: Internal education campaign to implement new care process. Details TBD pending completion of assessment and process review.
Interdepartmental Coordination: Interview stakeholders from related service lines. Engage marketing to conduct focus groups and assist with collecting patient satisfaction survey data.
Expected Cost: $75,000
Objective InitiativeGoal
48
Goal #2: Improve Patient Satisfaction
Initiatives to Improve Patient Satisfaction
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
•Patient Flow Assessment
• Initiative 2
• Initiative 3
• Initiative 4• Initiative 5
• Initiative 6
• Initiative 7
Secondary Priority
Low
Low
High
High
Potential Impact on Patient
Satisfaction
Prioritization of Initiatives by Potential Impact and Feasibility
Objective InitiativeGoal
49
Goal #2: Improve Patient Satisfaction
Financial Summary
Patient Flow Assessment 2 3 4 5 6 7 8 Goal
Investment
Capital Investment
Facilities 0
Equipment 0
Information Technology 0
Subtotal 0
Operating Investment
Clinical Staff 0
Training / Development 30,000
Marketing and Communication 15,000
Administrative Costs 30,000
Subtotal 75,000
Initiative Investment $75,000
Investment Required for Initiatives to Improve Patient Satisfaction
Objective InitiativeGoal
50
Goal #2: Improve Patient Satisfaction
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Patient Flow Assessment
Initiative #2
Initiative #3
Initiative #4
Initiative #5
Initiative #6
Initiative #7
Initiative #8
Initiative #9
Initiative #10
Initiatives related to Improve Patient Satisfaction
51
Strategic Plan SummaryCURRENT
PERFORMANCEANALYSIS
FUTURE MARKET ASSESSMENT
PLANDESIGN
PLANSUMMARY
52
Plan Summary
Total Investment Required for Strategic Initiatives, 20XX-20XX
Grow Volume Patient Satisfaction Quality Goal X Goal Z
Capital Investment
Facilities
Equipment
Information Technology
Subtotal
Operating Investment
Clinical Staff
Training / Development
Marketing and Communications
Administrative Costs
Subtotal
Total Goal Investment
Total Plan Investment :
53
Plan Summary
Interdepartmental Support Required for Strategic Initiatives, 20XX-20XX
Marketing Pain Management Goal #3Department
• XXX
• XXX
• XXX
• E.g., Collaborate
around surgical
consults and patient
algorithms.
Department #4 Department #5
• XXX
• XXX
• XXX
• XXX
• XXX
• XXX
54
Performance Scorecard
Goal Objective OwnerStatus of Related
InitiativesMetric
Value at Plan Launch
(Insert Date)
Current Value(insert Date)
Target Value (Insert Date)
Grow
Volume
Increase Market Share by X%
Dr. Pan, Administrator, SL
Primary Market Share
Secondary Market Share
Capture Latent Demand for X Service
Mary Markets, Asst. Director, Marketing
Volume, Service X
Referrals, Service X
Physician Awareness, Service X
Patient Satisfaction
Improve Patient Care Process
Stephanie Egan, Care Manager
Patient satisfaction scores
Patient wait times
On Track Minor Setbacks Major Setbacks
Strategic Plan Summary
55
Communication Plan: Key Messages and Communication TacticsPlan Summary
Stakeholder Level of Detail Key Messages Communication Tactics
Board of Directors High Level Summary • Service objectives and expected outcomes
Memo
System Leadership Overview of Objectives, Targets and Summary of Initiatives
• Objectives and expected outcomes• Necessary Resources• Persons Accountable
Initial kickoff presentation. Interim progress meetings to review status and discuss changes.
Service Line Staff Detailed action plan on initiatives and progress metrics.
• Objectives and expected outcomes• Initiatives & Implementation Timeline• Roles/Responsibilities
Weekly meetings during 3 month launch. Monthly post launch.
Referring Independent Physicians
High level summary of initiatives
• Expected improvements in care delivery, quality, and efficiency
• Impact on relationship, workflow
Discussion with physicians during visits with liaisons. Marketing collateral highlighting improvements in service.
56
Communication Plan: Strategies to Address Potential ConcernsPlan Summary
Stakeholder Potential Concerns Strategies to Address Concerns Spokesperson(s)
Board of Directors
N/A CEO
System Leadership
Cost of new equipment Illustrate patient need and potential for competitive advantage
Service Line Director & Strategic Planning Officer
Service Line Staff
Noncompliance with new care processes
Provide kick-off and ongoing training
Initiative Owners
Incentivize increases in patient satisfaction scores
Service Line Director
Referring Independent Physicians
Lack of awareness of increases in quality
Provide routine updates to physician liaisons on quality improvements
Physician Liaisons
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