women’s health strategic plan template

©2014 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Women’s Health Strategic Plan Template

Marketing and Planning Leadership Council


2


Instructions

How to use this template

The Women's Health 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, taking points and 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

Women's Health 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

• Program Benchmark

• Previous StrategicPlan Review

• Total Investment Summary

• Interdepartmental Support

• Performance Scorecard

• Communication Plan

• Additional Information

CURRENT PERFORMANCE

ANALYSIS

FUTURE MARKET

ASSESSMENT

PLAN DESIGN

PLANSUMMARY

1 2 3 4

5

Current PerformanceCURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

6

Current Performance

Mission and Vision

Institution Mission and VisionDescribe your institution mission here.

Women's Health Service Line Mission and VisionDescribe your service line mission here.

Current Performance

Women’s Health Program Benchmarks Contextualize Current ServicesCoordinating Existing Services Key to Creating a Comprehensive Women’s Health Program

Source: Service Line Strategy Advisor research and analysis.

Progressive

Intermediate

Clinical OfferingsProgrammatic Infrastructure

Women’s Health Program Comparison

Progressive

Comprehensive

Traditional

Care Coordination/ Operations

OB/GYN, MFM, urogynecology, gynecologic oncology, NICU, pediatrics, breast health, bone health , women’s heart, women’s GI, genetic counseling, fertility clinic, spa treatments, wellness and education

OB/GYN, NICU, urogynecology, breast health, bone health, wellness and education

Only obstetrics and gynecology included in service

Administrative service line director for women’s services

Administrative service line director for women’s services, and clinical leadership for OB/GYN, urogynecology, gynecologic oncology

Clinical and administrative leadership for OB/GYN only

Women’s health navigator; women’s health website helps direct patients to appropriate services; multiple services offered at once allowing women to complete yearly screens in one visit; system to track patient utilization of services and suggest annual visits

Independently scheduled consultations and diagnostics; nurses assigned to labor and delivery, postpartum; little cross-training

Cross-trained nurses for labor and nursery care; nurse navigator for breast center or oncology; centralized scheduling for breast health services but unlikely to include women’s health

Implications of women’s health program benchmark:• Describe impacts here

8

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 • Reduce cost of supplies• Create programs to funnel patients into high-margin services

Improve Care Coordination• Streamline patient flow to eliminate fragmented care delivery• Establish multidisciplinary case review meetings

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 Consult(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

Future Market Assessment CURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

11

Service Line Forecast Compendium

Women's Health—Inpatient

11 Source: Advisory Board Company Inpatient Market Estimators; Marketing and Planning Leadership Council research and analysis;

Length of Stay

0 2 4 6 8 10

Days

Growth Prospects Quality MetricsMarket and Finances

Delivery

Antepartum/High Risk

Pregnancies

Hysterectomy

Aging population is shifting demand towards midlife and geriatric life services, primarily in the OP setting

Improved high risk pregnancy management reduces hospitalizations

Laparoscopic and robotic technique shifting surgeries to OP setting

Wide range of providers and system stakeholders seeking to lock patients into networks for ongoing management, intensifying competition for patient loyalty

With tight hospital budgets, pulling form existing resources to launch a women’s health program is an economical strategy for offering a new service

Decline in birth rate reduces overall demand for IP labor and delivery services

Lack of effective interventions to prevent prematurity continue to support NICU volumes

Increasing number of women choose C-sections over vaginal delivery

Payment reforms transfer focus from fee-for-service care to managing patient health across longer care episodes

Profitability

$2,950 $3,335Contribution profit per case

Gynecology Neonatology Obstetrics

$1,826

Demographic Clinical Market

Dri

vers

/Bar

rier

s

Estimated Growth Rate, 2013-2018 Volume Mix

Obstetrics

Medical Gynecology

3.9M

1.2M

498K 61K

Neonatology

Surgical Gynecology

Medicare Readmission

Rate

Medicare Preventable Admissions

Medical Gynecology

24% 0%

Surgical Gynecology

7% 0%

9%

7%

1%

0%

0%

0%

-3%

-6% 498KGynecologic Surgery

MFM

General Gynecology

Neonatology

Gynecologic Oncology

Obstetrics

Urogynecology

Breast Health

324K

61K

1.2M

67K

3.9M

596K

71K

2013 Volume

12

Service Line Forecast Compendium

Women's Health—Outpatient

Source: Advisory Board Company Outpatient Market Estimators; Marketing and Planning Leadership Council research and analysis;

