Upload
alban-watson
View
219
Download
0
Embed Size (px)
DESCRIPTION
Oncology Strategic Plan DATE VERSION (E.g., Draft, Final, Draft 3.0) Program/Department Name Add your institution’s logo here
Citation preview
©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM
Oncology 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 Oncology 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
Oncology 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.
Oncology 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
Market Share Assessment for Hook Hospital, 2012
Implications of current market share:
• Describe impacts here
40%
30%
30%
Current Market Share
Competitor A Competitor B Hook Hospital
9
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 ACCESS
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
Future Market Assessment CURRENT
PERFORMANCEFUTURE MARKET
ASSESSMENTPLAN
DESIGNPLAN
SUMMARY
27%73%
Future Market Assessment
National Outlook for Outpatient ServicesMarketing and PlanningLeadership Council
2012 2017
828K966K
HOPD2 Volume Estimated Growth Rate, 2012-2017 3
-1%
7%
10%
14%
17%
21%
29%
60%Proton Beam Therapy
IMRT
Stereotactic Body Radiation Therapy
High Dose Brachytherapy
Stereotactic Radiosurgery
Low Dose Brachytherapy
Chemotherapy
Conventional Radiation Therapy
2012 Volume
HOPD Volume Mix
Demographic Cl inical Market
Driv
ers/
Bar
riers
Opening of new proton therapy centers drives increased volumes
Increasing payer scrutiny of utilization may limit some volumes
Hospital employment of medical oncologists driving chemo volumes to HOPD setting
Increased screening rates lead to increased detection of cancer
Image guidance enhancing appeal of IMRT
Growing base of research supporting efficacy of brachytherapy, radiation therapy driving volumes
477K
867K
64K
24K
44K
14K
211K
7K
5-Year Growth: +17%
ChemotherapyRadiation Therapy
Development of new chemo agents leads to expanded patient eligibility
Aging population increases overall number of cancer cases
Increasing incidence rate of kidney, liver, and skin cancers
Decreased prevalence of smoking
Decreased incidence rate of lung, colon, breast, and hematologic cancers Brachytherapy volumes shifting to ASCs
2012 Service Line Snap Shot
Volume
Market Volume: 1.7M
HOPD Volume: 828,400
Outmigration (5-year growth)
Market: 8.4%
HOPD: 16.6%
Profitability (Contribution Profit Per Case) 1
Oncology: $3,700
1 Hospital Outpatient Department.
1 Contribution profit based on Advisory Board Company national models; local and regional markets will vary. 2 Hospital Outpatient Department.
3 Based on volume at all sites of care.
1%
41%
59%
Future Market Assessment
National Outlook for Inpatient ServicesMarketing and PlanningLeadership Council
2012 2017
1.2M 1.3M
Inpatient Volume Estimated Growth Rate, 2012-2017
-6%
-1%
0%
6%
7%
7%
7%
8%Hepatobiliary or Pancreatic Malignancy
Digestive Malignancy
Other Major Hematologic Diagnosis
Red Blood Cell Disorders
Coagulation Disorders
Respiratory Neoplasms
Lymphoma and Leukemia
Chemotherapy
2012 Volume
Volume Mix
Demographic Cl inical Market
Driv
ers/
Bar
riers Aging population increases overall number of
cancer cases
Increasing incidence rate of kidney, liver, and skin cancers
Improved blood cell growth factors eliminate the need for hospitalization
Treatment phase continues to push outpatient
Hematology (Medical)
184K
83K
103K
36K
350K
91K
74K
71K
Radiation Oncology
Oncology (Medical)
5-Year Growth: +2.3%
Decreased prevalence of smoking
Decreased incidence rate of lung, colon, breast, and hematologic cancers
Initiatives to avoid preventable admissions unlikely to target medical oncology
Stable reimbursement for medical and surgical oncology DRGs
2012 Service Line Snap Shot
Volume
Inpatient Total: 1.2M
Profitability (Contribution Profit Per Case) 1
Oncology: $4,654
Efficiency (ALOS) 2
Hematology (Medical): 4.2 days
Oncology (Medical) : 6.1 days
Radiation Oncology: 5.2 days
1 Contribution profit based on Advisory Board Company national models; local and regional markets will vary.2 Estimate for all payers.
