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Behavioral Health Strategic - PowerPoint Presentation

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Behavioral Health Strategic - PPT Presentation

Behavioral Health Strategic Plan Template Marketing and Planning Leadership Council 2 Marketing and Planning Leadership Council Instructions How to use this template The Behavioral Health Strategic Plan Template assists ID: 769418

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Behavioral HealthStrategic Plan Template Marketing and Planning Leadership Council

2 Marketing and Planning Leadership Council Instructions How to use this template The Behavioral Health Strategic Plan Template assists you in developing a ready-to-present plan that is goal-oriented, actionable, measurable and aligned with institution priorities. The template provides direction on key steps of the planning process: performance analysis, market assessment, strategic plan design, and plan evaluation. Review the available tools and exercises included in this document and add and remove slides to match the level of detail you need. The template is designed to be used as an active document across the life of the strategic plan. Progress on the plan can be continuously tracked using the scorecard provided and modifications can be made as needed. Templates for financial planning, implementation planning, and communication planning are also included. This template can be used for an individual hospital or multihospital system. Throughout the template, “institution” is used to refer to either the hospital or the health system. The “notes” section of each slide describes the purpose of each component and provides instructions for the specific task to complete. Where appropriate, links to additional resources are provided to assist in the analysis. Further instructions appear on the slides as place holders and examples are provided throughout the template slides in italics. 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.

Behavioral Health Strategic Plan DATE VERSION (E.g., Draft, Final, Draft 3.0) Program/Department Name 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 SummaryImplementation Timeline Mission and VisionPrevious StrategicPlan Review Total Investment SummaryInterdepartmental SupportPerformance ScorecardCommunication Plan CURRENT PERFORMANCEANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLANSUMMARY 1 2 3 4

5 Current Performance CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLAN DESIGN PLAN SUMMARY

6Current Performance Mission and Vision Institution Mission and Vision Describe your hospital mission here. Behavioral Health Mission and Vision Describe your behavioral health care mission here.

7 Current Performance Key Accomplishments 20XX-20XX Goals Initiatives Accomplished or In Progress Increase Behavioral Health Market Share Implement word of mouth marketing campaign Affiliate with 1 new psychiatric practice in target growth market Increase Behavioral Health Clinical Quality Scores Streamline patient flow process to reduce wait time to appointment Create mechanisms to monitor behavior outside of physician office or inpatient setting Increase Behavioral Health Screening Rates Improve behavioral health referral protocols to ensure patients are directed to screening resources Educate inpatient staff to recognize symptoms of acute and chronic mental illness 20XX-20XX Behavioral Health Strategic Plan Review

8 Current Performance Key Metrics 20XX-20XX 20XX-20XX Behavioral Health Strategic Plan Review INCREASE SHARE IMPROVE QUALITY FINANCIAL HEALTH Describe factors key to surpassing your target. Describe factors key to surpassing your target. Describe factors/challenges that contributed to why you were not able to meet your target.

9 Future Market Assessment CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLAN DESIGN PLAN SUMMARY

10 Steady Growth Expected, Majority OP Projected Growth in Outpatient Psychiatry 2010 - 2015 Source: Advisory Board Market Estimators 2% 7% 6% (6%) 2% 4% 3% 3% 7% Projected Growth in Inpatient Psychiatry 2010 - 2015

