Orthopedics Strategic Plan Template - PowerPoint Presentation

Orthopedics Strategic Plan Template Marketing and Planning Leadership Council

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 Planning Leadership Council

Orthopedics 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 ReformEmployersPhysiciansCompetitorsTechnologyRegulatory ChangesGoals & ObjectivesInitiative DesignInitiative PrioritizationFinancial SummaryImplementation Timeline Mission and Vision Previous StrategicPlan Review Total Investment Summary Interdepartmental Support Performance Scorecard Communication Plan CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLAN SUMMARY 1 2 3 4

5 Current Performance CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLAN DESIGNPLANSUMMARY

6 Current Performance Mission and Vision Institution Mission and Vision Describe your institution mission here.Orthopedics Service Line Mission and VisionDescribe your service line mission here.

7 Current Performance Key Accomplishments 20XX-20XX Goals Initiatives Accomplished or In Progress Increase Market Share Identify and promote services in secondary marketsExpand referral networks in tertiary marketIncrease Clinical Quality ScoresStreamline patient flow process to reduce wait time to consultComplete HCAHPSMaintain MarginsIncrease referrals for top 3 high-margin servicesReduce cost of supplies 20XX-20XX Strategic Plan Review

8 Current Performance Key Metrics 20XX-20XX 20XX-20XX Strategic Plan Review INCREASE SHARE IMPROVE QUALITY 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.

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

Service Line Forecast Compendium Orthopedics—Inpatient Marketing and Planning Leadership Council Inpatient Volume Estimated Growth Rate, 2012-2017 Multiple Major Joint Procedures General Medical Orthopedics Major Joint Replacement Revision of Joint Replacement Hand Procedures 2012 Volume Volume Mix Demographic Clinical Market Drivers/Barriers 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%

Service Line Forecast Compendium Orthopedics—Outpatient Marketing and Planning Leadership Council HOPD Volume Estimated Growth Rate, 2012-2017 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 Clinical Market Drivers/Barriers 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 7 K 4 K 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 5-Year Growth: 5%

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 Foot Sports 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 Foot Sports Med Surgical Trauma Joint Replacement Sports Medicine Hand Foot Fracture/Dislocation General Surgical Ortho

13 Future Market Assessment Market Forces Impacting Orthopedics Services, 2011-2016 Regulatory Changes E.g., Orthopedics quality performance scrutinized under Value Based Purchasing XXXXXXCompetitorsE.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. XXXPhysicians 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

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 LineTotal VolumeCondition VolumePercent 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 133,58612,85310% Sport Medicine 152,54918,789 12% Surgical Trauma 551,082 57,967 11% Utilization of Orthopedic Services by Patients with Rheumatoid Arthritis/Osteoarthritis

15 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

16 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 Neverland County, 2012 Hook Hospital Patients, 20XX Percentage of Population by Age, 20XX Neverland County, 20XX

17 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:

18 Future Market Assessment Payers: Anticipated Changes in Reimbursement Models, Levels Payer Strategy Description Narrow Network—Payers X and YE.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

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

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.EmployerNumber of EmployeesAnticipated Growth CommentsLily Manufacturing Co. ~1000~1100 Self-insured; looking into bundled payments for high-cost procedures

21 Future Market Assessment Employed Physicians: Anticipated Changes in Staffing and Leadership Implications of physician employment trends: Describe impacts here E.g. Number of expected retirees will exacerbate current capacity issues; necessary to bolster recruitment efforts. Expected Retirees Estimating Physician Need New Recruits Needed 308 M 322 M 335 M US Population in Millions Orthopod / 100,000 People 1 US 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

22 Future Market Assessment Independent Physicians: Referral Planning Implications of physician referral trends: 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.

23 Future Market Assessment Building Referral Relationships in Orthopedics Internal Medicine & General Practice Top Referring Specialties to Orthopedic Surgery 1 N = 253,000 Patient Records 1 Excludes 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 Other General Surgery Pain Management Physical Therapy Emergency Medicine

24 Future Market Assessment Competitors: Market Competition Assessment Name and Description Key Areas of Competition New Programs and FacilitiesRisk to Market SharePrimary CompetitorsHospital AHospital B Recently developed a total joint center of excellence New outpatient Orthopedics surgery center Secondary Competitors 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 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.Deep Brain Stimulation (not yet FDA-approved for depression or epilepsy).Vagus Nerve Stimulation.Tissue Plasminogen Activator.Magnetic Resonance Imaging. Positron Emission Tomography-Computed Tomography. Magnetoencephalography. Intraoperative MRI. Intraoperative CT.

