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©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM Orthopedics Strategic Plan Template Marketing and Planning Leadership Council

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Page 1: Orthopedics Strategic Plan Template

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Orthopedics Strategic Plan Template

Marketing and Planning Leadership Council

Page 2: Orthopedics Strategic Plan Template

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 2

Marketing and Planning Leadership Council

Instructions

How to use this template

The orthopedics 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

Page 3: Orthopedics Strategic Plan Template

Orthopedics Strategic PlanDATEVERSION (E.g., Draft, Final, Draft 3.0)

Program/Department NameLOGO

Add your institution’s logo here

Page 4: Orthopedics Strategic Plan Template

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

Page 5: Orthopedics Strategic Plan Template

5

Current PerformanceCURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

Page 6: Orthopedics Strategic Plan Template

6

Current Performance

Mission and Vision

Institution Mission and VisionDescribe your institution mission here.

Orthopedics Service Line Mission and VisionDescribe your service line mission here.

Page 7: Orthopedics Strategic Plan Template

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

Page 8: Orthopedics Strategic Plan Template

8

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 QUALITY

20XX Plan Target Current

1.4%

1.2%

Service Line Margin

MAINTAIN MARGINS

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

• Describe factors key to surpassing your target.

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

Page 9: Orthopedics Strategic Plan Template

9

Future Market Assessment CURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

Page 10: Orthopedics Strategic Plan Template

©2011 THE ADVISORY BOARD COMPANY • ADVISORY.COM

5%2%

6%

7%

7%

22%

51%

Service Line Forecast Compendium

Orthopedics—Inpatient Marketing and PlanningLeadership Council

2012 2017

2.4M 2.5M

Inpatient Volume Estimated Growth Rate, 2012-2017

-5%

-1%

-1%

-1%

1%

5%

8%

8%

10%

18%Multiple Major Joint Procedures

General Medical Orthopedics

Major Joint Replacement

Revision of Joint Replacement

Hand Procedures

2012 Volume

Volume Mix

Demographic Cl inical Market

Driv

ers/

Bar

riers Increasingly elderly, obese population to drive

joint replacement, fracture volumes

Poor economic conditions reducing ability to pay, willingness to undergo elective therapy

Increasing number of previous joint replacement patients and survivorship of patients increases revisions

Scrutiny of appropriateness to restrain some volume growth

Osteoporosis screening and prevention reducing acute episodes

Surgeon preference continuing to shift sports medicine cases to ambulatory settings

Expanding joint replacement therapy to younger, older, sicker patients

Technology advances allowing procedures to migrate to outpatient setting

Use of regional anesthesia and aggressive rehab programs enabling joint replacement to shift outpatient

Technical advancements allow for earlier intervention with partial joint replacement

146K

542K

123K

1.1M

172K

41K

Increasing activity rates lead to increased joint replacement and sports med volumes

Fill in here

Foot Procedures

Medical Trauma (Orthopedics)

Sports Medicine

169K

21K

Other Surgical Orthopedics

Surgical Trauma (Orthopedics)

91K

24K

Joint Replacement

Other Surgical Ortho

General Medical Ortho

Medical Trauma

Hand and Foot

Sports Med

Surgical Trauma

2012 Service Line Snap Shot Volume

Inpatient Total: 2.4M

Profitability (Per Case Contribution Profit)

Orthopedics : $4K

Efficiency (ALOS)

Orthopedics: 4.3 days

Quality

Orthopedics: Readmission Rate – 11%Preventable Admission – 0%

5-Year Growth: +5%

Page 11: Orthopedics Strategic Plan Template

©2011 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Service Line Forecast Compendium

Orthopedics—OutpatientMarketing and PlanningLeadership Council

2012 2017

5.8M 6.0M

HOPD Volume Estimated Growth Rate, 2012-2017

3%

-3%

3%

3%

5%

89%

127%

142%

237%

239%Total Hip Arthroplasty (THA)

Unicompartmental Knee Arthroplasty (UKA)

Shoulder Arthroplasty

Hip Arthroscopy

Carpal Tunnel Release

Shoulder Arthroscopy

Knee Meniscus Repair

Splint Application

Fracture Treatment

2012 Volume

HOPD Volume Mix

Demographic Cl inical Market

Driv

ers/

Bar

riers Increasingly elderly, obese population to

drive joint replacement, fracture volumes

Lower (or negative) outpatient contribution profit limits willingness to perform outpatient joint replacement

Increasing activity rates lead to increased joint replacement and sports med volumes