Chemotherapy Radiation
419
2709
453
3270
Chemotherapy Radiation
847
1818
916
2066
Chemotherapy Radiation
1483
370
1074
392
13
Future Market Assessment
Projected Outpatient Volumes for Hook Hospital, 2011-2016Chemotherapy and Radiation Therapy Visit Volumes by Tumor Site (in hundreds)
Implications of outpatient volume shift:
• Describe impacts here• E.g., Current capacity will not be able to meet the demand for chemotherapy in 2016, may need to consider additional staff
to meet potential time and resource constraints.
Chemotherapy Radiation
1,483
2,264
1,603
2,386Breast
Lung
Colorectal
Prostate
2011 2016
Breast Lung Colorectal Prostate
3
191
714
173
87
Breast Lung Colorectal Prostate
18,707
10,110
2,994
9,654
18769
10143
3994
9686
14
Future Market Assessment
Projected Outpatient Volumes for Hook Hospital, 2011-2016Radiation Therapy Fractions by Modality and Tumor Site(in hundreds)
Implications of outpatient volume shift:
• Describe impacts here• E.g., Current capacity will not be able to meet the demand for chemotherapy in 2016, may need to consider additional staff
to meet potential time and resource constraints.
3DCRT
SBRT
IMRT
2011 2016
Breast Lung Colorectal Prostate
3,4787,736
694
15,566
4549
10127
918
20362
15
Future Market Assessment
Projected Inpatient Volumes for Hook Hospital, 2011-2012Surgery, Medical Oncology, & Bone Marrow
Implications of inpatient volume shift:
• Describe impacts here
458
657
5.7
490
660
6.3
2011 2016
Five-Year Growth of Key Procedure Volumes
-8%
-1%
0%
6%
7%
8%
8%
8%Hepatobiliary or Pancreatic Malignancy
Digestive Malignancy
Other Major Hematologic Diagnosis
Coagulation Disorders
Red Blood Cell Disorders
Respiratory Neoplasms
Lymphoma and Leukemia
Chemotherapy
2012 Volume
154K
93K
131K
275K
43K
76K
81K
73K
Inpatient Volumes, 2011 and 2016(in thousands)
Genera
l Med
icine
Cardiov
ascu
lar
Obstet
rics
Neona
tolog
y
Oncolo
gy
Genera
l Surg
ery
Orthop
edics
Neurol
ogy
Spine
Rehab
ilitati
on
32%
16%12% 11%
6% 6% 6% 4% 2% 1%
16
Future Market Assessment
Oncology’s Contribution to Hook Hospital Volumes and Profit
Radiol
ogy
E&M
Oncolo
gy
Cardiov
ascu
lar Lab PT
Misc
Orthop
edics
Psych
iatry
ENT
30%26%
12%8% 8%
2% 2% 2% 1% 1%
Radiol
ogy
Oncolo
gy
Cardiov
ascu
larE&M
Orthop
edics La
b
Genera
l Surg
ery ENT
Urolog
y
Neprol
ogy
31%
16%13% 11%
4% 4% 3% 3% 2% 2%
Hospital Volumes Hospital Contribution ProfitOutpatient Outpatient
Hospital Volumes Hospital Contribution Profit
Genera
l Med
icine
Cardiac
Genera
l Surg
ery
Oncolo
gy
Neona
tolog
y
Orthop
edics
Obstet
rics
Neurol
ogy
Rehab
ilitati
on
25%
19%15%
9%7% 7% 5%
3% 3%
Source: Innovations Center Futures DatabaseNote: Oncology defined as all patients with a primary diagnosis of cancer
Inpatient Inpatient
17
Future Market Assessment
Market Forces Impacting Oncology Services, 2011-2016
Regulatory Changes• E.g., Changes in CoC requirements will slow
care process efficiency.• 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., Expected shortage of medical staff 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., Will need to research role of oncology
under ACO’s as leadership considers shifting business model
• XXX
Patients• E.g. ., The continued growth in disease
incidence will require expansion of facilities and specialists to meet patient need.