11 Resulting in ED Boarding Source: Huff C, “New Strategies for Psych Care,” H&HN , June 2011; McKenna M, “The Growing Strain of Mental Health Care on Emergency Departments: Few Solutions Offer Promise,” Annals of Emergency Medicine ; 2011, 57; Clinical Advisory Board interviews and analysis. While demand for behavioral health care is pervasive, there are a dwindling number of community psychiatric resources available. American Hospital Association data shows that in 1995, over 160,000 beds were available in acute care and freestanding psychiatric hospitals. In 2009, only 114,000 such beds were available. Given limited community resources, EDs are increasingly being left with no choice but to board these patients. In fact, an American College of Emergency Physicians survey found that 79% of emergency physician respondents were boarding psychiatric patients. Furthermore, they reported that 33% of boarded patients were staying in EDs at least eight hours after the decision to admit them. Moreover, Harvard Medical School researchers found that the median length of stay for patients awaiting psychiatric evaluation in EDs ranged from seven to eleven hours. Furthermore, the South Carolina Public Health Institute estimated that 44% of ED visits that do not result in admission or death are due to behavioral problems. While it is not in many hospitals’ powers to build up community behavioral health beds, hospitals can maximize the limited psychiatry resources that do exist to better meet this insatiable demand. Behavioral Health Demand Far Outstrips Supply No National Number of Psychiatry Beds Emergency Physicians Reporting Boarding Psychiatric Patients n=328 Yes EDs Increasingly Boarding Behavioral Health Patients 7-11 Hours Median length of stay for patients awaiting psych evaluation in EDs 33% 44% Of boarded psych patients stay in EDs at least eight hours after decision to admit Of ED visits that do not result in admission or death are due to behavioral problems 50% report at least once per day

Substantial Costs from Reactive Patient Care 12 Measuring Toll of Behavioral Health in the ED and Hospital Source: Boyd, C. et. al. “Clarifying Multimorbidity Patterns to Improve Targeting and Delivery of Clinical Services for Medicaid Populations,” CHCS , December 2010; Colton, CW and Manderschied. “Congruencies in Increased Mortality Rates, Years of Potential Life Lost, and Causes of Death Among Public Mental Health Clients in Eight States,” Prev Chronic Dis . April 2006: A42-46; Health Care Advisory Board interviews and analysis. Medicaid-only beneficiaries with disabilities. Excludes long-term care costs. Per Capita Cost of Care for Medicaid Multi-morbid Patients 1,2 Annual, Compared to Patients With Only Chronic Physical Illness 60-75% 200-300% ED and Hospital Burden from Behavioral Health Visits, 2010 Billing for ED Visits 41% of ED visits resulted in hospitalizations

13 Future Market Assessment Behavioral Health Volumes Current Utilization by Patients with Psychiatric Disorders Emergency Department Utilization Inpatient Utilization Describe impacts here E.g., High percentage of avoidable ED volumes and demand for urgent visits present opportunity to leverage system’s existing and new clinics Implications of demand for urgent visits and increased LOS:

14 Future Market Assessment Behavioral Health Volumes Expected Volume Growth by 20XX Describe impacts here E.g., Growing demand for psychiatric services presents challenge as most psychiatric practices within the system are currently at capacity; will be necessary to build and/or acquire new psychiatric practice, employ additional psychiatrists Implications of changes in volume:

15 Future Market Assessment Market Forces Impacting Behavioral Health, 2011-2016 Regulatory Changes E.g., Coverage expansion will shift the payer-mix to lean heavily on Medicaid patients. XXX Competitors E.g., Hospital A’s new outpatient psychiatric center may attract new patients; need to revamp marketing efforts for Hook facilities XXX Physicians E.g., Employed PCPs are not referring to Hook’s affiliated behavioral specialists XXX Employers E.g., As employers consider self-insurance models, employer-institution relationship grow in importance. XXX Payment Reform E.g., Institution’s consideration of ACO model requires greater emphasis on ongoing care, connecting patients with behavioral health specialistsXXX PatientsE.g. The continued growth of mental illness will require expansion of care management processes. XXX TechnologyE.g., Emerging technologies such as e-visits increase competitiveness in market as all institutions aim to be the innovation leader.XXX Payers E.g., Payers moving towards pay-for-performance, increasing importance of ongoing treatment and monitoring to prevent urgent visits XXX

