2012 the advisory board company primary care strategic plan template marketing and planning...

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Primary Care Strategic Plan Template

Marketing and Planning Leadership Council

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 2


Instructions

How to use this template

The Primary Care Strategic Plan Template assists you in developing a ready-to-present 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 or multi-hospital system. 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.

Primary Care 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 hospital mission here.

Primary Care Mission and VisionDescribe your primary care mission here.

7

Current Performance

Key Accomplishments 20XX-20XX

Goals Initiatives Accomplished or In Progress

Increase Primary Care Market Share• Implement word of mouth marketing campaign • Establish 2 new primary care practices in target growth market

Increase Primary Care Clinical Quality Scores

• Streamline patient flow process to reduce wait time to appointment• Implement new care protocols for retail clinic NPs

Maintain Primary Care Margins• Improve primary care referral protocols to ensure downstream revenue• Hire NPs to staff urgent care centers

20XX-20XX Primary Care Strategic Plan Review

8

Current Performance

Key Metrics 20XX-20XX20XX-20XX Primary Care Strategic Plan Review

INCREASE SHARE

Current 20XX Plan Target

4

8

Wait Time to Appointment(In Days)

IMPROVE QUALITY


1.2%

1.4%

Primary Care Margin

FINANCIAL HEALTH

• Describe factors key to surpassing your target.

• Describe factors key to surpassing your target.

• Describe factors/challenges that contributed to why you were not able to meet your target.


343

300

New Patients Gained

9

Future Market AssessmentCURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

10

Future Market Assessment

Primary Care VolumesExpected Volume Growth by 20XX

Current 2015 2020

717,939

748,490

799,698

Expected Primary Care Volume GrowthDistrict of Columbia

• Describe impacts here• E.g., Growing primary care demand presents challenge as most primary care practices within the system are currently at

capacity; will be necessary to build and/or acquire new primary care practice, employ additional PCPs

Implications of changes in volume:

11


Primary Care VolumesDemand for Urgent Visits

Avoidable ED visits

ED Volumes

x Percentage of episodes treatable in urgent care / retail setting (~27%)

Subtotal

Urgent PCP visits (Choose option A or B)

Option A: PCP volumes

x Percentage of episodes related to top 10 retail clinic diagnoses (~18%)

Option B: Requests for walk-in or same-day visits to affiliated PCPs

Subtotal

Avoided care

Episodes for which patients chose not to seek care

x Estimated capture

Subtotal

Competitor visits

Competitor ED volumes

x Percentage of episodes treatable in urgent care / retail setting (~27%)

x Estimated capture

Competitor urgent care center, retail clinic volumes

x Estimated capture

Urgent visits to competitor PCPs

x Percentage of episodes related to top 10 retail clinic diagnoses (~18%)

x Estimated capture

Subtotal

TOTAL (Add all subtotals together)

• Describe impacts here• E.g., High percentage of avoidable ED volumes and demand for urgent visits present opportunity to leverage system’s retail

clinics

Implications of demand for urgent visits:

12


Market Forces Impacting Primary Care, 2011-2016

Regulatory Changes• E.g., Coverage expansion will shift the payer-

mix to lean heavily on Medicaid patients.• 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., As employers consider self-insurance

models, employer-institution relationship grow in importance.

• XXX

Payment Reform• E.g., Institution’s consideration of ACO model

requires greater emphasis on primary care, connecting patients with PCP.

• XXX

Patients• E.g. The continued growth of chronic

disease will require expansion of care management processes.

• XXX

Technology• E.g., Emerging technologies such as e-visits

increase competitiveness in market as all institutions aim to be the innovation leader.

• XXX

Payers• E.g., Payers moving towards pay-for-

performance, increasing importance of primary and preventative care and wellness initiatives.

• XXX

13


Patients: Chronic Disease Prevalence

Implications of trends in chronic disease prevalence:

• Describe impacts here• E.g., Growing incidence of chronic disease presents challenges for already over-burdened PCPs, may be necessary to

expand care team with mid-level clinicians, health coaches, etc.

