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Transcript of Imaging Strategic Planning Template
©2013 THE ADVISORY BOARD COMPANY • ADVISORY.COM
Imaging Strategic Planning Template
Imaging Performance Partnership
©2013 THE ADVISORY BOARD COMPANY • ADVISORY.COM
2
Instructions
How to use this template
The Imaging 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 and delete/replace all placeholder and sample text that appears on the slides to share the presentation with stakeholders.
If you would like further assistance please contact:
Imaging Performance Partnership
Ingrid Lund, PhDPractice ManagerImaging Performance [email protected]
Ben LauingSenior AnalystImaging Performance [email protected]
3
Notable Imaging Performance Partnership Resources
Mapping our studies to meet your strategic goals
Source: Imaging Performance Partnership.
Strategic Goal Resource Type
• Improve patient satisfaction• Increase staff engagement
Perfecting the Outpatient Experience
Print and online study, webconference (parts one and two)
• Grow referral volume• Improve relationships with referring physicians
Advancing Imaging Referral Strategy
Print and online study, webconference
• Grow breast imaging services Breast Imaging Outlook Online only study and webconference
• Understand implications of health care reform for imaging
• Develop imaging program reform strategy
Road Map For ReformRole of Radiology in Care Continuum
Whitepaperwebconference
• Improve alignment with radiology group• Leverage radiologists’ expertise in strategic initiatives
The Changing Radiologist Role Print and online study and webconference
• Mitigate payer steerage• Address patient price sensitivity
Overcoming Emerging Barriers to GrowthImaging Pricing Outlook
Webconference
Webconference
Imaging Strategic PlanDATEVERSION (E.g., Draft, Final, Draft 3.0)
Program/Department NameLOGO
Add your institution’s logo here
5
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
• Current volume performance
• Total Investment Summary
• Interdepartmental Support
• Performance Scorecard
• Communication Plan
CURRENT PERFORMANCE
ANALYSIS
FUTURE MARKET
ASSESSMENT
PLAN DESIGN
PLANSUMMARY
1 2 3 4
6
Current PerformanceCURRENT
PERFORMANCEFUTURE MARKET
ASSESSMENTPLAN
DESIGNPLAN
SUMMARY
7
Current Performance
Mission and Vision
Institution Mission and VisionDescribe your institution mission here.
Imaging Service Line Mission and VisionDescribe your service line mission here.
8
Current Performance
Key Accomplishments 20XX-20XX
Goals Initiatives Accomplished or In Progress
Increase Imaging Market Share• Identify and promote services in secondary markets• Target high risk cohorts by offering screening services to lower costs and to generate
potential downstream revenue for other system procedures
Increase Imaging Center Quality Scores
• Enhance service excellence with dedicated customer service staff • Prioritize patient comfort in the design of imaging centers
Maintain Imaging Margins• Embed imaging within existing ambulatory care sites to shift costs and to centralize
outpatient services offerings• Reduce cost of supplies
20XX-20XX Strategic Plan Review
9
Current Performance
Key Metrics 20XX-20XX
20XX-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 Appointment(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.
10
Historical Outpatient Volume Performance
Outpatient Imaging Volumes by Modality
MRI CT Ultrasound Mammography X-ray Nuclear PET IR
10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000
12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000
14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000
2010 2011 2012
Outpatient Historic Performance, All Sites
2010-2012
11
National Outpatient Growth from the Advisory Board
Comparing Our Volume Changes to National Benchmarks
Outpatient CT Growth
2009-2010 2010-2011 2011-2012
Outpatient MRI Growth
2009-2010 2010-2011 2011-2012
Series1
0.0% 0.0% 0.0%
1.7% 1.7%
2.2%
Your institution's percent volume change
Imaging Performance Partnership percent volume change na-tional benchmark
Series1
0.0% 0.0% 0.0%
-2.2%
-8.8%
1.0%
Your institution's percent volume change
Imaging Performance Partnership's percent volume change national benchmark
Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.
12
National Outpatient Growth from the Advisory Board
Comparing Our Volume Changes to National Benchmarks
Outpatient Mammography Growth
2009-2010 2010-2011 2011-2012
Outpatient Ultrasound Growth
2009-2010 2010-2011 2011-2012
Series1
0.0% 0.0% 0.0%
2.6%
4.3%
1.5%
Your institution's percent volume changeImaging Performance Partnership's average growth rate per year
Series1
0.0% 0.0% 0.0%
-1.5%
3.6%
0.9%
Your institution's percent volume changeImaging Performance Partnership's average growth rate per year
Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.