16 Future Market Assessment Patients: Mental Illness Prevalence Among Patients Implications of trends in behavioral health discharges: Describe impacts here E.g., Growing incidence of mental illness presents challenges for already over-burdened psychiatrists, may be necessary to expand care team with mid-level clinicians, health coaches, etc. Behavioral Health Discharges, By Disorder 2007-2009

17 Future Market Assessment Patients: Geographic Distribution of Market by Region Patient Origin by Region Zip Code or County Region 1 Region 2 Region 3 Region 4 Potential Target Market Areas Implications of geographic distribution of patients across service area: Describe impacts here E.g., Patient capture in regions 1, 2, and 3 lower due to lack of behavioral health practices in the area; however, regions 1 and 2 highly competitive.

18 Future Market Assessment Patients: Age Distribution Hook Hospital Patients, 2012 Percentage of Population by Age, 2012 Implications of shifts in age distribution on services: Comparison of Hook Patient Distribution to Current Region and Future Region Distribution Under 18 18 to 44 45 to 64 65 and Over Describe impacts here E.g., Due to growth in patients 65+, may need to expand affiliations with local behavioral health agencies that specialize in disorders affecting the elderly Neverland County, 2012 Hook Hospital Patients, 20XX Percentage of Population by Age, 20XX Neverland County, 20XX

19 Future Market Assessment 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 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:

20 Future Market Assessment Payers: Anticipated Changes in Reimbursement Models, Levels Payer Strategy Comments Avoidable ED Visit Penalties Payer A preparing to begin penalizing for avoidable ED visits in next two years Age restrictions for screenings Narrow Network Implications of the shifts in payer strategy: Describe impacts here E.g., Responsibility for preventing avoidable ED visits will fall partially on outpatient psychiatric therapists; will be necessary to establish robust follow-up protocols between referring primary care offices and psychiatric offices to ensure proper follow-up and ongoing care. Invest in increased telepsychiatry solutions Key Hook Hospital Payers: X, Y, Z

21 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., Keeping ACO patients out of ED and hospital essential to cutting costs; explore possibility of expanding ongoing care resources within behavioral health office to establish robust relationship with patient and address both episodic and chronic mental disorders Hook Hospital’s Payment Reform Strategy Impact on Behavioral Health

22 Future Market Assessment Employers: Anticipated Growth, Shifts in Payment Strategies Implications of the shifts in employer size, strategy: Describe impacts here E.g., Lily Manufacturing Co. represents viable, insured population; collaboration around behavioral health improvement program holds potential for attracting additional behavioral health patients. Employer Number of Employees Anticipated Growth Comments Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking for partner for behavioral health improvement program

23 Future Market Assessment Available Physicians: Anticipated Changes in Staffing and Affiliation Implications of physician employment trends: Describe impacts here E.g. Number of expected retirees among local psychiatrist will only exacerbate current capacity issues in behavioral health, necessary to affiliate with new area practices. May be able to collaborate with area medical schools and/or teaching hospitals to encourage MDs to choose psychiatry as specialty. Expected Retirees Recruitment & Retirement New Recruits Needed

24 Future Market Assessment Independent Physicians: Referral Planning Implications of physician referral trends: Describe impacts here E.g., In the past, Tiger physicians mainly referred to Hook, need to understand why physicians are now referring to Hospital B. Hook Hospital Behavioral Health Referring Physicians and Practice Watch List Practice Watch List Practice Comments Tiger Behavioral Health Although physicians at Tiger have had a long standing relationship with Hook, Crimson Market Advantage data shows significant referrals to Hospital B.

25 Future Market Assessment Competitors: Market Competition Assessment Name and Description Key Areas of Competition New Programs and Facilities Risk to Market Share Primary Competitors Hospital A Hospital B Affiliated with majority of behavioral health specialists in region 1 of market Has also opened retail clinics Recently opened an outpatient psychiatric center Launched robust marketing campaign for behavioral health resources Low – Competitor already has majority market share in region 1 Moderate – Retail clinics already struggling to attract significant volumes Secondary Competitors Employer A Emerging Competitors1. Implications of shifts in competitors’ growth efforts: Describe impacts here E.g., Hospital A’s new outpatient psychiatric center is cause for concern given shared market; may be necessary to ramp up marketing efforts for Hook facilities in response.