Chronic Disease Prevalence1995 versus 2010

Diabetes Obesity Asthma

3%

15%

5%6%

36%

8%

1995 2010

14


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• E.g., Patient capture in Region 1 is low despite having a large population – suggests opportunities to expand sites, increase

marketing efforts, or move resources to regions with higher patient capture rates• E.g., Many patients come from Region 4, which suggests that there may be an opportunity to expand our presence in this

region

15


Patients: Market Share by RegionPotential Target Market Areas

Market Share

Region 1 35%

Region 2 60%

Region 3 15%

Region 4 20%

• Describe impacts here• E.g., Low market share in Region 1 suggests an opportunity for primary care investment or a more aggressive marketing

campaign

Implications of market share distribution:

16


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• E.g., Due to growth in patients 65+, may need to hire geriatricians to incorporate into primary care team.

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


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


Payers: Anticipated Changes in Reimbursement Models, Levels

Payer Strategy Comments

Readmission Penalties Payer A preparing to begin penalizing for readmissions in next two years

Age restrictions for screenings

Narrow Network

Implications of the shifts in payer strategy:• Describe impacts here• E.g., Responsibility for preventing readmissions will fall partially on PCPs; will be necessary to establish robust follow-up

protocols between ED and PCP to ensure proper follow-up care.

Key Hook Hospital Payers: X, Y, Z

19


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 health coaches and

extended care teams within primary care office to establish robust relationship with patient and address both clinical and non-clinical health issues.

Hook Hospital’s Payment Reform Strategy Impact on Primary Care

20


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; collaboration around disease management program hold

potential for attracting additional primary care patients and managing costs for existing patients.

Employer Number of Employees Anticipated Growth Comments

Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking for partner for disease management program

21


Employed Physicians: Anticipated Changes in Staffing and Leadership

Implications of physician employment trends:

Internal Medicine

Family Practice

45.1%

37.0%

44.1%

52.8%

10.8%

10.2%

Practice Ownership Structure of Physicians in Single Specialty Groups (2012)1

At least some hospital ownership Wholly owned by physicians Other

• Describe impacts here• E.g. Number of expected retirees among PCPs will only exacerbate current capacity issues in primary care; necessary to

acquire new practice, replace retirees with new recruits. May be able to collaborate with area medical schools and/or teaching hospitals to encourage MDs to choose primary care as specialty.

Employment and Recruitment

Expected Retirees

Recruitment & Retirement

New Recruits Needed

22


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., In the past, Tiger physicians mainly referred to Hook, need to understand why physicians are now referring to Hospital

B.

Hook Hospital Primary Care Referring Physicians and Practice Watch List

Practice Watch List

Practice Comments

Tiger Primary Care Although physicians at Tiger have had a long standing relationship with Hook, Crimson Market Advantage data shows significant referrals to Hospital B.

23


Competitors: Market Competition Assessment

Name and Description Key Areas of Competition New Programs and Facilities Risk to Market Share

Primary Competitors

Hospital A Employ majority of PCPs in region 1 of market

Recently opened an urgent care center

Low – Competitor already has majority market share in region 1

Hospital B Opened retail clinics Launched robust marketing campaign for retail clinics

Moderate – Retail clinics already struggling to attract significant volumes

Secondary Competitors

Company A

Emerging Competitors

Implications of shifts in competitors’ growth efforts:• Describe impacts here• E.g., Hospital B’s retail clinic marketing campaign cause for concern given shared retail clinic market; may be necessary to

ramp up marketing efforts in response.

24


Technology: New Technology Needs

Novel Technology Upgrades

1. Current patient portal does not support doctor-patient private messaging

Implications of technology needs:• Describe the impact• E.g., Given participation in Medicare Shared Savings, essential to move all practices to same EMR system.

Additional Capacity for Existing Technology

1. 10% of PCP offices not use EMR system

25


Regulatory Changes

Regulation Impact

State-wide physician supervision requirements for NPs Need to set up supervision protocols for NPs in retail clinics.

Regulation Impact

State-wide physician supervision requirements for NPs Need to set up supervision protocols for NPs in retail clinics.

Growth Drivers

Barriers to Growth

26


Themes Emerging Across Future Outlook Assessment

Top 5 Areas of Opportunity

E.g., Opportunity to expand market share in region 3; patient capture in this region currently low and area is less competitive than regions 1 and 2.

E.g., Several area employers looking to partner around health & wellness/disease management initiatives.