13
National Outpatient Growth from the Advisory Board
Comparing Our Volume Changes to National Benchmarks
Outpatient Nuclear Medicine Growth
2009-2010 2010-2011 2011-2012
Outpatient X-ray Growth
2009-2010 2010-2011 2011-2012
Series1
0.0% 0.0% 0.0%
-1.5%
-0.1%
2.1%
Your institution's growth rate per year
Imaging Performance Partnership's percent volume change na-tional benchmark
Series1
0.0% 0.0% 0.0%
-6.0%
-2.3%
-4.1%
Your institution's growth rate per year
Imaging Performance Partnership's percent volume change na-tional benchmark
Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.
14
National Outpatient Growth from the Advisory Board
Comparing Our Volume Changes to National Benchmarks
Outpatient PET/PET-CT Growth
2009-2010 2010-2011 2011-2012
Outpatient Interventional Radiology Growth
2009-2010 2010-2011 2011-2012
Series1
0.0% 0.0% 0.0%
2.7% 2.6%
1.5%
Your institution's percent volume change
Imaging Performance Partnership's percent volume change national benchmark
Series1
0.0% 0.0% 0.0%
3.5%
0.7%
1.6%
Your institution's percent volume change
Imaging Performance Partnership's percent volume change na-tional benchmark
Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.
15
National Inpatient and ED Growth from the Advisory Board
Comparing our Inpatient & ED Imaging Volume Change by Modality
Inpatient and ED Volume Change by Modality
2012 versus 2011
Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.
Mix Modality n 25th Percentile Median 75th
PercentileYour Institution Volume Change
Inpatient
CT 42 -9.7% -2. 8% 3.8%
MRI 42 -9.1% 5.1% 12.1%
X-ray 41 -7.0% -3.6% 0.4%
Ultrasound 41 -7.3% 1.9% 8.3%
Nuclear Medicine 38 -17.0% -4.3% 9.0%
IR 31 -10.3% -1.6% 6.9%
Emergency
CT 35 -2.2% 4.6% 10.3%
MRI 33 -3.7% 5.6% 14.9%
X-ray 34 -0.6% 1.8% 5.3%
Ultrasound 34 3.5% 4.9% 15.6%
16
Future Market Assessment CURRENT
PERFORMANCEFUTURE MARKET
ASSESSMENTPLAN
DESIGNPLAN
SUMMARY
©2013 THE ADVISORY BOARD COMPANY • ADVISORY.COM
1%4
%
6%
9%13
%20%
47%
Service Line Forecast Compendium
HOPD Outlook
Imaging Performance Partnership
2012 2017
185M
202M
HOPD Volume Estimated Growth Rate, 2012-2017
5%
10%
10%
10%
16%
22%
36%PET
MRI
Ultrasound
Mammography
Nuclear Medicine
CT
X-Ray
2012 Volume
2012 HOPD Volume Mix
Demographic Clinical Market
Dri
vers
/Bar
rier
s
Increasing population of Medicare-aged individuals drives increased imaging
Patients increasingly sensitive to cost of outpatient imaging services
Improved consumer perceptions of the value of imaging services drive demand
Payers seek to shift volume away from HOPD and/or high-priced providers
Payers scrutinizing appropriateness, seeking to reduce unnecessary/duplicate scans and radiation exposure
Payers expanding the types of imaging services that require pre-authorization
Continued adoption of advanced technologies continues to buoy volumes
Controversy around mammography guidelines leads to some consumer avoidance
New screening options drive volumes: MRI (breast and cardiac), spiral CT (lung), and tomo (breast)
87M
38M
8M
17M
23M
12M
991K
5-Year Growth: 9%
X-Ray
Ultrasound
MRI
CT
PET
Increasing clinical evidence supports increased adoption of CCTA
Mammography
Nuclear Medicine
Source: Imaging Performance Partnership Outpatient Market Estimator.
Volume Growth Snapshot
2012 Volume
Market Volume: 372M
HOPD Volume: 185M
Outmigration (5-year growth)
Market: 7%
HOPD: 9%
18
Future Market Assessment
Service Volumes
Expected Volume Growth by 20XX
CT Mammography MRI Nuclear Medicine Ultrasound X-Ray
11 11
23
2018
5
% Volume Growth
Implications of changes in volume:
10,000,000 15,000,000 10,000,000 4,000,000 17,000,000 53,000,000
Enter Service Volumes Here
• Describe impacts here• E.g., Current capacity is insufficient to meet expected volume growth in MRI.
19
Future Market Assessment
Market Forces Impacting Imaging Services, 2012-2017
Regulatory Changes• E.g., Controversy over mammography
guidelines will lead to some consumer avoidance.