• XXX
Technology• E.g., Will need to consider cost-benefit of
new RT therapies.• XXX
Payers• E.g., Necessary to show how our program
reduces overall cost of care for cancer patients to remain provider of choice for payers under shift to value based care.
• XXX
18
Future Market Assessment
Patients: Projected Growth in Disease Incidence
Implications of changes in disease incidence:
• Describe impacts here• E.g., The continued growth in disease incidence will require expansion of facilities and specialists to meet patient need.
Breast Lung Colorectal Prostate
9%
13%11%
15%18%
28%
24%
30%
5 and 10 Year Growth Rate Estimates
5 Year 10 Year
19
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
20
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
21
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:
22
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.
Readmission Penalties
Age restrictions for screenings
Implications of the shifts in payer strategy:• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for cancer patients to remain provider of choice for
payers.
Key Hook Hospital Payers: X, Y, Z
23
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., Keeping ACO patients out of ED and hospital essential to cutting costs; explore possibility of using nurse navigators to
maintain relationships with patients post-care to promote care compliance.
Hook Hospital’s Payment Reform Strategy Impact on Oncology Service Line
24
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 cancer patients.
Employer Number of Employees Anticipated Growth Comments
Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking for partner for disease management program
25
Future Market Assessment
Physicians: Anticipated Changes in Staffing and Leadership
Implications of physician employment trends:
2010 2015 2020
10422
11225
11906
Medical Oncologist 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 Oncologists
US Population in Millions
Physicians/ 100,000 People
3.63 3.69 3.79
1AAMC Center for Workforce Studies. “Forecasting the Supply of and Demand for Oncologists: A Report to the American Society of Clinical Oncology (ASCO). 2007.
Physicians Needed
26
Future Market Assessment
Physicians: Anticipated Changes in Staffing and Leadership
Implications of physician employment trends:
2010 2020
3943
4022
Radiation Oncologist 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 335 M
Total Oncologists
US Population in Millions
Physicians/ 100,000 People
1.28 1.20
1AAMC Center for Workforce Studies. “Forecasting the Supply of and Demand for Oncologists: A Report to the American Society of Clinical Oncology (ASCO). 2007.
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.
Hook Hospital Oncology 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.
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. New outpatient cancer 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.
29
Future Market Assessment
Technology: Overview of Oncology Technology
Implications of technological changes:• Describe how current technology capacity compares to the market and how this impacts the service line.
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
CMS physician supervision requirements for OP services
Clinical trials coverage
32
Future Market Assessment
Sample Analysis: Commission on Cancer Accreditation Requirements
Requirement Impact
Navigation
Survivorship
Palliative Care
Distress Screening and Management
Increased Tumor Registry Reporting Requirements
CTR Certification Requirement for Registrars
33
Future Market Assessment
Themes Emerging Across Future Market Assessment
Top 5 Market & Industry Changes Affecting Service Line
1
2
3
4
5
34
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
35
Objective Initiative
Def
initi
on
Exam
ples
Sam
ple
Met
rics
36
Strategic Plan Design
Institution Level Goals & Oncology 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 37
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 & Oncology 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: 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
38
Goal #X: Goal
Strategic Plan Design
39
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
40
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
41
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
42
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
43
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
44
Goal #1: Grow Volumes
Strategic Plan Design
45
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
46
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 oncology-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 oncology 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
47
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
48
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
49
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
50
Goal #2: Improve Patient Satisfaction
Strategic Plan Design
51
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
51
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
52
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
53
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
54
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
55
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
56
Strategic Plan SummaryCURRENT
PERFORMANCEANALYSIS
FUTURE MARKET ASSESSMENT
PLANDESIGN
PLANSUMMARY
57
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 :
58
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 oncology
services.
Department #4 Department #5
• XXX
• XXX
• XXX
• XXX
• XXX
• XXX
59
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
60
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.
61
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
©2011 THE ADVISORY BOARD COMPANY • ADVISORY.COM
2445 M Street NW I Washington DC 20037
P 202.266.5600 I F 202.266.5700advisory.com