Growth Prospects

Gyn Surg Outpatient Shift

2%

Wide range of providers and system stakeholders seeking to lock patients into networks for ongoing management, intensifying competition for patient loyalty

Application of robotics to gynecologic surgeries allow procedures to take place in OP setting

Advances in clinical technology allow many OP procedures to be accomplished in physician offices

Overall increasing trend towards minimally invasive procedures supports OP volumes

Aging population and emphasis on preventative care shifts demand for women’s services from labor and delivery to midlife and geriatric life services, such as women’s heart and GI services

Potential urogyn patients not seeking treatment due to embarrassment, lack of awareness

Care Setting Changes

With tight hospital budgets, pulling form existing resources to launch a women’s health program is an economical strategy for offering a new service

High consumer interest in genetic testing and IVF

Many of the common GYN procedures can be done in the physician office, increasing competition for volumes

Profitability

$1,800 $430Contribution profit per case

Gynecology Obstetrics

Market and Finances

Demographic Clinical Market

Dri

vers

/Bar

rier

s

HOPD + Freestanding

Estimated Growth Rate, 2013-2018 Volume Mix

7.6M

7.7M

1.5M 1.3M Obstetrics

General Gynecology

Urogynecology

GynecologicSurgery

Gyn Surg Outpatient Shift Gauge: As MIS Improves, Business Likely

to Continue to Move Outpatient

Inpatient Outpatient

2013 Volume

28%

13%

12%

11%

10%

9%

9%

9%

5%

2%

1%

REI

Gynecologic Surgery

General Gynecology

Obstetrics

2.6M

MFM

Women’s Imaging

Urogynecology

Breast Health

Women’s GI

Women’s Heart

10.2M

1.3M

36.5M

7.6M

40M

2.9M

1.5M

7.7M

1.3M

2KGynecologic Oncology

13

Future Market Assessment

Women's Health Patient Mix and Financial Contribution by Care Setting

2013 Outpatient Care

Urogynecology

Contribution Profit Per Case

Contribution Profit Per Case2013 Inpatient Care

Source Advisory Board Data and Analytics Group.

58%18%

9%

7%

5% 1% 1% 1%

36%

33%

9%

7%

7%

3% 2% 1% 1% 1%0%

Obstetrics

Neonatology

Urogynecology

Gynecologic Surgery

MFMBreast Health

Gyn Onc General Gyn

24%

17%

14%13%

10%

8%

7%7% Neonatology


Urogynecology

Gynecologic Surgery

General Gyn

Breast Health

Obstetrics

MFM

35%

15%12%

10%

7%

7%

5%

4% 1% 4%

Volume

Gynecologic Surgery

Breast HealthUrogynecology

REI

Obstetrics

General Gyn

Women’s GIWomen’s Heart

Women’s ImagingMFM

Volume

Women’s Heart

Women’s GI

Women’s Imaging

Gyn OncObstetrics

General GynMFM

Breast HealthGyn Surg REI

14


Women’s Health Projected Growth Rates By Care Setting

Obste

trics

Gen G

yn

Gyn S

urg

MFM

Wom

en's

Imag

ing

Urogy

neco

logy

Breas

t Hea

lth

Wom

en's

Heart

REI

Wom

en's

GI

Gyn O

nc

1.3M 7.7M

1.5M 2.9M

40M

7.6M 2.6M

36.5M

1.4M

10.2M

2.2K 1.3M

7.8M

1.5M 3.2M

43M

8.3M 2.8M

40M

1.5M

11.6M

2.8K

Gyn Surg MFM Gen Gyn Neonatology Gyn Onc Obstetrics Urogynecology Breast Health

498K 324K 61K

1.2M

67K

3.9K

596K

71K 469K 316K

61K

1.2M

67K

4M

636K

77K

Sources: Advisory Board Inpatient and Outpatient Market Estimators:.

5-Year Market Projections

Inpatient

1%

-6% -3%

Outpatient

2% 5% 9%

2013-2018

0% 0% 0% 1% 7% 9%

Highest Inpatient Growth

SSL Strengths/ Weaknesses

Breast Health Strengths:

Weaknesses:

Urogynecology Strengths:

Weaknesses:

Highest Outpatient Growth

SSL Strengths/ Weaknesses


Strengths:

Weaknesses:

Women’s GI Strengths:

Weaknesses:

