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©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM Oncology Strategic Plan Template Marketing and Planning Leadership Council

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

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Page 1: 2012 THE ADVISORY BOARD COMPANY   Oncology Strategic Plan Template Marketing and Planning Leadership Council

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM

Oncology Strategic Plan Template

Marketing and Planning Leadership Council

Page 2: 2012 THE ADVISORY BOARD COMPANY   Oncology Strategic Plan Template Marketing and Planning Leadership Council

©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 2

Marketing and Planning Leadership Council

Instructions

How to use this template

The Oncology 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 PlanningLeadership Council

Page 3: 2012 THE ADVISORY BOARD COMPANY   Oncology Strategic Plan Template Marketing and Planning Leadership Council

Oncology Strategic PlanDATEVERSION (E.g., Draft, Final, Draft 3.0)

Program/Department NameLOGO

Add your institution’s logo here

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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

• Previous StrategicPlan Review

• Total Investment Summary

• Interdepartmental Support

• Performance Scorecard

• Communication Plan

CURRENT PERFORMANCE

ANALYSIS

FUTURE MARKET

ASSESSMENT

PLAN DESIGN

PLANSUMMARY

1 2 3 4

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Current PerformanceCURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

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Current Performance

Mission and Vision

Institution Mission and VisionDescribe your institution mission here.

Oncology Service Line Mission and VisionDescribe your service line mission here.

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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 for top 3 high-margin services• Reduce cost of supplies

20XX-20XX Strategic Plan Review

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Current Performance

Market Share Assessment for Hook Hospital, 2012

Implications of current market share:

• Describe impacts here

40%

30%

30%

Current Market Share

Competitor A Competitor B Hook Hospital

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Current Performance

Key Metrics 20XX-20XX20XX-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 ACCESS

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.

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Future Market Assessment CURRENT

PERFORMANCEFUTURE MARKET

ASSESSMENTPLAN

DESIGNPLAN

SUMMARY

Page 11: 2012 THE ADVISORY BOARD COMPANY   Oncology Strategic Plan Template Marketing and Planning Leadership Council

27%73%

Future Market Assessment

National Outlook for Outpatient ServicesMarketing and PlanningLeadership Council

2012 2017

828K966K

HOPD2 Volume Estimated Growth Rate, 2012-2017 3

-1%

7%

10%

14%

17%

21%

29%

60%Proton Beam Therapy

IMRT

Stereotactic Body Radiation Therapy

High Dose Brachytherapy

Stereotactic Radiosurgery

Low Dose Brachytherapy

Chemotherapy

Conventional Radiation Therapy

2012 Volume

HOPD Volume Mix

Demographic Cl inical Market

Driv

ers/

Bar

riers

Opening of new proton therapy centers drives increased volumes

Increasing payer scrutiny of utilization may limit some volumes

Hospital employment of medical oncologists driving chemo volumes to HOPD setting

Increased screening rates lead to increased detection of cancer

Image guidance enhancing appeal of IMRT

Growing base of research supporting efficacy of brachytherapy, radiation therapy driving volumes

477K

867K

64K

24K

44K

14K

211K

7K

5-Year Growth: +17%

ChemotherapyRadiation Therapy

Development of new chemo agents leads to expanded patient eligibility

Aging population increases overall number of cancer cases

Increasing incidence rate of kidney, liver, and skin cancers

Decreased prevalence of smoking

Decreased incidence rate of lung, colon, breast, and hematologic cancers Brachytherapy volumes shifting to ASCs

2012 Service Line Snap Shot

Volume

Market Volume: 1.7M

HOPD Volume: 828,400

Outmigration (5-year growth)

Market: 8.4%

HOPD: 16.6%

Profitability (Contribution Profit Per Case) 1

Oncology: $3,700

1 Hospital Outpatient Department.

1 Contribution profit based on Advisory Board Company national models; local and regional markets will vary. 2 Hospital Outpatient Department.

