imaging strategic planning template

©2013 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Imaging Strategic Planning Template

Imaging Performance Partnership


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:


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

http://www.advisory.com/Research/Imaging-Performance-Partnership/Studies/2012/Perfecting-the-Outpatient-Experience

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/IPP-2012-Perfecting-the-Outpatient-Experience-Pt-One-092012

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/IPP-2012-Perfecting-the-Outpatient-Experience-Pt-II-100212

http://www.advisory.com/Research/Imaging-Performance-Partnership/Studies/2011/Advancing-Imaging-Referral-Strategy

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/Advancing-Imaging-Referral-Strategy-071712

http://www.advisory.com/Research/Imaging-Performance-Partnership/Studies/2012/Breast-Imaging-Outlook/The-Market-for-Breast-Imaging

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/Breast-Imaging-Outlook-103012

http://www.advisory.com/Research/Imaging-Performance-Partnership/Studies/2012/Road-Map-for-Reform

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/IPP-2012-Role-of-Radiology-in-the-Care-Continuum-110612

http://www.advisory.com/Research/Imaging-Performance-Partnership/Studies/2012/The-Changing-Radiologist-Role

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2012/IPP-2012-Changing-Radiologist-Role-100912

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2011/Overcoming-Emerging-Barriers-to-Growth

http://www.advisory.com/Research/Imaging-Performance-Partnership/Events/Webconferences/2013/Outlook-for-Imaging-Pricing

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


8

4

Wait Time to Appointment(In Days)

IMPROVE QUALITY


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%


Imaging Performance Partnership's percent volume change national benchmark

Source: Imaging Performance Partnership 2013 Volumes Benchmarking Survey.

12



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


13



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



14



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%


Imaging Performance Partnership's percent volume change national benchmark

Series1

0.0% 0.0% 0.0%

3.5%

0.7%

1.6%




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


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


1%4

%

6%

9%13

%20%

47%

Service Line Forecast Compendium

HOPD Outlook


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


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


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


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


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


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


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


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


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


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


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


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


Technology: New Technology Needs

Novel Technology Upgrades

Implications of technology needs on service line:

• Describe the impact here

Additional Capacity for Existing Technology

31


Regulatory Impact

Regulation Impact

Medicare radiology payment cuts

ACA mandated mammography coverage

32


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


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


36

Marketing and Planning Leadership Council


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.


• 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


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:


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


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


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


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


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


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


45

46


Initiatives to Grow Volume

Lowest Priority

Highest Priority

Secondary Priority


• 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



47


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


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


48




Online Patient Scheduling Portal

Initiative #2

Initiative #3

Initiative #4

Initiative #5

Initiative #6

Initiative #7

Initiative #8

Initiative #9

Initiative #10


Initiatives Related to Growing Volume

49

Goal #2: Improve Patient Satisfaction


50


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)


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


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


52


Initiatives to Improve Patient Satisfaction

Lowest Priority

Highest Priority

Secondary Priority


•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



53


Financial Summary

Patient Flow Assessment

2 3 4 5 6 7 8Goal

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

Investment Required for Initiatives to Improve Patient Satisfaction


54




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


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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