• XXX• XXX
Competitors• E.g., Independent lmaging Center B’s lower
costs will make it difficult to compete for patients, need to send clear messages to patients of high-quality facilities at Nanna.
• XXX
Physicians• E.g., Competition with national radiology
groups will require long-term staff planning.• XXX
Employers• E.g., Will need to consider partnerships with
Lily Co. to capture volumes.• XXX
Payment Reform• E.g., Increased appropriateness scrutiny may
limit utilization.• Imaging’s role in total care costs may draw
scrutiny under reform.• XXX
Patients• E.g., The aging population will require
expansion of facilities and specialists to meet patient imaging needs.
• Price sensitivity and consumerism will impact patient volumes.
• XXX
Technology• E.g., Will need to explore costs of low-dose
CT scanners to capture patient volumes.• XXX
Payers• E.g., Payer steerage towards lower cost
imaging centers will disfavor Nanna Hospital. • XXX
20
Future Market Assessment
Patients: Geographic Distribution of Market by Region
Patient Origin by Region
Zip 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
21
Future Market Assessment
Patients: Age Distribution
24.0%
36.5%
26.4%
5.4%
23.8%
35.3%
26.2%
14.7%
Nanna Hospital Patients, 2012
Percentage of Population by Age, 2012
Implications of shifts in age distribution on services:
Comparison of Nanna 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%
Nanna Hospital Patients, 20XX
Percentage of Population by Age, 20XX
Neverland County, 20XX
22
Future Market Assessment
35.0%
30.0%
24.0%
9.0%
2.0%
14.0%
30.0%42.0%
4.0%
10.0%
Nanna Hospital Patients, 2012
• Describe impacts here• E.g., Current payer mix at Nanna 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%
Nanna 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 Mix
Comparison of Nanna Patient Distribution to Current Region and Future Region Distribution
Implications of shifting payer mix:
23
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.
Episodic bundled payments
Age restrictions for screenings
Cost reduction E.g., payer preference shift to reference labs
Implications of the shifts in payer strategy:
• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for patients to remain provider of choice for payers.
Key Nanna Hospital Payers: X, Y, Z
24
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., shift to hospital-physician bundling may require closer attention to day-of-discharge imaging to reduce extending LOS.
Nanna Hospital’s Payment Reform Strategy Impact on Imaging Service Line
25
Future Market Assessment
Employers: Anticipated Growth, Shifts in Payment Strategies
Implications of the shifts in employer size, strategy:
• Describe impacts here• E.g., Lily Manufacturing Co. represents viable, insured population; potential to build relationship with Lily to contract for
imaging needs
Employer Number of Employees Anticipated Growth Comments
Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking for partner for preventative screenings
26
Future Market Assessment
Employed Physicians: Anticipated Changes in Staffing and Leadership
Implications of physician employment trends:
2010 2015 2020
28270
29700
30560
Diagnostic Radiologist 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 M
Total Diagnostic
Radiologists
US Population in Millions
Physicians/ 100,000 People
9.2 9.2 9.1
1US Department of Health and Human Services, “The Physician Workforce: Projections and Research into Current Issues Affecting Supply and Demand ,” December 2008.
Physicians Needed
27
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.
Nanna Hospital Imaging 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 Nanna, Crimson Market Advantage data shows significant referrals to Hospital B.
28
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. Advanced imaging and diagnosis; recently launched marketing campaign for CCTA
2. Recently employed five additional radiologists
Secondary Competitors
1. Employer A
Emerging Competitors
1.
Implications of shifts in competitors’ growth efforts:
• Describe impacts here• E.g., Hospital B’s increasing imaging staff will make it difficult to compete for fastest service, need to send clear messages
to potential patients of high-quality facilities at Nanna.
29
Future Market Assessment
Technology: Overview of Imaging Technology
Implications of technological changes:• Describe how current technology capacity compares to the market and how this impacts the service line.
Technology Insights
30
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
31
Future Market Assessment
Regulatory Impact
Regulation Impact
Medicare radiology payment cuts
ACA mandated mammography coverage
32
Future Market Assessment
Themes Emerging Across Future Market Assessment
Top 5 Market & Industry Changes Affecting Service Line
1
2
3
4
5
33
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
• Online Patient Scheduling Portal
• Patient Flow Assessment
• % Increase in Volumes• % Increase in Patient
Satisfaction
• % Increase in Primary and Secondary Market Share
• Decrease in Wait-time to Results for Mammography
• Number of New Patients per Month
• Decrease in Total Appointment Duration
34
Objective Initiative
Def
init
ion
E
xam
ple
sS
amp
le M
etr
ics
35
Strategic Plan Design
Institution Level Goals & Imaging Objectives Objective InitiativeGoal
Grow VolumesImprove Patient
SatisfactionGoal #3
• Increase market
share
• Capture latent
demand
• Strengthen
relationship with
referring
physicians
• Improve Care
Processes
• Improve Patient
Experience
• Improve Patient
Access
Goal #4 Goal #5
• Objective #1
• Objective #2
• Objective #3
• Objective #1
• Objective #2
• Objective #3
• Objective #1
• Objective #2
• Objective #3
Inst
itu
tio
n G
oa
ls
Ser
vice
Lin
e O
bje
cti
ves
©2013 THE ADVISORY BOARD COMPANY • ADVISORY.COM
36
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 & Imaging 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.
