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Business Planning: Optimising Time & Resources. Mary Toomey Strand Hotel, Limerick 23rd July 2011. Where We Are. Economic crisis : greater social needs but much reduced resources Recent political turmoil : new expectations Increased legislative demands Increased patient expectations

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business planning optimising time resources

Business Planning:Optimising Time & Resources

Mary Toomey

Strand Hotel, Limerick

23rd July 2011

where we are
Where We Are
  • Economic crisis : greater social needs but much reduced resources
  • Recent political turmoil : new expectations
  • Increased legislative demands
  • Increased patient expectations
  • Out of date public contracts : unsuitable, abused, and dying painfully
  • Several new (but largely uncoordinated) models of Primary Care emerging
  • Insufficient planning, poor communication and sometimes disrespectful / undermining attitudes between government, HSE, and Primary Care Providers
where you want to be
Where You Want to Be
  • What are your strengths?
  • What would you love to see your Practice achieve in the future?
  • What are your personal ambitions for the Practice?
  • What do your patients/ community need from you?
where you want to be1
Where You Want to Be
  • What steps do you need to achieve these goals?
  • What resources do you need?
  • What obstacles will you need to overcome?
problems
Problems

Most common problems:

  • Financial crisis, cash flow problems
  • Stress of staying on top of daily workload
  • Paralysis because of uncertainty / fear of risk, frustration or fatigue at challenges of change
  • Spend less and/or earn more
  • Take control of your workload
  • Change... one step at a time
spending less
Spending Less
  • Start by looking at bigger spends and areas which won’t affect patient care quality
  • What are you using in a wasteful manner?
  • What can you manage without?
  • Get cost comparisons and samples.
  • Look at ‘sneaky’ charges, e.g. carriage/delivery
  • Look at your bank charges
spending less1
Spending Less
  • Drawings... Monthly and Profit Share
  • Assistants and Locums – how profitable and why? Have you the right balance between Partners and other doctors?
  • Nurses, Phlebotomists, and other HCPs
  • Administrative / Support Staff Wages
  • Pay cuts or freeze; unpaid leave or shortened working hours; restructuring or redeployment
  • Redundancy
how to earn more develop a marketing strategy
How to Earn More : Develop a Marketing Strategy
  • Any marketing strategy should be based on your patients.
  • A marketing plan is an action plan for a given period, usually one year or more, to offer and promote a range of products and services to your market.
  • This action plan must fit in the broader and longer issues of your Practice.
the hands that feed us
The Hands That Feed Us

How well do you know your patients?

  • Demographics
  • Social / medical histories
  • Their needs (physical, emotional)
  • Their desires and preferences

...their needs / desires are your opportunities

the hands that feed us1
The Hands That Feed Us
  • How well do your patients know you?
  • Your opening hours and location
  • Your services
  • Your staff
  • Your best features

How do your patients feel about you?

looking at your existing services
Looking at Your Existing Services
  • Who availed of what service?
  • How did they hear of it?
  • What did they think of it?
  • Did they think it was good value? Why?
  • Will they come back for more?
  • Would they recommend to a friend?
  • Is there any other service this patient needs?
  • Who didn’t avail and why not?
  • Who else might need or want this service?
creating new spaces marketing
Creating New Spaces...Marketing
  • Who are your target group of patients?
  • What product or service do they want / need?
  • How can you provide those services?
  • Can you revitalise an old service?
  • Can you find synergy with partners?
  • How can you make those services profitable?
  • How can you let people know you offer them?
well woman transformation
“Well Woman” Transformation
  • Well Woman : cost €290 – patients not availing of the service
  • Most patients didn’t know what it was about
  • Some patients felt it was too expensive
  • Many patients were taking extended periods of time in ordinary consultations with various medical-style issues, but not enough to justify referral to Well Woman
well woman transformation1
“Well Woman” Transformation
  • Well Woman broken down into different parts gave us a range of shorter, more targeted and much cheaper check ups:
    • Women’s Cardiovascular Check-Up (€108)
    • Women’s Personal Health Check (€108)
    • Well Woman Comprehensive (€261)
    • Women’s Mini-Medical (€108)
    • Women’s Sexual Health Medical (€72)
    • Sports Medical (€108)
well woman transformation2
“Well Woman” Transformation
  • We also identified patients had need for diet and lifestyle advice so we linked in with the GP Exercise Referral Programme and HSE dietician-led PHEW and Expert Group services
  • Women’s Health Evenings to be run in Autumn 2011 to encourage a healthier lifestyle and further our commitment to patient education; also promoting new Women’s Health services
your 12 month marketing plan
Your 12 Month Marketing Plan
  • Start with season-specific services e.g. flu vaccines
  • Plan to fill up times when you may be fallow
  • Consider pilot projects during quiet times
  • Avoid taking on too much at busy or holiday times
  • Manageable amounts with breaks as needed
ways to let people know
Ways to Let People Know
  • Word of mouth
  • Practice Brochure
  • Notice in waiting room
  • Mail
  • Flyer drop
  • Newsletter
  • Website
  • Directories / web listings
  • Social network sites etc
  • Newspaper / Radio / TV
creating an impression
Creating an Impression
  • Success comes from doing ordinary things extraordinarily well
  • Good management (of people and processes) is essential to create the right impressions over & over
manage your workload
Manage Your Workload
  • Micro level : Me
    • Accept that stress is my reaction to things and people around me, and can be controlled or eliminated
    • Accept that I have limitations
    • Prioritise the big picture: things that have serious short term or chronic long term consequences
    • Focus on managing others well
    • Say no assertively
time management tips
Time Management Tips
  • Understand the business position and aims
  • Have a long term plan which is broken into several clear objectives
  • Take a few moments to prioritise at the start of every day, ensure you have one long term “mission” for the day – and get it done!
  • Expect the unexpected and accept the things you can’t change – but prevent repeating patterns where possible
manage your workload1
Manage Your Workload
  • Macro Level : The Whole Practice
    • Look at the roles required and what each team member should be doing
    • Focus on the people, not the processes
    • Engage them in their own transformation process
    • Believe in their ability
    • Reward them for changing for the better
your team needs
Your Team Needs
  • What you are doing really well?
  • What needs to be improved?
  • What needs to stop?

How we do things?

How we behave?

How we speak?

self fulfilling prophecies
Self Fulfilling Prophecies
  • Be aware that people will most often achieve what you expect from them... Whether that is good or bad...
  • Be very aware of your prides and prejudices
  • Bad performance is (almost) always the product of bad management!
  • Your people have enormous potential... Do you believe they can achieve it? Do they?
repeating patterns
Repeating Patterns
  • Recognise them – record them (e.g. trends in sick leave, lateness, poor performance)
  • Discuss them (informally; return-to-work interview; performance appraisal, disciplinary process investigation)
  • Explain the effects of the behaviour on the team and the business – why this trend is a problem
  • Ask for improvement as appropriate & follow up
  • Have the right procedures and stick to them
  • Stay within the law!
giving feedback
Giving Feedback
  • Have your facts to hand (in the background)
  • Explain why you are giving feedback – so as to help improve, and achieve better together
  • Approach it constructively
  • Tell the truth
  • Agree a way forward and advise the staff member of a future date when you’ll follow up on progress
  • Make a record of the meeting
summary
Summary
  • Spend less and/or earn more
    • ...Make a marketing plan
  • Take control of your workload
  • ...For yourself and your practice
  • Change, one small step at a time