9% 9% 10% 11% 12% 13% 28%

5-Year Market Growth Rate

5-Year Market Growth Rate

15


Market Forces Impacting Women's Health Services, 2013-2018

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

mix to lean heavily on Medicaid patients.• XXX

Competitors• E.g., Hospital B’s dedicated women’s

center facility and new DBT unit 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. Maintain transparency throughout the

women’s outpatient service planning by presenting all groups with the option to participate and negotiating with physicians on which procedures they are willing to give up in their private offices

• XXX

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

providing fixed costs for women’s health and wellness care for their employees

• XXX

Payment Reform• E.g., New payment models place risk on

hospital for all care received, regardless of institution, as a result multiple points of contact are necessary to increase engagement overtime, such as community education and health screenings

• XXX

Patients• E.g. ., The continued growth in midlife

populations will provide an opportunity to partner with non-traditional service lines such as cardiology and gastroenterology by tailoring existing services to mid-aged women

• XXX

Technology• E.g., Evaluate technology investments on

incremental volume and value-add potential• 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

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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

17


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

18


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 Mix

Comparison of Hook Patient Distribution to Current Region and Future Region Distribution

Implications of shifting payer mix:

19


Payers: Anticipated Changes in Reimbursement Models, Levels

Payer Strategy Description

Narrow Network—Payers X and Y E.g., Increase in narrow networks in market as two major institutions move towards ACO model.

Readmission Penalties

Implications of the shifts in payer strategy:

• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for women's health to remain provider of choice for

payers.

Key Hook Hospital Payers: X, Y, Z

20


Payment Reform

Payment model under consideration by institution:

Discuss the payment model(s) your hospital is moving towards here.E.g., Participating in Medicare Shared Savings Program.

Implications of the shift in payment model:

Implementation Actions :

• List steps the institution has taken towards implementing the new payment model.

Patients and Services Affected:

• List patient groups and specific services that will be affected by this shift.

• Describe impacts here• E.g., Keeping ACO patients out of ED and hospital essential to cutting costs; explore possibility of using nurse navigators to

maintain relationships with patients post-care to promote care compliance.

Hook Hospital’s Payment Reform Strategy Impact on Women's Health Service Line

21


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 women's health patients.

Employer Number of Employees Anticipated Growth Comments

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

22


Employed Physicians: Anticipated Changes in Staffing and Leadership

Implications of physician employment trends:

2010 2015 2020

50,630

53,470

55,580

OB/GYNs Supply Forecast2010-20201

Total OB/GYNs

• 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

OB/GYNs per 100,000 People

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

16.4 16.6 16.6

Physicians Needed

23


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 Women's Health 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.

24


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. Comprehensive pelvic floor and midlife program

2. One-stop-shop women’s health 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.

25


Technology: Overview of Women's Health Technology

Implications of technological changes:

• Describe how current technology capacity compares to the market and how this impacts the service line.

Women’s Services Technology Adoption OutlookMany Capital Technologies Restricted to Progressive Programs

Modality Conservative Late Majority Early Majority Early Adopter Progressive

Obstetrics/Maternal Fetal

Medicine

Gynecology and Women’s Health

Urogynecology

Breast Imaging

2D US

Amniocentesis

Chorionic villus sampling

Cordocentesis IVF1

3D/4D US

HysterectomyMyomectomy

UAE/UFE5

GEA4

MRgFUS6

Robotic Surgery for Hysterectomy

Permanent Birth Control

Urodynamic Testing System

Biofeedback

TOT Sling

Sacral Nerve ModulationPOP Repair Kit

Robotic Surgery for Sacrocolpopexy

Pelvic Floor US

Full-Field Digital MammographyBreast USFilm

Mammography

Breast MRI (coil)

MBI7 Automated Breast US

Breast Tomosynthesis

PEM8

Fetal MRI Fetal Surgery

Fertility Preservation for ART2

ECMO3

Robotic Surgery for Myomectomy

Women’s Heart Program

Women’s GI Program

Breast MRI (dedicated)

Percutaneous Tibial Nerve Stimulation

26


Technology: New Technology Needs

Novel Technology Upgrades

Implications of technology needs on service line:

• Describe the impact here

Additional Capacity for Existing Technology

27


Care Coordination: Performance and Needs

Care Coordination Performance AssessmentStrongly Disagree - Strongly Agree

(0-10)

Primary care providers receive patient discharge instructions from specialists 8

Women’s service line physicians and nurses are aware when their patients receive consultation or treatment from other providers practicing at our institution 4

Additional women’s health appointments are scheduled for patients by administrators or nurse navigator 10

Medical staff can transfer and access up-to-date, accurate patient records from any department or facility 9

Duplicative diagnostics do not occur across the women’s program and in-network specialists or across service lines 6

Top 3 targets for improvement and implications:

• E.g. Our women’s health navigator streamlines referrals and provides patients with a direct line of contact to other related departments (breast, cardiology, colorectal, radiology, health & wellness, etc.). This navigator has helped mitigate patient leakage by guiding patients through the entire care continuum at our health system.