Older, sicker patients require inpatient admissions

Scrutiny of appropriateness to restrain some volume growth

Growing number of ASCs competing for HOPD cases

Baby Boomer awareness, preference for treatment of pain increasing

Minimally invasive, unicompartmental knee enabling outpatient shift

Growing preference for conservative care slows growth of surgical therapies

Expanding joint replacement therapy to younger, older, sicker patients

572K

882K

726K

200K

10K

14K

19K

7K

4K

Fill in here

Expanding use of arthroscopy to treat joint pain

1 Contribution profit for joint replacement procedures performed in HOPD settings is negative.

Fracture/Dislocation

General Surgical Ortho

Hand

Joint Replacement

Foot

Sports Medicine

Total Knee Arthroplasty (TKA)

344K

2012 Service Line Snap Shot Volume

Market Volume: 31.2 M

HOPD Volume: 5.8M

Outmigration (5-year growth)

Market: 15%

HOPD: 4%

Profitability (Per Case Contribution Profit)

Orthopedics: $ 486

0

0

00

0

0

5-Year Growth: 5%

Page 12: Orthopedics Strategic Plan Template

0

0

000

0

0 00

0

00

18% 1%

18%

6%

3%

18%

47%

12

Future Market Assessment

Orthopedics Patient Mix and Financial Contribution by Care Setting

Volume

Hospital Outpatient Department

Contribution Profit

Contribution Profit

Volume

Inpatient Care

Source Advisory Board Data and Analytics Group.

Joint Replacement

Other Surgical Ortho

General Medical Ortho

Medical Trauma

Hand and FootSports Med

Surgical Trauma

Fracture/Dislocation

General Surgical Ortho

Hand

Joint Replacement

Foot

Sports Medicine

Joint Replacement

Other Surgical Ortho

General Medical Ortho

Medical Trauma

Hand and FootSports Med

Surgical Trauma

$484 M

$1.7 B

$503 M$222 M$614 M

$701 MJoint Replacement

Sports Medicine

Hand

Foot

Fracture/Dislocation

General Surgical Ortho

Page 13: Orthopedics Strategic Plan Template

13

Future Market Assessment

Market Forces Impacting Orthopedics Services, 2011-2016

Regulatory Changes• E.g., Orthopedics quality performance

scrutinized under Value Based Purchasing• 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., Explore co-management arrangements

with specialists to align with system initiatives and cost control efforts

• XXX

Employers• E.g., Explore relationships with employers on

bundled payments for joint replacement surgeries for employees

• XXX

Payment Reform• E.g., Will need to extend care across the

care continuum by standardizing the approach to consultation, pre-operative education and pain management

• XXX

Patients• E.g. ., Structure pre- and post-operative

patient education to reinforce expectations for surgery and involve family members in pre-discharge rehabilitation

• XXX

Technology• E.g., Consolidation of vendors and devices to

manage down costs of implants

• XXX

Payers• E.g., Necessary to show how our program

reduces overall cost of care for patients to remain provider of choice for payers under shift to value based care.

• XXX

Page 14: Orthopedics Strategic Plan Template

14

Future Market Assessment

Patients: Estimated Prevalence of Chronic Disease

Implications of prevalence of chronic condition on utilization of services

• Describe impacts here• E.g., The continued growth in prevalence of osteoarthritis/rheumatoid arthritis will increase the demand for orthopedic

services, especially for joint replacement.

Subservice Line Total Volume Condition Volume Percent of Total

General Medical Orthopedics 177,845 21,788 12%Hand 21,620 1,476 7%Joint Replacement 1,031,257 673,066 65%

Medical Trauma 192,366 25,603 13%Other Surgical Orthopedics 133,586 12,853 10%Sport Medicine 152,549 18,789 12%Surgical Trauma 551,082 57,967 11%

Utilization of Orthopedic Services by Patients with Rheumatoid Arthritis/Osteoarthritis

Page 15: Orthopedics Strategic Plan Template

15

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

Page 16: Orthopedics Strategic Plan Template

16

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

Page 17: Orthopedics Strategic Plan Template

17

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:

Page 18: Orthopedics Strategic Plan Template

18

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.

Bundled payments

Implications of the shifts in payer strategy:• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for Orthopedics patients to remain provider of choice

for payers.

Key Hook Hospital Payers: X, Y, Z

Page 19: Orthopedics Strategic Plan Template

19

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., Restricting surgeries to only the most appropriate cases to avoid overutilization of surgical procedures.

