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Women’s Health Strategic Plan Template

Women’s Health Strategic Plan Template

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Women’s Health Strategic Plan Template

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  1. Women’s Health Strategic Plan Template Marketing and Planning Leadership Council

  2. Marketing and PlanningLeadership Council How to use this template Marketing and Planning Leadership Council Instructions 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.

  3. Add your institution’s logo here Women's Health Strategic Plan DATE VERSION (E.g., Draft, Final, Draft 3.0) Program/Department Name

  4. Road Map Strategic Plan Overview 1 2 3 4 CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLANSUMMARY • Goals & Objectives • Initiative Design • Initiative Prioritization • Financial Summary • Implementation Timeline • Total Investment Summary • Interdepartmental Support • Performance Scorecard • Communication Plan • Additional Information • Mission and Vision • Program Benchmark • Previous StrategicPlan Review • Volumes • Patients • Payers • Payment Reform • Employers • Physicians • Competitors • Technology • Regulatory Changes

  5. Current Performance PLANSUMMARY CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLAN DESIGN

  6. Current Performance Mission and Vision Institution Mission and Vision Describe your institution mission here. Women's Health Service Line Mission and Vision Describe your service line mission here.

  7. Current Performance Coordinating Existing Services Key to Creating a Comprehensive Women’s Health Program Source: Service Line Strategy Advisor research and analysis. Women’s Health Program Comparison Women’s Health Program Benchmarks Contextualize Current Services Programmatic Infrastructure Clinical Offerings Care Coordination/ Operations Administrative service line director for women’s services, and clinical leadership for OB/GYN, urogynecology, gynecologic oncology 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 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 Progressive Comprehensive 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 Administrative service line director for women’s services OB/GYN, NICU, urogynecology, breast health, bone health, wellness and education Traditional Clinical and administrative leadership for OB/GYN only Only obstetrics and gynecology included in service Independently scheduled consultations and diagnostics; nurses assigned to labor and delivery, postpartum; little cross-training Implications of women’s health program benchmark: • Describe impacts here

  8. Current Performance Key Accomplishments 20XX-20XX 20XX-20XX Strategic Plan Review

  9. 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/challenges that contributed to why you were not able to meet your target. • Describe factors key to surpassing your target.

  10. Future Market Assessment PLAN SUMMARY CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLANDESIGN

  11. Service Line Forecast Compendium Women's Health—Inpatient Demographic Clinical Market With tight hospital budgets, pulling form existing resources to launch a women’s health program is an economical strategy for offering a new service Lack of effective interventions to prevent prematurity continue to support NICU volumes Increasing number of women choose C-sections over vaginal delivery Drivers/Barriers Aging population is shifting demand towards midlife and geriatric life services, primarily in the OP setting Laparoscopic and robotic technique shifting surgeries to OP setting Payment reforms transfer focus from fee-for-service care to managing patient health across longer care episodes Wide range of providers and system stakeholders seeking to lock patients into networks for ongoing management, intensifying competition for patient loyalty Decline in birth rate reduces overall demand for IP labor and delivery services Improved high risk pregnancy management reduces hospitalizations Growth Prospects Market and Finances Quality Metrics Volume Mix Estimated Growth Rate, 2013-2018 Medical Gynecology Surgical Gynecology 2013 Volume 498K Gynecologic Surgery MFM 324K Neonatology General Gynecology 61K Obstetrics 1.2M Neonatology 67K Gynecologic Oncology Length of Stay Profitability Days 3.9M Obstetrics 0 2 4 6 8 10 596K Urogynecology Gynecology Neonatology Obstetrics $2,950 $3,335 $1,826 71K Breast Health Hysterectomy Contribution profit per case Antepartum/High Risk Pregnancies Delivery 11 Source: Advisory Board Company Inpatient Market Estimators; Marketing and Planning Leadership Council research and analysis;

  12. Service Line Forecast Compendium Women's Health—Outpatient Demographic Clinical Market With tight hospital budgets, pulling form existing resources to launch a women’s health program is an economical strategy for offering a new service 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 Application of robotics to gynecologic surgeries allow procedures to take place in OP setting Drivers/Barriers Overall increasing trend towards minimally invasive procedures supports OP volumes Many of the common GYN procedures can be done in the physician office, increasing competition for volumes High consumer interest in genetic testing and IVF Wide range of providers and system stakeholders seeking to lock patients into networks for ongoing management, intensifying competition for patient loyalty Advances in clinical technology allow many OP procedures to be accomplished in physician offices Potential urogyn patients not seeking treatment due to embarrassment, lack of awareness Growth Prospects Market and Finances Care Setting Changes Estimated Growth Rate, 2013-2018 Volume Mix 2013 Volume Gyn Surg Outpatient Shift Obstetrics Obstetrics 1.3M Gynecologic Surgery General Gynecology 7.7M 2% Urogynecology Gynecologic Surgery 1.5M HOPD + Freestanding MFM 2.9M General Gynecology Women’s Imaging 40M Gyn Surg Outpatient Shift Gauge: As MIS Improves, Business Likely to Continue to Move Outpatient Urogynecology 7.6M Profitability Breast Health 2.6M Women’s Heart 36.5M Gynecology Obstetrics $1,800 $430 REI 1.3M Outpatient Inpatient Women’s GI 10.2M Contribution profit per case Gynecologic Oncology 2K Source: Advisory Board Company Outpatient Market Estimators; Marketing and Planning Leadership Council research and analysis;