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

27 Future Market Assessment Regulatory Impact Regulation Impact Potential readmission penaltiesHeightened scrutiny on long term outcome tracking capabilities

28 Future Market Assessment Themes Emerging Across Future Market Assessment Top 5 Market & Industry Changes Affecting Service Line 1 2 3 4 5

29 Strategic Plan Design CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLANDESIGNPLAN SUMMARY

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.GoalFocused 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 Definition Examples Sample Metrics

31 Strategic Plan Design Institution Level Goals & Orthopedics Objectives Objective Initiative Goal 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 Institution Goals Service Line 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 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 slidesThere are three sets of strategic plan design slides in this template: Blank Template Slides—copy and paste these slides as needed to complete your plan [Goal #X – 6 Slides] Sample Set 1—examples of how the template might be completed [Grow Volumes – 6 Slides] 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 Planning Leadership 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 GoalFinancial Summary of Initiatives Related to Goal Implementation 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: TitleDescriptionInitiative Progress MeasuresTargetsOutcomes 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 345678Goal InvestmentCapital 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 2YR 3YR 4YR 5Initiative #1Initiative #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: E.g., Increase Market Share by % Objective InitiativeGoalBARRIERS 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

41 Goal #1: Grow Volume Objective #1: E.g., Increase Market Share by X% Initiative #1: Specialist Consult HotlineA specialist consult hotline will operate during business hours to provide patients and potential new patients with phone consultations with trained specialists. Hotline operators will:Answer general questions about Orthopedics-related services and health concerns. Direct potential patients to specialists and assist in appointment scheduling.Answer questions if a patient’s specialist is not reachable.Direct callers to education resources for patients and family members.Initiative Progress MeasuresTargets Outcomes Metrics Public awareness of specialty services30% 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 departmentEquipment: Phones, computers, office suppliesInformation 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 Initiative Goal

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 Initiative Goal

43 Goal #1: Grow Volume Financial Summary Specialist Consult Line 2345678Goal InvestmentCapital 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 Initiative Goal

44 Goal #1: Grow Volume Implementation Timeline Initiative YR 1 YR 2YR 3YR 4YR 5Specialist Consult Hotline Initiative #2 Initiative #3 Initiative #4 Initiative #5 Initiative #6 Initiative #7 Initiative #8 Initiative #9 Initiative #10 Objective Initiative Goal Initiatives Related to Growing Volume

45 Goal #2: Improve Patient Satisfaction Strategic Plan Design

46 Goal # 2: Improve Patient Satisfaction Objective # 1: Improve Care Process 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

47 Goal #2: Improve Patient Satisfaction Objective #1: Improve Care Processes Initiative #1: Patient Flow AssessmentA 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 opportunitiesDevelop plan for implementing redesigned care process.Initiative Progress MeasuresTargetOutcomes MetricsPatient 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/AInformation 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 Initiative Goal

48 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 Initiative Goal

49 Goal #2: Improve Patient Satisfaction Financial Summary Patient Flow Assessment2345678Goal InvestmentCapital 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 Initiative Goal

50 Goal #2: Improve Patient Satisfaction Implementation Timeline Initiative YR 1YR 2YR 3YR 4YR 5Patient 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

51 Strategic Plan Summary CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLANDESIGNPLAN SUMMARY

52 Plan Summary Total Investment Required for Strategic Initiatives, 20XX-20XX Grow Volume Patient SatisfactionQualityGoal XGoal ZCapital 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 Marketing Pain Management Goal #3 Department XXX XXX XXX E.g., Collaborate around surgical consults and patient algorithms. Department #4 Department #5 XXX XXX XXX XXX XXX XXX

54 Performance Scorecard Goal Objective Owner Status of Related Initiatives MetricValue 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

55 Communication Plan: Key Messages and Communication Tactics Plan Summary Stakeholder Level of Detail Key MessagesCommunication TacticsBoard of DirectorsHigh Level SummaryService 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 Lin e 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.

56 Communication Plan: Strategies to Address Potential Concerns Plan Summary Stakeholder Potential Concerns Strategies to Address ConcernsSpokesperson(s)Board of DirectorsN/A CEO System Leadership Cost of new equipment Illustrate patient need and potential for competitive advantage Service Line Director & Strategic Planning Officer Service Lin e 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