28


Regulatory Impact

Regulation Impact

CMS physician supervision requirements for OP services

Clinical trials coverage

29


Themes Emerging Across Future Market Assessment

Top 5 Market & Industry Changes Affecting Service Line

1

2

3

4

5

30

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 build a one-stop-shop women’s health

center, launch media campaign to promote urogynecology services, 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

• Women’s Health Center• Pelvic Floor Program

• % 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 Patient Leakage

31

Objective Initiative

Def

init

ion

E

xam

ple

sS

amp

le M

etr

ics

32


Institution Level Goals & Women's Health Objectives Objective InitiativeGoal

Grow VolumesImprove Patient

SatisfactionGoal #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

itu

tio

n G

oa

ls

Ser

vice

Lin

e O

bje

cti

ves


33



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 & Women's Health 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: Build One-Stop-Shop Women’s Center• Initiative #2: Brand Existing Services as “Women’s” (e.g. women’s

heart, women’s GI 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

34

Goal #X: Goal


35

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

36

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:


37

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


38

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


39

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

40

Goal #1: Grow Volumes


41

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

42


Objective #1: E.g., Increase Market Share by X%

Initiative #1: One-Stop-Shop Women’s Health Center

“One-stop-shop” women’s center is a comprehensive center in which patients can see multiple providers under one roof in a series of back-to-back appointments. To differentiate such a women’s health center as being more than just a series of coordinated doctor’s visits, progressive institutions offer spa-like amenities and sessions with nontraditional providers. Most women’s health centers offer:

(1) Women’s health screening exams (e.g. mammography, DEXA, urodynamics, etc.)

(2) A direct line to specialists and assistance in appointment scheduling(3) Educational resources for patients and family members

Initiative Progress Measures Targets

Outcomes Metrics

Public awareness of women’s services 30% awareness

Patient satisfaction 80% patient satisfaction

Referrals generated 250 referrals/month

Process Metrics

Consults scheduled following screening exams

100 consults/ month

Care coordination plan developed

Resources Required

Facilities: Dedicated on or off-campus women’s health center facility.

Equipment: Mammography, breast ultrasound, DEXA, urodynamics, breast biopsy equipment, perinatal testing etc.

Information Technology: Ability to schedule appointments, and communicate with specialists.

Staff: 8 FTEs and 2 part-time health educators

Marketing/Communications: External and internal media campaign, marketing collateral for referring physicians and potential patients.

Interdepartmental Coordination: Marketing, breast care, radiology, OB/GYN, cardiology, general surgery, urogynecology, REI, primary care, oncology. IT/IS, operations

Expected Cost: $4,650,000


43


Initiatives to Grow Volume

Lowest Priority

Highest Priority

Secondary Priority


•Women’s Health Center • Initiative 4

• Initiative 3

• Initiative 1• Initiative 5

• Initiative 6

• Initiative 7

Secondary Priority

Low

Low

High

High

Potential Impact on

Volume



44


Financial Summary

Women’s Health Center 2 3 4 5 6 7 8

Goal Investment

Capital Investment

Facilities 3M

Equipment 600K

Information Technology 200K

Subtotal 3.8M


Clinical Staff 800K

Training / Development 4K

Marketing and Communication 40K

Administrative Costs 4K

Subtotal 848K

Initiative Investment 4.65M

Investment Required for Initiatives to Grow Volume


45




Women’s Health Center

Initiative #2

Initiative #3

Initiative #4

Initiative #5

Initiative #6

Initiative #7

Initiative #8

Initiative #9

Initiative #10


Initiatives Related to Growing Volume

46

Goal #2: Improve Patient Satisfaction


47


Objective #1: Improve Care Process

Current Target

2

5

Number of Coordinated Appointments

Current Target

3

1

Total Appointment Duration(in hours)


47

BARRIERS

DRIVERS

Internal

Internal

External

External

• New women’s health scheduling line• Dedicated women’s health nurse navigator

• Only 50% of physician practices on EMR • Lack of effective means for communication between

various women’s health specialty departments (breast, OB/GYN, cardiology, general surgery, etc.)