1

2

3

4

5

27

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

• Grow Primary Care Volumes by X%

• Grow Downstream Volumes by X%

• Improve Primary Care Patient Satisfaction

• Acquire 3 New Family Medicine Practice in Region 3

• Patient Flow Assessment

• % Increase in Volumes• % Increase in Patient

Satisfaction

• % Increase in Primary Care Volumes

• % Increase in Downstream Volumes

• % Increase in Primary Care Patient Satisfaction

• Attributed lives gained• Referrals generated to other

services• Patient wait times • Total appointment duration• Patient satisfaction on wait

times

28

Objective Initiative

Def

initi

on

Exam

ples

Sam

ple

Met

rics

29


Institution Level Goals & Primary Care Objectives Objective InitiativeGoal

Grow Volumes Improve Patient Satisfaction Goal #3

• Increase market

share by x%

• Strengthen

relationship with

referring

organizations and

physicians

• Improve care

processes

• Improve Patient

Experience in

PCP offices

• 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

Pr

imar

y C

are

Obj

ectiv

es

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 30



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 primary care 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 & Primary Care 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 slides in this template: (1) Sample Set 1—examples of how the template might be completed (Grow Volumes section)(2) Sample Set 2—examples of how the template might be completed (Improve Patient Satisfaction section)(3) Blank Template Slides—copy and paste these slides as needed to complete your plan (Goal “X” section)

After completing the strategic plan design slides, delete the sample slides and blank slides.

Marketing and PlanningLeadership Council

• Goal #1: Grow Volumes• Objective #1: Increase Primary Care Market Share

• Initiative #1: Acquire 3 New Family Medicine Practices in Region 3• Initiative #2: Alternative Care Site Marketing Campaign

• Objective #2: Strengthen Relationship with Referring Organizations and Physicians

• Initiative #1: Hire 2 Additional Physician Liasons• Initiative #2: Develop Referral Protocol with Private UCCs

• Prioritization of Initiatives Related to Goal• Financial Summary of Initiatives Related to Goal• Implementation Timeline for Initiatives Related to Goal

31

Goal #1: Grow Volumes


32

Goal #1: Grow Volume

Objective #1: Increase PC Market Share by X%

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 physicians • 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

• Unmet demand within the market

33


Objective #1: Increase PC Market Share by X%

Initiative #1: Acquire 3 new family medicine practices in region 3

We are currently capturing 25% of patients in region 3 of our market. This region is less competitive than regions 1 and 2 and there are still a fair amount of independent physician practices in the area. Taking on new practices will help :

(1) Gain attributed lives(2) Generate referrals(3) Practices will serve as hubs for new OP facilities to be built in the

area

Initiative Progress Measures Targets

Outcomes Metrics

Attributed lives gained 10,000

Referrals generated to other services 250 referrals/month

Process Metrics

Number of practices acquired 3

Staff knowledge of acquisitions 100%

Resources Required

Facilities: Take over lease for acquired practices and do any necessary renovations

Equipment: Phones, computers, office supplies as needed

Information Technology: Upgrade patient portal and EMR technology to be consistent with rest of practices within the system

Staff/Training: Will vary based on number of staff at each practice. Training for both administrative and clinical staff to ensure consistent patient experience and enforce referral protocols.

Marketing/Communications: External media campaign, marketing collateral for system hospitals, EDs, specialists to facilitate referrals.

Interdepartmental Coordination: IT/IS, operations, marketing

Expected Cost: $1,000,000


34


Initiatives to Increase Share

Lowest Priority

Highest Priority

Secondary Priority

Feasibility of Implementation

• Acquire 3 new family medicine practices in region 3

• Initiative 2

• Initiative 3

• Initiative 4• Initiative 5

• Initiative 6

• Initiative 7

Secondary Priority

Low

Low

High

High

Potential Impact on Increasing

Share

Prioritization by Potential Impact and Feasibility


35


Financial Summary for Initiatives Related to Increase Market Share

Acquire 3 Practices 2 3 4 5 6 7 8 Goal

Investment

Capital Investment

Facilities 300,000

Equipment 100,000

Information Technology 200,000

Subtotal 600,000

Operating Investment

Clinical Staff 300,000

Training / Development 20,000

Marketing and Communication 60,000

Administrative Costs 20,000

Subtotal 400,000

Initiative Investment 1,000,000

36


Implementation Timeline for Increasing Share

Initiative YR 1 YR 2 YR 3 YR 4 YR 5

Acquire physician practices in region 3

Initiative #2

Initiative #3

Initiative #4

Initiative #5

Initiative #6

Initiative #7

Initiative #8

Initiative #9

Initiative #10


37

Goal #2: Improve Patient Satisfaction


38


Objective #1: Improve Care Process

Current Target

28%

40%Patient Understanding of Care

Current Target

28%

40%

Wait-Time to Appointments within Target Range


38

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

39


Objective #1: Improve Care Process

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) Identifying issues in care flow affecting patient satisfaction.(2) Prioritizing top 3-5 opportunities(3) Developing plan for implementing redesigned care process.