26 Future Market Assessment Technology: New Technology Needs Novel Technology Upgrades 1. Current patient portal does not support doctor-patient private messaging Implications of technology needs: Describe the impact E.g., Given participation in Medicare Shared Savings, essential to move all practices to same EMR system. Additional Capacity for Existing Technology Internal behavioral health resources not connected to inpatient EMR system

27 Future Market Assessment Regulatory Impact Regulation Impact State-wide increase in minimum consultations for prison inmates Will consume more time for one affiliated psychiatric practice

28 Future Market Assessment Themes Emerging Across Future Outlook Assessment Top 5 Areas of Opportunity E.g., Opportunity to expand market share in region 3; patient capture in this region currently low and area is less competitive than regions 1 and 2. E.g., Several area employers looking to partner around behavioral health improvement programs 1 2 3 4 5

29 Strategic Plan Design CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLAN SUMMARY

Strategic Plan DesignDefining Terms Institution level goals that address broad strategic issues defined by the leadership such as growth, quality, patient satisfaction, physician alignment, financial health, etc. Goal Focused action items that meet a defined objective such as implement 24/7 patient information hotline, launch media campaign to promote service, develop internal processes, etc. Program-specific , high level action items that address system level goals such as increase brand awareness, promote secondary market, increase technology utilization, etc. Grow Volumes Improve Patient Satisfaction Grow Behavioral Health Market Share by X% Improve Care ProcessAffiliate with 3 New Psychiatric Practice in Region 3Patient Flow Assessment % Increase in Volumes% Increase in Patient Satisfaction Primary market shareSecondary market share Patient understanding of care Wait time to appointments Attributed lives gained Referrals generated to other services Patient wait times Total appointment duration Patient satisfaction on wait times 30 Objective Initiative Definition Examples Sample Metrics

31 Strategic Plan Design Institution Level Goals & Behavioral Health Objectives Objective Initiative Goal Grow Volumes Improve Patient Satisfaction Goal #3 Increase market share by x% Strengthen relationship with referring organizations and physicians Improve care p rocesses Improve patient experience in psychiatric offices Improve patient engagement Goal #4 Goal #5Objective #1Objective #2 Objective #3 Objective #1 Objective #2 Objective #3 Objective #1 Objective #2 Objective #3 Institution Goals Behavioral Health Objectives

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 behavioral health care objectives. This section is organized by institution level goal. For each goal-based sub-section, add one slide for each objective outlined on the Institution Level Goals & Behavioral 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 in this template: Blank Template Slides—copy and paste these slides as needed to complete your plan (Goal “X” section)Sample Set 1—examples of how the template might be completed (Grow Volumes section)Sample Set 2—examples of how the template might be completed (Improve Patient Satisfaction section)After completing the strategic plan design slides, delete the sample slides and blank slides. Marketing and Planning Leadership CouncilGoal #1: Grow Volumes Objective #1: Increase Behavioral Health Market ShareInitiative #1: Affiliate with 3 New Psychiatric Practices in Region 3 Initiative #2: Alternative Care Site Marketing CampaignObjective #2: Strengthen Relationship with Referring Organizations and PhysiciansInitiative #1: Hire 2 Additional Physician LiaisonsInitiative #2: Develop Referral Protocol with Private PCPsPrioritization of Initiatives Related to GoalFinancial Summary of Initiatives Related to GoalImplementation Timeline for Initiatives Related to Goal