Imaging Performance Partnership
• Goal #1: Grow Volume• Objective #1: Increase Share
• Initiative #1: Online Patient Scheduling Portal• Initiative #2: Mobile Screening Bus in Secondary Geographic Market
• 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
37
Goal #X: Goal
Strategic Plan Design
38
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
39
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
40
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
41
Goal #X: Goal
Financial Summary
Initiative 1
2 3 4 5 6 7 8Goal
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
42
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
43
Goal #1: Grow Volumes
Strategic Plan Design
44
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
45
Goal #1: Grow Volume
Objective #1: E.g., Increase Market Share by X%
Initiative #1: Online Patient Scheduling Portal
An online patient scheduling portal will provide patients and potential new patients with the ability to schedule their appointments 24/7. The portal will:
(1) Show patients a calendar of available appointments. (2) Allow patients to reschedule or cancel appointments made either
online or on the phone.(3) Direct patients to the office scheduling department phone number
if they require further assistance.
Initiative Progress Measures Targets
Outcomes Metrics
Public awareness of online scheduling service
30% awareness
User satisfaction 80% user satisfaction
Number of New Patients Generated 250 referrals/month
Process Metrics
Appointments scheduled500
appointments/month
Average time from log-in to scheduling 7 minutes
Resources Required
Facilities: Small office or desk space in or near imaging department (for staff member managing portal)
Equipment: Phones, computers, office supplies, internet connection.
Information Technology: Software for logging/tracking site visitor information, collecting data, and scheduling appointments.
Staff/Training: 1 part-time employee for online system maintainence.
Marketing/Communications: External media campaign, marketing collateral for referring physicians and potential patients.
Interdepartmental Coordination: Marketing, IT/IS, operations
Expected Cost: $200,000
Objective InitiativeGoal
45
46
Goal #1: Grow Volume
Initiatives to Grow Volume
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
• Initiative 4 • Initiative 2
• Initiative 3
•Online Patient Scheduling Portal
• 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
47
Goal #1: Grow Volume
Financial Summary
Online Scheduling
Portal2 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
48
Goal #1: Grow Volume
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Online Patient Scheduling Portal
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
49
Goal #2: Improve Patient Satisfaction
Strategic Plan Design
50
Goal #2: Improve Patient Satisfaction
Objective #1: Improve Care Process
Current Target
5
3
Wait-Time to Mammogram Results(in days)
Current Target
55
35
Total Appointment Duration(in minutes)
Objective InitiativeGoal
50
BARRIERS
DRIVERS
Internal
Internal
External
External
• Updated broadband technology to transfer images• New staffing model ensures 24/7 coverage
• Only 50% of physician practices on EMR • Lack of effective means for communication within
department
• Physician shortage resulting in long wait times; physician recruitment highly competitive
• Local payers not yet reimbursing for alternative visits types such as e-visits using store-and-forward technology
• Patient population well-educated and health literate, comfortable with imaging technology
• Local payers beginning to reimburse for care coordination efforts
51
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
52
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
53
Goal #2: Improve Patient Satisfaction
Financial Summary
Patient Flow Assessment
2 3 4 5 6 7 8Goal
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
54
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
55
Strategic Plan SummaryCURRENT
PERFORMANCEANALYSIS
FUTURE MARKET ASSESSMENT
PLANDESIGN
PLANSUMMARY
56
Plan Summary
Total Investment Required for Strategic Initiatives, 20XX-20XX
Grow VolumePatient
SatisfactionQuality 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 :
57
Plan Summary
Interdepartmental Support Required for Strategic Initiatives, 20XX-20XX
Marketing Women’s Goal #3Department
• XXX
• XXX
• XXX
• E.g., Collaborate
around breast
screening and patient
pathway to imaging
services.
Department #4 Department #5
• XXX
• XXX
• XXX
• XXX
• XXX
• XXX
58
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
59
Communication Plan: Key Messages and Communication Tactics
Plan 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.
60
Communication Plan: Strategies to Address Potential Concerns
Plan 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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