strategic thinking for the future of the prosthetic and orthotic profession nerrolyn ford...
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Strategic thinking for the future of the Prosthetic and Orthotic Profession
Nerrolyn Ford BP&O(hons) PhD
The Strategic Process
The movement of the organisation from its history into the future
Challenging of ideas, positions and strategies
Participants thinking often shaped by history and dominant values of the organisation
Melin (1998)
Generating strategic plans
– Our strategic plans are influenced by recent or vivid events
– We consistently underestimate the role of chance and are over optimistic
– Strategic plans must be dynamic
– Strategic plans must be based upon originality
The strategic planning process
Assess External Environment
Internal organizational Assessment
Strategic direction
Define and Select Base Strategy and Contingency Plans
Implement Policy/Strategy Program
Evaluate Performance
(Fleisher, C. & Bensoussan, B., 2003)
BCIT Visioning Study
Identify trends that are likely to affect the prosthetics and orthotics profession over the next 10 years
Examine how the education/profession will need to change in order to address these trends
Determine numbers of professionals required to meet demands
Identify potential threats and ways to overcome threats
Predicting the futureFocus groups with
stakeholders
Canadian certified prosthetists and
orthotists
Survey of Canadian certified prosthetists and orthotists
Referral sources Competing professions
BC Marketing Study
Focus groups -Aims
How is the profession perceived internally, by our referral sources and our competion.
What makes us unique (Strengths)?
What are the potential threats/opportunities for our profession.
Referral sources
Perceived as expensive providers of complex devices that are typically for long term wear
How can P&O’s better meet your needs– Increased emphasis on gait training
– More communication with the rehabilitation team
– More input in treatment decisions
– Provision of continual and constant follow-up
– More device design
Competition
Perceive P&O’s as expensive providers of complex devices.
– See themselves as specialist providers of devices
– Providers of lower cost alternatives
– Business people with superior marketing skills
What we enjoy most about our day to day practice Competition
– Patient education
– Patient contact
– Problem solving
– Biomedical assessment
What we enjoy most about our day to day practice
• Competition– Patient education
– Patient contact
– Problem solving
– Biomedical assessment
• Certified P&O’s– Patient education
– Patient contact
– Problem solving
– Working with hands
– Designing devices
What we enjoy least about our day to day practice
Competition– Business activities
– Administrative work
What we enjoy least about our day to day practice
• Competition– Business activities
– Administrative work
• Certified P&O’s– Business activities
– Administrative work
– Marketing
What makes your profession unique?
• Competition– Hands on/technical
skills
– Creativity
– Problem solving skills
– “Try harder”
What makes your profession unique? Competition
– Hands on/technical skills
– Creativity
– Problem solving skills
– “Try harder”
Certified P&O’s– Design and
manufacture of complex devices
– Knowledge of biomechanics
– Problem solving skills
– “Try harder”
Key results of focus groups
Discrepancy between internal and external stakeholders regarding the role of the profession
P&O’s failed to identify skills that make them unique from their peers
Need to identify strengths and to improve professional relationship with external stakeholders
Survey results General information
– Personal/employment history– Demographic– Professional trends
Educational– Perceived educational requirements
Clinical– Job skills and requirement– Scope of practice
Survey results – years employment
6
18
51
7
17
5 or less 10 or less 10 or more other No response
% r
espo
nden
ts
Years of practice
Survey results – expected service demand 3-5years
25
59
16
Remain the same Increase Decrease
% R
espo
nses
Survey results – continuing education
73% believe continuing education needs are not being met
83% felt that a web-based course could serve such a need
Survey results – Important skills
Highly ranked– Design theory– Prosthetic joint design– Clinical research– Marketing– Management skills– Small business skills
Survey results – courses of benefit Gait training Clinical outcome measurement Fracture casting Sports equipment modification
Key results of survey study
There will be a large increase in demand for P&O services over the next 10 years.
Members have an immediate need for continuing education that is not being met.
Skills in device design, research, business and gait analysis are increasingly important
Marketing studies in P&O Blocka (1990) – Retirement trends among
Canadian P&O’s– Stable until 2008
Nielson (2002) – Effects of aging population on P&O service needs– 62% of the population’s orthotic needs and
68% of the population’s prosthetic needs would be met by the year 2005.
BCIT marketing study
Epidemiological review (Duncan, 2001)
– Disease incidence and tends– Estimate potential market in Canada
Market review and recommendations (Miller et al 2002)
– Workplace statistics– Number of professionals required to meet
demand
Epidemiological review Approximately 40 diseases/conditions were
investigated Incidence rates interpolated to reflect Canadian
population (30 million people) Estimate % of population that may benefit from
intervention Estimated 5% of these will require treatment in
any one year. In BC – (4 million people) there are approximately
171 473 people that will require treatment each year
BCIT marketing study - results BC Workplace statistics
– Average patients per day• Prosthetist – 6
• Orthotist – 7.8
– Time to next free booking• Prothetists – 4.5 days
• Orthotists – 11.7 days
– Time to deliver device (from initial consultation)
• Prostheses – 17.2 days
• Orthoses – 12.5 days
– Average hours per week = 44.4
BCIT marketing study - results
– Assuming 240 work days per year
– 171 473 patients/7.2 patients per day/240 work days =
100 P&O’s required to satisify market need in BC at the
present time.
– There are currently 54.
BCIT marketing study
Key findings– There are significant business opportunities for
certified P&O’s in the private sector– Need for formal business training– Current workload of clinicians is moderate to
heavy– Currently a need for more clinicians in BC
In Canada, there has been a radical change in the orthotic marketplace over the past 15 years that orthotists have not responded to.
Major issues
Encroachment (intrång) has become a significant problem
Shortage of certified clinicians Changes in technology
– Lower cost devices– Prefabricated devices– Central fabrication
Poor business and marketing skills
Need to develop a strategy for professional longevity
Involve those affected by the plan Dynamic – strategy can never stay the same Clearly defined goals Original – distinctive competencies Structure and systems in place Resources and capabilities