Hook Hospital’s Payment Reform Strategy Impact on Orthopedics Service Line

Page 20: Orthopedics Strategic Plan Template

20

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 Orthopedics patients.

Employer Number of Employees Anticipated Growth Comments

Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking into bundled payments for high-cost procedures

Page 21: Orthopedics Strategic Plan Template

21

Future Market Assessment

Employed Physicians: Anticipated Changes in Staffing and Leadership

Implications of physician employment trends:

2010 2015 2020

21,740

21,870

21,710

Orthopedic Surgeon 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 MUS

Population in Millions

Orthopod/ 100,000 People

1US Department of Health and Human Services, “The Physician Workforce: Projections and Research into Current Issues Affecting Supply and Demand ,” December 2008.

Physicians Needed

7.1 6.8 6.5

Page 22: Orthopedics Strategic Plan Template

22

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 Orthopedics 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.

Page 23: Orthopedics Strategic Plan Template

73%

15%

4%3%2%

2%1%

23

Future Market Assessment

Building Referral Relationships in Orthopedics

Internal Medicine & General Practice

Top Referring Specialties to Orthopedic Surgery1

N = 253,000 Patient Records

1Excludes those patients referred by “orthopedic surgery” pr with no referral specialty named.

Implications of referral sources:• Discuss implication of referral distribution amongst physicians and specialists• Primary care physicians (PCPs) drive the largest share of referrals to the orthopedic specialty. Podiatrists, however, may be

an underserved referral source.

Podiatry

OtherGeneral Surgery

Pain ManagementPhysical Therapy

Emergency Medicine

Page 24: Orthopedics Strategic Plan Template

24

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. Recently developed a total joint center of excellence

2. New outpatient Orthopedics surgery 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.

Page 25: Orthopedics Strategic Plan Template

25

Future Market Assessment

Technology: Overview of Orthopedics &Spine Technology

Implications of technological changes:• Describe how current technology capacity compares to the market and how this impacts the service line.

Page 26: Orthopedics Strategic Plan Template

26

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

Page 27: Orthopedics Strategic Plan Template

27

Future Market Assessment

Regulatory Impact

Regulation Impact

Potential readmission penalties Heightened scrutiny on long term outcome tracking capabilities

Page 28: Orthopedics Strategic Plan Template

28

Future Market Assessment

Themes Emerging Across Future Market Assessment

Top 5 Market & Industry Changes Affecting Service Line

1

2

3

4

5

Page 29: Orthopedics Strategic Plan Template

29

Strategic Plan DesignCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

Page 30: Orthopedics Strategic Plan Template

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

30

Objective Initiative

Def

initi

on

Exam

ples

Sam

ple

Met

rics

Page 31: Orthopedics Strategic Plan Template

31

Strategic Plan Design

Institution Level Goals & Orthopedics 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

Page 32: Orthopedics Strategic Plan Template

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 32

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 & Orthopedics 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: Host Educational Seminars for At-Risk Individuals

(Golfers. Skiers, Tennis Players, etc)• 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

Page 33: Orthopedics Strategic Plan Template

33

Goal #X: Goal

Strategic Plan Design

Page 34: Orthopedics Strategic Plan Template

34

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

Page 35: Orthopedics Strategic Plan Template

35

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

Page 36: Orthopedics Strategic Plan Template

36

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

Page 37: Orthopedics Strategic Plan Template

37

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

Page 38: Orthopedics Strategic Plan Template

38

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

Page 39: Orthopedics Strategic Plan Template

39

Goal #1: Grow Volumes

Strategic Plan Design

Page 40: Orthopedics Strategic Plan Template

40

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

Page 41: Orthopedics Strategic Plan Template

41

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 Orthopedics-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 Orthopedics 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

Page 42: Orthopedics Strategic Plan Template

42

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

Page 43: Orthopedics Strategic Plan Template

43

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

Page 44: Orthopedics Strategic Plan Template

44

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

Page 45: Orthopedics Strategic Plan Template

45

Goal #2: Improve Patient Satisfaction

Strategic Plan Design

Page 46: Orthopedics Strategic Plan Template

46

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

46

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

Page 47: Orthopedics Strategic Plan Template

47

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

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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

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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

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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

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Strategic Plan SummaryCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

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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 :

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Plan Summary

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

Marketing Pain Management Goal #3Department

• XXX

• XXX

• XXX

• E.g., Collaborate

around surgical

consults and patient

algorithms.

Department #4 Department #5

• XXX

• XXX

• XXX

• XXX

• XXX

• XXX

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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

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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.

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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

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