33 Goal #X: Goal Strategic Plan Design

34 Objective Initiative Goal 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

35 Goal #X: Goal Objective #X: Title Initiative #X: Title Description Initiative Progress Measures Targets Outcomes Metrics Process Metrics Resources Required Facilities: Equipmen t: Information Technology : Staff/Training: Marketing/Communications:Interdepartmental Coordination:Expected Cost: Objective Initiative Goal

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 Initiative Goal

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 Initiative Goal

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

39 Goal #1: Grow Volumes Strategic Plan Design

40 Goal #1: Grow Volume Objective #1: Increase Behavioral Market Share by X% Objective Initiative Goal BARRIERS DRIVERS Internal Internal External External Strong referral protocols from employed PCPs Substantial marketing and advertising budget Lack of capacity in region 3 EMR integration behind that of competitors Competitor opening new psychiatric facilityUnmet demand within the market

41 Goal #1: Grow Volume Objective #1: Increase PC Market Share by X% Initiative #1: Affiliate with 3 new psychiatric practices in region 3 Identify 5 unaffiliated practices with best potential for referral generation based on market data, currently referral patterns, and practice size. This initiative will require Hook to assign a relationship manager to pursue affiliation. Additionally, Hook must streamline operations and communication with new affiliates. Initiative Progress Measures Targets Outcomes Metrics Attributed lives gained 2,000 Referrals generated to other services 40 referrals/month Process MetricsNumber of practice affiliations acquired3 Staff knowledge of acquisitions 100% Resources RequiredFacilities: Assist practices with any necessary renovationsEquipment: Phones, computers, office supplies as needed Information Technology: Upgrade patient portal and EMR technology to be consistent with rest of practices within the system Staff/Training: Will vary based on number of staff at each practice. Training for both administrative and clinical staff to ensure consistent patient experience and enforce referral protocols. Marketing/Communications: External media campaign, marketing collateral for system hospitals, EDs, specialists to facilitate referrals. Interdepartmental Coordination: IT/IS, operations, marketing Expected Cost: $400,000 Objective Initiative Goal

42 Goal #1: Grow Volume Initiatives to Increase Share Lowest Priority Highest Priority Secondary Priority Feasibility of Implementation Affiliate with 3 new psychiatric practices in region 3 Initiative 2 Initiative 3 Initiative 4 Initiative 5 Initiative 6 Initiative 7 Secondary Priority Low Low High High Potential Impact on Increasing Share Prioritization by Potential Impact and Feasibility Objective Initiative Goal

43 Goal #1: Grow Volume Financial Summary for Initiatives Related to Increase Market Share Affiliate with 3 Practices 2 3 4 5 6 7 8 Goal Investment Capital Investment Facilities 20,000 Equipment 50,000 Information Technology 210,000 Subtotal 280,000 Operating Investment Clinical Staff 0 Training / Development 35,000 Marketing and Communication 60,000 Administrative Costs 25,000 Subtotal 120,000 Initiative Investment 400,000

44 Goal #1: Grow Volume Implementation Timeline for Increasing Share Initiative YR 1 YR 2 YR 3 YR 4 YR 5 Affiliate with physician practices in region 3 Initiative #2 Initiative #3 Initiative #4 Initiative #5 Initiative #6 Initiative #7 Initiative #8 Initiative #9 Initiative #10 Objective Initiative Goal

45 Goal #2: Improve Patient Satisfaction Strategic Plan Design

46 Goal #2: Improve Patient Satisfaction Objective #1: Improve Care Process Objective Initiative Goal 46 BARRIERS DRIVERS Internal Internal External External New phone triage and scheduling line Wait times now posted online Only 50% of affiliated practices on EMR Lack of effective means for communication between hospital departments Physician shortage resulting in long wait times; physician affiliation 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

