Women’s Health Strategic Plan Template
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Transcript of Women’s Health Strategic Plan Template
©2014 THE ADVISORY BOARD COMPANY • ADVISORY.COM
Women’s Health Strategic Plan Template
Marketing and Planning Leadership Council
©2014 THE ADVISORY BOARD COMPANY • ADVISORY.COM
2
Marketing and Planning Leadership Council
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
20XX Plan Target Current
8
4
Wait Time to Consult(In Days)
IMPROVE QUALITY
20XX Plan Target Current
1.4%
1.2%
Service Line Margin
MAINTAIN MARGINS
• Describe factors/challenges that contributed to why you were not able to meet your target.
• Describe factors key to surpassing your target.
• Describe factors/challenges that contributed to why you were not able to meet your target.
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
Gynecologic Oncology
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
Future Market Assessment
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
Gynecologic Oncology
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
Future Market Assessment
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
16
Future Market Assessment
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
Future Market Assessment
Patients: Age Distribution
24.0%
36.5%
26.4%
5.4%
23.8%
35.3%
26.2%
14.7%
Hook Hospital Patients, 2012
Percentage of Population by Age, 2012
Implications of shifts in age distribution on services:
Comparison of Hook Patient Distribution to Current Region and Future Region Distribution
Under 18 18 to 44 45 to 64 65 and Over
• Describe impacts here
Neverland County, 2012
24.0%
36.5%
26.4%
5.4%
23.8%
35.3%
26.2%
14.7%
Hook Hospital Patients, 20XX
Percentage of Population by Age, 20XX
Neverland County, 20XX
18
Future Market Assessment
35.0%
30.0%
24.0%
9.0%
2.0%
14.0%
30.0%42.0%
4.0%
10.0%
Hook Hospital Patients, 2012
• Describe impacts here• E.g., Current payer mix at Hook does not reflect distribution at market level, need to attract patients with commercial payer
insurance.
Neverland County, 2012
24.0%
36.5%
26.4%
5.4%
34.0%
46.0%
11.0%
4.0%5.0%
Hook Hospital Patients, 20XX Neverland County, 20XX
Medicare Medicaid Commercial Uninsured Other
Percentage of Population by Insurance, 2012 Percentage of Population by Insurance, 20XX
Patients: Payer Mix
Comparison of Hook Patient Distribution to Current Region and Future Region Distribution
Implications of shifting payer mix:
19
Future Market Assessment
Payers: Anticipated Changes in Reimbursement Models, Levels
Payer Strategy Description
Narrow Network—Payers X and Y E.g., Increase in narrow networks in market as two major institutions move towards ACO model.
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
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 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
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 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
Future Market Assessment
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
Future Market Assessment
Independent Physicians: Referral Planning
Implications of physician referral trends:
40%
30%
30%
Current Market Referral Patterns
Loyal Referrers Split Referrers Disloyal
• Describe impacts here• E.g., Significant referral leakage to Hospital B will impact volumes, need to assess why physicians are choosing B over us.
Hook Hospital 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
Future Market Assessment
Competitors: Market Competition Assessment
Name and Description Key Areas of Competition New Programs and Facilities Risk to Market Share
Primary Competitors
1. Hospital A
2. Hospital B
1. 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
Future Market Assessment
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
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
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
Future Market Assessment
Regulatory Impact
Regulation Impact
CMS physician supervision requirements for OP services
Clinical trials coverage
29
Future Market Assessment
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
Strategic Plan Design
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
©2014 THE ADVISORY BOARD COMPANY • ADVISORY.COM
33
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 & 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
Strategic Plan Design
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:
Objective InitiativeGoal
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
Objective InitiativeGoal
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
Objective InitiativeGoal
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
Strategic Plan Design
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
Objective InitiativeGoal
BARRIERS
DRIVERS
Internal
Internal
External
External
• Strong referral protocols from employed physician practices
• Substantial marketing and advertising budget
• Lack of capacity in region 3• EMR integration behind that of competitors
• Competitor employing significant numbers of new physicians
• Competitor closing down facilities, scaling back on service offerings
• Currently unmet demand within the market
42
Goal #1: Grow Volume
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
Objective InitiativeGoal
43
Goal #1: Grow Volume
Initiatives to Grow Volume
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
•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
Prioritization of Initiatives by Potential Impact and Feasibility
Objective InitiativeGoal
44
Goal #1: Grow Volume
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
Operating Investment
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
Objective InitiativeGoal
45
Goal #1: Grow Volume
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Women’s Health Center
Initiative #2
Initiative #3
Initiative #4
Initiative #5
Initiative #6
Initiative #7
Initiative #8
Initiative #9
Initiative #10
Objective InitiativeGoal
Initiatives Related to Growing Volume
46
Goal #2: Improve Patient Satisfaction
Strategic Plan Design
47
Goal #2: Improve Patient Satisfaction
Objective #1: Improve Care Process
Current Target
2
5
Number of Coordinated Appointments
Current Target
3
1
Total Appointment Duration(in hours)
Objective InitiativeGoal
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
Goal #2: Improve Patient Satisfaction
Objective #1: Improve Care Processes
Initiative #1: Patient Flow Assessment
A 4-person, multidisciplinary task force will design and conduct patient flow assessment to identify areas to streamline patient visits. The team will be responsible for:
(1) Identify issues in care flow affecting patient satisfaction.(2) Prioritize top 3-5 opportunities(3) Develop plan for implementing redesigned care process.
Initiative Progress Measures Target
Outcomes Metrics
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
Objective InitiativeGoal
49
Goal #2: Improve Patient Satisfaction
Initiatives to Improve Patient Satisfaction
Lowest Priority
Highest Priority
Secondary Priority
Feasibility of Implementation
•Patient Flow Assessment
• Initiative 2
• Initiative 3
• Initiative 4• Initiative 5
• Initiative 6
• Initiative 7
Secondary Priority
Low
Low
High
High
Potential Impact on Patient
Satisfaction
Prioritization of Initiatives by Potential Impact and Feasibility
Objective InitiativeGoal
50
Goal #2: Improve Patient Satisfaction
Financial Summary
Patient Flow Assessment
2 3 4 5 6 7 8Goal
Investment
Capital Investment
Facilities 0
Equipment 0
Information Technology 0
Subtotal 0
Operating Investment
Clinical Staff 0
Training / Development 30,000
Marketing and Communication 15,000
Administrative Costs 30,000
Subtotal 75,000
Initiative Investment $75,000
Investment Required for Initiatives to Improve Patient Satisfaction
Objective InitiativeGoal
51
Goal #2: Improve Patient Satisfaction
Implementation Timeline
Initiative YR 1 YR 2 YR 3 YR 4 YR 5
Patient Flow Assessment
Initiative #2
Initiative #3
Initiative #4
Initiative #5
Initiative #6
Initiative #7
Initiative #8
Initiative #9
Initiative #10
Initiatives related to Improve Patient Satisfaction
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
Operating Investment
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
Source: Service Line Strategy Advisor research and analysis.
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
Gynecologic Oncology
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.
Source: Service Line Strategy Advisor research and analysis.
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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