3 Based on volume at all sites of care.

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1%

41%

59%

Future Market Assessment

National Outlook for Inpatient ServicesMarketing and PlanningLeadership Council

2012 2017

1.2M 1.3M

Inpatient Volume Estimated Growth Rate, 2012-2017

-6%

-1%

0%

6%

7%

7%

7%

8%Hepatobiliary or Pancreatic Malignancy

Digestive Malignancy

Other Major Hematologic Diagnosis

Red Blood Cell Disorders

Coagulation Disorders

Respiratory Neoplasms

Lymphoma and Leukemia

Chemotherapy

2012 Volume

Volume Mix

Demographic Cl inical Market

Driv

ers/

Bar

riers Aging population increases overall number of

cancer cases

Increasing incidence rate of kidney, liver, and skin cancers

Improved blood cell growth factors eliminate the need for hospitalization

Treatment phase continues to push outpatient

Hematology (Medical)

184K

83K

103K

36K

350K

91K

74K

71K

Radiation Oncology

Oncology (Medical)

5-Year Growth: +2.3%

Decreased prevalence of smoking

Decreased incidence rate of lung, colon, breast, and hematologic cancers

Initiatives to avoid preventable admissions unlikely to target medical oncology

Stable reimbursement for medical and surgical oncology DRGs

2012 Service Line Snap Shot

Volume

Inpatient Total: 1.2M

Profitability (Contribution Profit Per Case) 1

Oncology: $4,654

Efficiency (ALOS) 2

Hematology (Medical): 4.2 days

Oncology (Medical) : 6.1 days

Radiation Oncology: 5.2 days

1 Contribution profit based on Advisory Board Company national models; local and regional markets will vary.2 Estimate for all payers.

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Chemotherapy Radiation

419

2709

453

3270

Chemotherapy Radiation

847

1818

916

2066

Chemotherapy Radiation

1483

370

1074

392

13

Future Market Assessment

Projected Outpatient Volumes for Hook Hospital, 2011-2016Chemotherapy and Radiation Therapy Visit Volumes by Tumor Site (in hundreds)

Implications of outpatient volume shift:

• Describe impacts here• E.g., Current capacity will not be able to meet the demand for chemotherapy in 2016, may need to consider additional staff

to meet potential time and resource constraints.

Chemotherapy Radiation

1,483

2,264

1,603

2,386Breast

Lung

Colorectal

Prostate

2011 2016

Page 14: 2012 THE ADVISORY BOARD COMPANY   Oncology Strategic Plan Template Marketing and Planning Leadership Council

Breast Lung Colorectal Prostate

3

191

714

173

87

Breast Lung Colorectal Prostate

18,707

10,110

2,994

9,654

18769

10143

3994

9686

14

Future Market Assessment

Projected Outpatient Volumes for Hook Hospital, 2011-2016Radiation Therapy Fractions by Modality and Tumor Site(in hundreds)

Implications of outpatient volume shift:

• Describe impacts here• E.g., Current capacity will not be able to meet the demand for chemotherapy in 2016, may need to consider additional staff

to meet potential time and resource constraints.

3DCRT

SBRT

IMRT

2011 2016

Breast Lung Colorectal Prostate

3,4787,736

694

15,566

4549

10127

918

20362

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Future Market Assessment

Projected Inpatient Volumes for Hook Hospital, 2011-2012Surgery, Medical Oncology, & Bone Marrow

Implications of inpatient volume shift:

• Describe impacts here

458

657

5.7

490

660

6.3

2011 2016

Five-Year Growth of Key Procedure Volumes

-8%

-1%

0%

6%

7%

8%

8%

8%Hepatobiliary or Pancreatic Malignancy

Digestive Malignancy

Other Major Hematologic Diagnosis

Coagulation Disorders

Red Blood Cell Disorders

Respiratory Neoplasms

Lymphoma and Leukemia

Chemotherapy

2012 Volume

154K

93K

131K

275K

43K

76K

81K

73K

Inpatient Volumes, 2011 and 2016(in thousands)