  13. Future Market Assessment Women's Health Patient Mix and Financial Contribution by Care Setting 2013 Inpatient Care Volume Contribution Profit Per Case Breast Health Gyn Onc General Gyn MFM MFM Obstetrics Neonatology Gynecologic Surgery Breast Health Urogynecology Obstetrics General Gyn Gynecologic Oncology Neonatology Gynecologic Surgery Urogynecology 2013 Outpatient Care • Volume • Contribution Profit Per Case Gyn Surg REI Obstetrics Gyn Onc Women’s Imaging MFM Breast Health Women’s Heart MFM Women’s GI General Gyn Gynecologic Surgery General Gyn Urogynecology Women’s Imaging Obstetrics Women’s GI REI Breast Health Women’s Heart Urogynecology Source Advisory Board Data and Analytics Group.

  14. Future Market Assessment Women’s Health Projected Growth Rates By Care Setting 5-Year Market Projections 2013-2018 Inpatient 5-Year Market Growth Rate -6% -3% 0% 0% 0% 1% 7% 9% Outpatient 5-Year Market Growth Rate 1% 2% 5% 9% 9% 9% 10% 11% 12% 13% 28% Sources: Advisory Board Inpatient and Outpatient Market Estimators:.

  15. Future Market Assessment Market Forces Impacting Women's Health Services, 2013-2018 • 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 • Payers • E.g., Necessary to show how our program reduces overall cost of care for patients to remain provider of choice for payersunder shift to value based care • XXX • Regulatory Changes • E.g., Coverage expansion will shift the payer-mix to lean heavily on Medicaid patients. • 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 • Technology • E.g., Evaluate technology investments on incremental volume and value-add potential • XXX • Employers • E.g., Explore relationships with employers on providing fixed costs for women’s health and wellness care for their employees • 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

  16. Future Market Assessment Patients: Geographic Distribution of Market by Region Potential Target Market Areas Patient Origin by Region Zip Code or County Region 4 Region 1 Region 2 Region 3 Implications of geographic distribution of patients across service area: • Describe impacts here

  17. Future Market Assessment Patients: Age Distribution Comparison of Hook Patient Distribution to Current Region and Future Region Distribution Percentage of Population by Age, 2012 Percentage of Population by Age, 20XX Hook Hospital Patients, 2012 Neverland County, 2012 Hook Hospital Patients, 20XX Neverland County, 20XX Under 18 18 to 44 45 to 64 65 and Over Implications of shifts in age distribution on services: • Describe impacts here

  18. Future Market Assessment Patients: Payer Mix Comparison of Hook Patient Distribution to Current Region and Future Region Distribution Percentage of Population by Insurance, 2012 Percentage of Population by Insurance, 20XX Hook Hospital Patients, 2012 Neverland County, 2012 Hook Hospital Patients, 20XX Neverland County, 20XX Medicare Medicaid Commercial Uninsured Other Implications of shifting payer mix: • 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.

  19. Future Market Assessment Payers: Anticipated Changes in Reimbursement Models, Levels Key Hook Hospital Payers: X, Y, Z 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.

  20. Future Market Assessment Payment Reform Hook Hospital’s Payment Reform Strategy Impact on Women's Health Service Line 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. Implementation Actions : Patients and Services Affected: • List steps the institution has taken towards implementing the new payment model. • List patient groups and specific services that will be affected by this shift. Implications of the shift in payment model: • 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.

  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.

  22. Future Market Assessment Employed Physicians: Anticipated Changes in Staffing and Leadership Estimating Physician Need US Population in Millions 308 M 322 M 335 M OB/GYNsper 100,000 People 16.4 16.6 16.6 Implications of physician employment trends: • Describe impacts here • E.g. Number of expected retirees will exacerbate current capacity issues; necessary to bolster recruitment efforts. Source: US Department of Health and Human Services, “The Physician Workforce: Projections and Research into Current Issues Affecting Supply and Demand ,” December 2008.

  23. Future Market Assessment Independent Physicians: Referral Planning Hook Hospital Women's Health Referring Physicians and Practice Watch List 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.