• 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

48


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

Number of coordinated appointments Increase by 30%

Total appointment duration Reduce by 50%

Patient satisfaction on care coordination

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


49


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



50


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


51




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

52

Strategic Plan SummaryCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

53

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 :

54

Plan Summary

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

Marketing Radiology Goal #3Department

• XXX

• XXX

• XXX

• E.g., Collaborate

around breast

screening and patient

pathway to oncology

services.

.

Department #4 Department #5

• XXX

• XXX

• XXX

• XXX

• XXX

• XXX

55

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

56

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.

57

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

58

Defining Women’s Health

59

Gender Based Medicine

Research Points to Key Differences in Women

Source: Service Line Strategy Advisor research and analysis; “Women and Men: 10 Differences that Make a Difference” SWHR, available at: http://www.womenshealthresearch.org/site/PageServer?pagename=hs_sbb_10diff (accessed September 21, 2011); Service Line Strategy Advisor research and analysis.

Identifying Differences in Women’s Health

Women’s Health Programs Specialize in Gender-Specific Health Issues

Disease/Disorder Differences Present Between Men and Women

Heart Disease• Heart disease kills 50,000 more women than men annually• Women are more likely than men to have a second heart attack within in the first year• Heart disease strikes women 10 years later than men

Depression• Women are 2 to 3 times more likely to suffer depression• Women are most vulnerable to depression during hormonal transitions (i.e. puberty, pregnancy,

and menopause)

Osteoporosis • 80 percent of osteoporosis sufferers are women

Autoimmune Disease• 3 out of 4 autoimmune disease patients are women• Autoimmune disease is the fourth largest cause of disability among women

Stroke • 40,000 more women than men suffer a stroke each year

Smoking• Smoking has a more negative effect heart health in women than men• Women are less successful at quitting smoking and have more severe withdrawal symptoms

Women’s Health Services

Catering to Different Stages of Life Allows Targeted Approach to Women’s

Competitive Programs Pushing the Full Care Continuum


Services Required by Women at Each Life StageFinding the Right Niche for Women’s Health Center Program

75 and older40-55Infancy and Childhood

18-4013-18 55-75

Pediatric and Adolescent Care

Gynecologic Health (including office visits, screening exams)

Sexual Health

Obstetrical Care

Breast Health (including mammography)

Urogynecology (incontinence, pelvic health)

Osteoporosis Screening

Digestive Health (colorectal screening)

Heart Health (screening and wellness programs)

Infertility Services

VP, Business Development/Women’s

Service Line Leader

Pediatrics Maternity Care

Inpatient Obstetrics

General Obstetrics

and Gynecology

Breast Health and

Imaging

Surgical Gynecology

Pelvic Floor Services

Women’s Urology


Midlife Screenings

Women’s

Heart

Women’s

GI

Women’s and Children’s Service Line Structure

Building an Effective, Tangible Service Line Starts with Organizational Structure

Definition of Women’s Health Service Line Extends Beyond Ob and Gyn

Visualizing the Women’s and Children’s Service Line

Traditional Service Line

Comprehensive Service Line

Progressive Service Line

Whether or not pediatrics is included in the Women’s Service Line depends on the strategic goals and level of care of the institution.


These services typically report to the women's service line leader through a matrix reporting structure.

Models of Women’s Health Programs

Models of Women’s Health Programs Differ in Comprehensiveness, Centralization

Example Models of Women’s Health Programs by Comprehensiveness, Ease of Implementation

Source: Service Line Strategy Advisor research and analysis

• Co-located providers at either an on-campus or off-campus facility

• Appointments booked either independently or with assistance from a clinical coordinator

• Emphasis on branding women’s health center important to make the services more than just a building

• Multiple, coordinated appointments with physicians in the same facility, on-campus or off

• “One stop shop” day clinic differentiates itself from simply co-locating providers by seamlessly integrating appointments

• Novel offerings include spa-like amenities and architecture, resource library, health coach

Program Comprehensiveness

• Most services housed under non-women’s outpatient clinics

• Procedures, consults coordinated by nurse navigators or dedicated schedulers, who may also be involved in patient education

• Allows hospitals a low-cost option to provide women’s services and minimize duplication

• Requires increased marketing efforts to brand women’s services

Virtual Women’s Health Program

Co-Located Providers

“One-Stop Shop” Day Health Center

Ease of Implementation

“Gateway” Provider

• Single provider conducts initial patient education assessments

• Refers patients to specialists as appropriate

• Often an OB/GYN, nurse, or nurse practitioner with interest in women’s health care

• Using a midlevel provider eliminates turf wars, accusations of “playing favorites”

Decentralized Models Single-Site Models


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