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Genera

l Med

icine

Cardiov

ascu

lar

Obstet

rics

Neona

tolog

y

Oncolo

gy

Genera

l Surg

ery

Orthop

edics

Neurol

ogy

Spine

Rehab

ilitati

on

32%

16%12% 11%

6% 6% 6% 4% 2% 1%

16

Future Market Assessment

Oncology’s Contribution to Hook Hospital Volumes and Profit

Radiol

ogy

E&M

Oncolo

gy

Cardiov

ascu

lar Lab PT

Misc

Orthop

edics

Psych

iatry

ENT

30%26%

12%8% 8%

2% 2% 2% 1% 1%

Radiol

ogy

Oncolo

gy

Cardiov

ascu

larE&M

Orthop

edics La

b

Genera

l Surg

ery ENT

Urolog

y

Neprol

ogy

31%

16%13% 11%

4% 4% 3% 3% 2% 2%

Hospital Volumes Hospital Contribution ProfitOutpatient Outpatient

Hospital Volumes Hospital Contribution Profit

Genera

l Med

icine

Cardiac

Genera

l Surg

ery

Oncolo

gy

Neona

tolog

y

Orthop

edics

Obstet

rics

Neurol

ogy

Rehab

ilitati

on

25%

19%15%

9%7% 7% 5%

3% 3%

Source: Innovations Center Futures DatabaseNote: Oncology defined as all patients with a primary diagnosis of cancer

Inpatient Inpatient

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Future Market Assessment

Market Forces Impacting Oncology Services, 2011-2016

Regulatory Changes• E.g., Changes in CoC requirements will slow

care process efficiency.• XXX• XXX

Competitors• 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.

• XXX

Physicians• E.g., Expected shortage of medical staff will

require long-term staff planning.• XXX

Employers• E.g., Will need to consider partnerships with

Lily Co. to capture volumes.• XXX

Payment Reform• E.g., Will need to research role of oncology

under ACO’s as leadership considers shifting business model

• XXX

Patients• E.g. ., The continued growth in disease

incidence will require expansion of facilities and specialists to meet patient need.

• XXX

Technology• E.g., Will need to consider cost-benefit of

new RT therapies.• XXX

Payers• E.g., Necessary to show how our program

reduces overall cost of care for cancer patients to remain provider of choice for payers under shift to value based care.

• XXX

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Future Market Assessment

Patients: Projected Growth in Disease Incidence

Implications of changes in disease incidence:

• Describe impacts here• E.g., The continued growth in disease incidence will require expansion of facilities and specialists to meet patient need.

Breast Lung Colorectal Prostate

9%

13%11%

15%18%

28%

24%

30%

5 and 10 Year Growth Rate Estimates

5 Year 10 Year

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Future Market Assessment

Patients: Geographic Distribution of Market by Region

Patient Origin by RegionZip 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

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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

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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 MixComparison of Hook Patient Distribution to Current Region and Future Region Distribution

Implications of shifting payer mix:

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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

Age restrictions for screenings

Implications of the shifts in payer strategy:• Describe impacts here• E.g., Necessary to show how our program reduces overall cost of care for cancer patients to remain provider of choice for

payers.

Key Hook Hospital Payers: X, Y, Z

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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 Oncology Service Line

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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 cancer patients.

Employer Number of Employees Anticipated Growth Comments

Lily Manufacturing Co. ~1000 ~1100 Self-insured; looking for partner for disease management program

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Future Market Assessment

Physicians: Anticipated Changes in Staffing and Leadership

Implications of physician employment trends:

2010 2015 2020

10422

11225

11906

Medical Oncologist Supply Forecast2010-20201

• 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

Total Oncologists

US Population in Millions

Physicians/ 100,000 People

3.63 3.69 3.79

1AAMC Center for Workforce Studies. “Forecasting the Supply of and Demand for Oncologists: A Report to the American Society of Clinical Oncology (ASCO). 2007.

Physicians Needed

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Future Market Assessment

Physicians: Anticipated Changes in Staffing and Leadership

Implications of physician employment trends:

2010 2020

3943

4022

Radiation Oncologist Supply Forecast2010-20201

• 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 335 M

Total Oncologists

US Population in Millions

Physicians/ 100,000 People

1.28 1.20

1AAMC Center for Workforce Studies. “Forecasting the Supply of and Demand for Oncologists: A Report to the American Society of Clinical Oncology (ASCO). 2007.

Physicians Needed

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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 Oncology 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.

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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. Advanced imaging and diagnosis; recently launched marketing campaign for CCTA

2. New outpatient cancer 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.

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Future Market Assessment

Technology: Overview of Oncology Technology

Implications of technological changes:• Describe how current technology capacity compares to the market and how this impacts the service line.

