Growing Your Program:

Getting Buy-In From

Administration

THOMAS A. DRAPER, MBA, FAACVPR

VICE PRESIDENT

SANGER HEART & VASCULAR INSTITUTE

CAROLINAS HEALTHCARE SYSTEM

PRESIDENT AACVPR

MAY 5, 2017

Objectives & Agenda

Identify reasons for expanding cardiac and pulmonary rehab programs beyond non-traditional services

Review strategies and tools to develop a new program

Understand the mindset and strategies to pitch new programs to administration

No Disclosures to Report

What is Keeping Hospital

Administrators Up at Night

Continuum of Care

Reimbursement Pressures

Repeal & Replace

Continuum of Payment Models

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Timeline for Transition to Risk

Top 10 Reasons for Unplanned

Readmissions

7

40.4% Related to

Cardiac or

Pulmonary Issues

“I skate to where the puck is going to

be, not where it has been.”

- Wayne Gretzky

Aligning Rehab’s Thinking with the

Future Value Proposition

Develop programs that coordinate care across the continuum

Participate in efforts to manage costs

Deliver the right care in the right setting

Establish a value proposition to appeal to selective patient populations

Prehabilitation Program

Hybrid rehab programs

PAD Supervised Exercise Therapy

Consultative Services

Long-Term Follow-up Programs

Metabolic Syndrome (risk factor) programs

Transitions of Care Programs

Virtual Programs

11

Identify Value Opportunities in Your

Own Program

Develop Opportunities Implement

Opportunities

Capture Information

About Current

Program(s)

Analyze and Assess

Capture Information

Gathering Information Without Making Judgments

Existing strategy/plan

Current stakeholders

Stakeholder value

Macro trends

Current programs

Current capacity

Available Resources

Analyze and Assess

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

• What advantages does your

program have?

• What unique resources can you draw upon that others can't?

• What do people in your

community see as your strengths?

• What could you improve?

• What should you avoid? • What factors lose you patients? • What do people in your community likely

see as weaknesses?

• What opportunities are available to

you?

• What healthcare trends are you aware of that may impact your

business?

• What obstacles do you face?

• What are other nearby programs doing?

• Could any of your weaknesses threaten your business?

SWOT Analysis

Strengths Weaknesses

Opportunities

Team expertise

Organizational resources

Existing programs

Facilities

Management/Leadership

Marketing

No Follow-Up program

Team bandwidth

Program protocols

Database

Threats Potential bundled payments

Population management

Value-Based reimbursement

Financial limitations

Local competition

Administrative Buy-In

CAPITALIZE IMPROVE

MONITOR ELIMINATE

Develop Opportunities

Develop Options and Identify Details

Prioritize opportunities

Exploit industry trends

Identify boundaries and rationale

Conceptualize new processes

Identify resource needs

Executive Summary

2-3 page document summarizing your proposal

Highlight the clinical and financial opportunities

Tie into your organization’s mission and vision statements

Identify staff and facility resources

Build Your Team

Medical Director Gives program direction and vision

Oversee all aspects of program & provides final sign-off

Program advocate

Program Lead Creates all summary documents

Main contact for all meetings

Facilitates and implements all policies and procedures

Administrative Manager Departmental support and contact

Clinical Team (think outside of your 4 walls) Front-line workers

Ancillary Team Individuals affected by downstream activity

Support Team Clerical, financial analyst, data managers

Administration Perspective

Understand the mindset of administration

Administrators are typically:

Methodical when making decisions

Data and goal driven

Business orientated

Driven by the System’s strategic direction

Not initially completely aware of the clinical benefits of a niche program

Obtaining Buy-In From Administration

Do not start with the “asks” for the Center

Share aspirational vision of the Center

Clinical differentiation

Center performance and expertise

Alignment with System’s strategic priorities

Outline “benefits” to the System

Market share gains

“Downstream” incremental impacts

Highly collaborative, multidisciplinary team

Projected financial performance

Clearly articulate the win-win scenario to the System

Obtaining Buy-In From Administration

Align program’s resource needs with vision

Prioritize list of resource needs

Be prepared to compromise and “phase-in”

resources

Be passionate, but not demanding

Benefits of Administration Buy-In

Provides a clear understanding of the investment your program and the long-term benefits

System will be willing to seek opportunities for your program to grow and expand

Allocate marketing and outreach resources

Internally promote and highlight your program as a Center of Excellence & SOLUTION

Be willing to invest capital resources in your program

Early buy-in = long-term success

“Optimism Breeds Opportunity”