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


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

40


Initiatives to Increase Patient Satisfaction

Lowest Priority

Highest Priority

Secondary Priority


• Initiative 2 •Patient Flow Assessment

• Initiative 3


• Initiative 6

• Initiative 7

Secondary Priority

Low

Low

High

High

Potential Impact on

Patient Satisfaction

Prioritization by Potential Impact and Feasibility


41


Financial Summary for Initiatives Related to Increase Patient Satisfaction

Patient Flow

Assessment

2 3 4 5 6 7 8 Goal Investment

Capital Investment

Facilities 0

Equipment 0

Information Technology 0

Subtotal 0


Clinical Staff 0

Training / Development 30,000

Marketing and Communication 15,000

Administrative Costs 30,000

Subtotal 75,000

Initiative Investment 75,000

42


Implementation TimelineInitiatives related to Increase Patient Satisfaction


Patient Flow Assessment

Initiative #2

Initiative #3

Initiative #4

Initiative #5

Initiative #6

Initiative #7

Initiative #8

Initiative #9

Initiative #10

43

Goal #X: Goal


44

Current Target

28%

40%Metric Title

Current Target

28%

40%Metric Title


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

45

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:


46

Goal #X: Goal

Initiatives to Goal

Lowest Priority

Highest Priority

Secondary Priority




Secondary Priority

Low

Low

High

High

Potential Impact on Goal

Prioritization of Initiatives by Potential Impact and Feasibility


47

Goal #X: Goal

Financial Summary

Initiative 1 2 3 4 5 6 7 8 Goal

Investment

Capital Investment

Facilities

Equipment

Information Technology

Subtotal


Clinical Staff

Training / Development

Marketing and Communication

Administrative Costs

Subtotal

Initiative Investment

Investment Required for Initiatives to Goal


48

Goal #X: Goal

Implementation Timeline


Initiative #1

Initiative #2

Initiative #3

Initiative #4

Initiative #5

Initiative #6

Initiative #7

Initiative #8

Initiative #9

Initiative #10

Initiatives related to Goal

49

Strategic Plan SummaryCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

50

Plan Summary

Total Investment Required for Strategic Initiatives, 20XX-20XX

Goal Grow Volume Patient Satisfaction Quality Goal 4 Goal 5

Capital Investment

Facilities

Equipment

Information Technology

Subtotal


Clinical Staff

Training / Development

Marketing and Communications

Administrative Costs

Subtotal

Total Goal Investment

Total Plan Investment :

51

Plan Summary

Interdepartmental Support Required for Strategic Initiatives, 20XX-20XX

Occupational Health Post-Acute Care Goal #3Outpatient Clinics

• E.g., Collaborate

around employer

partnership

initiatives, work with

occupational health

leaders to develop

referral protocols with

employers partners

• XXX

• E.g., Develop robust

care coordination

protocols, establish

weekly virtual

meetings around

shared patients

• XXX

Department #4 Department #5

• E.g., Explore

possibility of using

shared

space/imaging

equipment to

establish after hours

clinic/urgent care

• XXX

• XXX

• XXX

• XXX

• XXX

52

Strategic Plan Scorecard

Goal Objective Owner Objective Progress Metric

Value at Plan Launch

(Insert Date)

Current Value(insert Date)

Target Value (Insert Date)

Grow

Volume

Increase Market Share by X%

Dr. Pan, VP of Planning

Primary Market Share

Secondary Market Share

Strengthen relationship with referring organizations and physicians

Mary Markets, Asst. Director, Marketing

Referrals

Physician Awareness

Downstream Revenue

Patient Satisfaction

Improve Patient Care Process

Stephanie Egan, Care Manager

Patient satisfaction scores

Patient wait times

On Track Minor Setbacks Major Setbacks

53

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.

Primary Care 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.

54

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

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