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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

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Future Market Assessment

Regulatory Impact

Regulation Impact

CMS physician supervision requirements for OP services

Clinical trials coverage

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Future Market Assessment

Sample Analysis: Commission on Cancer Accreditation Requirements

Requirement Impact

Navigation

Survivorship

Palliative Care

Distress Screening and Management

Increased Tumor Registry Reporting Requirements

CTR Certification Requirement for Registrars

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Future Market Assessment

Themes Emerging Across Future Market Assessment

Top 5 Market & Industry Changes Affecting Service Line

1

2

3

4

5

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Strategic Plan DesignCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

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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 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

35

Objective Initiative

Def

initi

on

Exam

ples

Sam

ple

Met

rics

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Strategic Plan Design

Institution Level Goals & Oncology Objectives Objective InitiativeGoal

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

Inst

itutio

n G

oals

Se

rvic

e Li

ne O

bjec

tives

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©2012 THE ADVISORY BOARD COMPANY • ADVISORY.COM 37

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 & Oncology 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: 24/7 Specialist Consult Line• Initiative #2: Mobile Screening Bus in Secondary Geographic Market

• 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

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Goal #X: Goal

Strategic Plan Design

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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

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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

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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

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Goal #X: Goal

Financial Summary

Initiative 1 2 3 4 5 6 7 8 Goal

Investment

Capital Investment

Facilities

Equipment

Information Technology

Subtotal

Operating Investment

Clinical Staff

Training / Development

Marketing and Communication

Administrative Costs

Subtotal

Initiative Investment

Investment Required for Initiatives to Goal

Objective InitiativeGoal

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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

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Goal #1: Grow Volumes

Strategic Plan Design

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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

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Goal #1: Grow Volume

Objective #1: E.g., Increase Market Share by X%

Initiative #1: Specialist Consult Hotline

A specialist consult hotline will operate during business hours to provide patients and potential new patients with phone consultations with trained specialists. Hotline operators will:

(1) Answer general questions about oncology-related services and health concerns.

(2) Direct potential patients to specialists and assist in appointment scheduling.

(3) Answer questions if a patient’s specialist is not reachable.(4) Direct callers to education resources for patients and family

members.

Initiative Progress Measures Targets

Outcomes Metrics

Public awareness of specialty services 30% 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 oncology department

Equipment: Phones, computers, office supplies

Information 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 InitiativeGoal

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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 InitiativeGoal

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Goal #1: Grow Volume

Financial Summary

Specialist Consult Line 2 3 4 5 6 7 8 Goal

Investment

Capital 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 InitiativeGoal

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Goal #1: Grow Volume

Implementation Timeline

Initiative YR 1 YR 2 YR 3 YR 4 YR 5

Specialist Consult Hotline

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

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Goal #2: Improve Patient Satisfaction

Strategic Plan Design

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Goal #2: Improve Patient Satisfaction

Objective #1: Improve Care Process

Current Target

15

6

Wait-Time to Consult(in days)

Current Target

3

1

Total Appointment Duration(in hours)

Objective InitiativeGoal

51

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

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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

Patient 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/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

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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

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Goal #2: Improve Patient Satisfaction

Financial Summary

Patient Flow Assessment 2 3 4 5 6 7 8 Goal

Investment

Capital Investment

Facilities 0

Equipment 0

Information Technology 0

Subtotal 0

Operating Investment

Clinical Staff 0

Training / Development 30,000

Marketing and Communication 15,000

Administrative Costs 30,000

Subtotal 75,000

Initiative Investment $75,000

Investment Required for Initiatives to Improve Patient Satisfaction

Objective InitiativeGoal

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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

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Strategic Plan SummaryCURRENT

PERFORMANCEANALYSIS

FUTURE MARKET ASSESSMENT

PLANDESIGN

PLANSUMMARY

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Plan Summary

Total Investment Required for Strategic Initiatives, 20XX-20XX

Grow Volume Patient Satisfaction Quality 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 :

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Plan Summary

Interdepartmental Support Required for Strategic Initiatives, 20XX-20XX

Marketing Women’s 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

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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

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Communication Plan: Key Messages and Communication TacticsPlan 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.

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Communication Plan: Strategies to Address Potential ConcernsPlan 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

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