  24. Future Market Assessment Competitors: Market Competition Assessment 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 Women’s Services Technology Adoption Outlook Many Capital Technologies Restricted to Progressive Programs Fetal MRI Amniocentesis IVF1 Fetal Surgery Cordocentesis 2D US Chorionic villus sampling Fertility Preservation for ART2 3D/4D US ECMO3 Robotic Surgery for Hysterectomy GEA4 Women’s Heart Program Hysterectomy Myomectomy Robotic Surgery for Myomectomy Permanent Birth Control MRgFUS6 Women’s GI Program UAE/UFE5 Biofeedback Robotic Surgery for Sacrocolpopexy TOT Sling Pelvic Floor US Percutaneous Tibial Nerve Stimulation Urodynamic Testing System POP Repair Kit Sacral Nerve Modulation Implications of technological changes: PEM8 Breast MRI (dedicated) Full-Field Digital Mammography Breast MRI (coil) FilmMammography Breast Tomosynthesis Automated Breast US Breast US MBI7 • Describe how current technology capacity compares to the market and how this impacts the service line.

  26. Future Market Assessment Technology: New Technology Needs Implications of technology needs on service line: • Describe the impact here

  27. Future Market Assessment Care Coordination: Performance and Needs 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

  29. Future Market Assessment Themes Emerging Across Future Market Assessment 1 2 3 4 5

  30. Strategic Plan Design PLANSUMMARY CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLANDESIGN

  31. Strategic Plan Design Defining Terms Goal Objective Initiative Definition Institution level goals that address broad strategic issues defined by the leadership such as growth, quality, patient satisfaction, physician alignment, financial health, etc. Program-specific, high level action items that address system level goals such as increase brand awareness, promote secondary market, increase technology utilization, etc. Focused action items that meet adefined objective such as build a one-stop-shop women’s health center, launch media campaign to promote urogynecology services, develop internal processes, etc. • Grow Volumes • Improve Patient Satisfaction • Increase Market Share • Improve Care Process Examples • 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 Sample Metrics 31

  32. Strategic Plan Design Institution Level Goals & Women's Health Objectives Goal Objective Initiative Institution Goals Improve Patient Satisfaction Goal #3 Goal #4 Goal #5 Grow Volumes • Objective #1 • Objective #2 • Objective #3 • Objective #1 • Objective #2 • Objective #3 • Objective #1 • Objective #2 • Objective #3 • Increase market share • Capture latent demand • Strengthen relationship with referring physicians Service Line Objectives • Improve Care Processes • Improve Outpatient Experience • Improve Patient Engagement

  33. Marketing and PlanningLeadership Council Objective and Initiative Design Instructions • 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 Marketing and Planning Leadership Council Strategic Plan Design 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: 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.

  34. Goal #X: Goal Strategic Plan Design

  35. Goal #X: Goal Objective #X: Title Goal Objective Initiative DRIVERS Internal External • Describe internal drivers here • Describe external drivers here BARRIERS External Internal • Describe internal barriers here • Describe external barriers here

  36. Goal #X: Goal Objective #X: Title Goal Objective Initiative Initiative #X: Title Description

  37. Goal #X: Goal Initiatives to Goal Goal Objective Initiative Prioritization of Initiatives by Potential Impact and Feasibility Highest Priority High Potential Impact on Goal Lowest Priority Secondary Priority Secondary Priority Low Low High Feasibility of Implementation • Initiative 1 • Initiative 3 • Initiative 2 • Initiative 4

  38. Goal #X: Goal Financial Summary Goal Objective Initiative Investment Required for Initiatives to Goal

  39. Goal #X: Goal Implementation Timeline 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 % Goal Objective Initiative DRIVERS Internal External • Strong referral protocols from employed physician practices • Substantial marketing and advertising budget • Competitor closing down facilities, scaling back on service offerings • Currently unmet demand within the market BARRIERS External Internal • Lack of capacity in region 3 • EMR integration behind that of competitors • Competitor employing significant numbers of new physicians

  42. Goal #1: Grow Volume Objective #1: E.g., Increase Market Share by X% Goal Objective Initiative 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: Women’s health screening exams (e.g. mammography, DEXA, urodynamics, etc.) A direct line to specialists and assistance in appointment scheduling Educational resources for patients and family members

  43. Goal #1: Grow Volume Initiatives to Grow Volume Goal Objective Initiative Prioritization of Initiatives by Potential Impact and Feasibility Highest Priority High • Initiative 6 • Women’s Health Center • Initiative 4 • Initiative 3 Potential Impact on Volume • Initiative 5 • Initiative 1 Lowest Priority Secondary Priority Secondary Priority • Initiative 7 Low Low High Feasibility of Implementation

  44. Goal #1: Grow Volume Financial Summary Goal Objective Initiative Investment Required for Initiatives to Grow Volume

  45. Goal #1: Grow Volume Implementation Timeline Goal Objective Initiative 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 Goal Objective Initiative DRIVERS Internal External • New women’s health scheduling line • Dedicated women’s health nurse navigator • Patient population well-educated and health literate, comfortable with new care models • Local payers beginning to reimburse for care coordination efforts BARRIERS External Internal • 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 47

  48. Goal #2: Improve PatientSatisfaction Objective #1: Improve Care Processes Goal Objective Initiative 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.

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

  50. Goal #2: Improve PatientSatisfaction Financial Summary Goal Objective Initiative Investment Required for Initiatives to Improve Patient Satisfaction