47 Goal #2: Improve Patient Satisfaction Objective #1: Improve Care Process Initiative #1: Patient Flow Assessment A 4-person, multidisciplinary task force will design and conduct patient flow assessment to identify areas to streamline patient visits. The team will be responsible for: Identify issues in care flow affecting patient satisfaction. Prioritize top 3-5 opportunities Develop plan for implementing redesigned care process. Resources Required Facilities: N/A Equipmen t: 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 ObjectiveInitiative Goal Initiative Progress MeasuresTargetOutcomes Metrics Patient wait times Reduce by 30%Total appointment durationReduce by 20% Patient satisfaction on wait times Increase by 35%Process Metrics Key stakeholders identified and feedback collected Key areas of improvement identified Care redesign plan developed and approved by leadership

48 Goal #2: Improve Patient Satisfaction Initiatives to Increase Patient Satisfaction Lowest Priority Highest Priority Secondary Priority Feasibility of Implementation Initiative 2 Patient Flow Assessment Initiative 3 Initiative 4 Initiative 5 Initiative 6 Initiative 7 Secondary Priority Low Low High High Potential Impact on Patient Satisfaction Prioritization by Potential Impact and Feasibility Objective Initiative Goal

49 Goal #2: Improve Patient Satisfaction Financial Summary for Initiatives Related to Increase Patient Satisfaction Patient Flow Assessment 2 3 4 5 6 7 8 Goal Investment Capital Investment Facilities 0 Equipment 0 Information Technology 0 Subtotal 0 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

50 Goal #2: Improve Patient Satisfaction Implementation Timeline Initiatives related to Increase Patient Satisfaction 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

51 Strategic Plan Summary CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLAN SUMMARY

52 Plan Summary Total Investment Required for Strategic Initiatives, 20XX-20XX Goal Grow Volume Patient Satisfaction Quality Goal 4 Goal 5 Capital Investment Facilities Equipment Information Technology Subtotal Operating Investment Clinical Staff Training / Development Marketing and Communications Administrative Costs Subtotal Total Goal Investment Total Plan Investment :

53 Plan Summary Interdepartmental Support Required for Strategic Initiatives, 20XX-20XX Occupational Health Post-Acute Care Goal #3 Outpatient Clinics E.g., Collaborate around employer partnership initiatives, work with occupational health leaders to develop referral protocols with employers partners XXX E.g., Develop robust care coordination protocols, establish weekly virtual meetings around shared patients XXX Department #4 Department #5 E.g., Explore possibility of using shared space to establish onsite referral counseling XXX XXX XXX XXX XXX

54 Strategic Plan Scorecard Goal Objective Owner Objective Progress Metric Value at Plan Launch (Insert Date) Current Value (insert Date) Target Value (Insert Date) Grow Volume Increase Market Share by X% Dr. Pan, VP of Planning  Primary Market Share   Secondary Market Share     Strengthen relationship with referring organizations and physicians   Mary Markets, Asst. Director, Marketing     Referrals     Physician Awareness     Downstream Revenue Patient Satisfaction Improve Patient Care Process Stephanie Egan, Care Manager Patient satisfaction scores Patient wait times On Track Minor Setbacks Major Setbacks

55 Communication Plan: Key Messages and Communication Tactics Plan Summary Stakeholder Level of Detail Key Messages Communication Tactics Board of Directors High Level Summary Objectives and expected outcomes Memo System Leadership Overview of Objectives, Targets and Summary of InitiativesObjectives and expected outcomes Necessary resourcesPersons accountableInitial kickoff presentation. Interim progress meetings to review status and discuss changes. Behavioral Health StaffDetailed action plan on initiatives and progress metrics. Objectives and expected outcomes Initiatives and implementation timelineRoles/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.

56 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 Behavioral Health Director & Strategic Planning Officer Behavioral Health Staff Noncompliance with new care processes Provide kick-off and ongoing training Initiative Owners Incentivize increases in patient satisfaction scores Behavioral Health Director Referring Independent Physicians Lack of awareness of increases in quality Provide routine updates to physician liaisons on quality improvements Physician Liaisons