Service Line Strategic Plan Template Develop a readytopresent

Service Line Strategic Plan Template Develop a ready-to-present, actionable strategic plan

How to use this template What is this Template designed to do? The Service Line Strategic Plan Template assists you in developing a ready-to-present plan that is goaloriented, actionable, measurable, and aligned with your organization’s priorities. Who should use it? Service line leaders and strategic planners should use this template. Throughout the template, we use “organization” to refer to either the hospital or the health system. When should I use it? We designed the template to be used as an active document across the life of the strategic plan. You should revisit your plan every three to six months and make necessary adjustments to reflect market changes. See the directions on slide 15 for more details. You can track progress on the plan using the scorecard provided and make modifications as needed. Templates for financial planning, implementation planning, and communication planning are in the appendix. How do I fill it out? The “notes” section of each slide describes the purpose of each slide and provides instructions for the specific tasks to complete. Where appropriate, a “Background Analysis” section summarizes the inputs you will need to have gathered or thought about in advance in order to complete the slide. We provide examples and directions throughout the template slides in italics. Replace these placeholders with your information and deitalicize the font for enhanced readability. After completing the template, remove the instructional slides, and delete/replace all placeholder and sample text that appears on the slides. You can add and remove slides to match the level of detail you need. 2 © 2020 Advisory Board • All rights reserved • advisory. com

Strategic Plan 20 XX Insert service line name Plan Owner: Name Contact information

Our core principles Our Mission Statement Insert your organization’s mission statement here. Our Vision Insert your organization’s vision statement here. 4 © 2020 Advisory Board • All rights reserved • advisory. com

Organization’s Name 20 XX strategic plan summary Market Identity Insert desired future market identity from organization-level strategic plan Organization goal: Drive outpatient growth Improve patient satisfaction Compete on affordability Lead market in innovation 5 © 2020 Advisory Board • All rights reserved • advisory. com [Insert program name interviews and

Organization Goal 1: Drive outpatient growth Potential service line goals Key challenges and opportunities Key challenges, opportunities, and goals for our service line 1 Long wait times for appointments 2 Challenge/Opportunity 3 Challenge/Opportunity Evidence: • Our times to first available and third available are 50% higher than our major competitor’s • • • 12% of callers requesting new appointments fail to schedule Improve timely access to appointments X Potential goal 10 © 2020 Advisory Board • All rights reserved • advisory. com

Service line goal prioritization Secondary Priority Highest Priority High Potential Goal Potential impact on organization goals Potential Goal Potential Goal Improve timely access to appointments Potential Goal Improve relationships with referring physicians Potential Goal Lowest Priority Low Feasibility High Secondary Priority 11 © 2020 Advisory Board • All rights reserved • advisory. com

Our service line goals Organization goals Drive outpatient growth Service line goals • Improve access to timely appointments Improve patient satisfaction • Service line goal Compete on affordability • Service line goal Lead market in innovation • Service line goal • Improve relationships with referring physicians 12 © 2020 Advisory Board • All rights reserved • advisory. com

Service line goal #1: Drive outpatient growth 14 © 2020 Advisory Board • All rights reserved • advisory. com

Initiatives Key challenges and opportunities Improve access to appointments 1 Low capacity for virtual visits 2 Challenge/Opportunity 3 Challenge/Opportunity Evidence: • Only 1 physician offers virtual visits, and only 1 day per week • • • Competitors launching virtual visits for existing patient appointments Grow virtual visit capacity X Initiative 16 © 2020 Advisory Board • All rights reserved • advisory. com

PRIORITY LEVEL HIGHEST Initiative #1: Grow virtual visit capacity Include a brief description of the initiative; example- Launch virtual visit platform to attract new consumers and grow physician panels by shifting select appointments online Expected cost: $10, 000 Resources needed: • Investment in telehealth platform Initiative owner: Anna Yakovenko Key internal IT, physicians, site admins, call center stakeholders: Possible market changes to watch for: Potential barriers: • Medicare reimbursement changes • Lack of physician buy-in • Competitor launching virtual visit platform • Integration with EMR platform • Select patient resistance • Ongoing provider training • Marketing campaign Timeline, process and outcomes metrics Q 1 2021: launch provider incentives Q 2 2021: establish workflow and scheduling protocols 20 XX Goal: 2022: targeted marketing campaign Ex. 10% growth in outpatient share Q 3 2021: 4% growth in outpatient share 17 © 2020 Advisory Board • All rights reserved • advisory. com

Our service line goals and initiatives Organization goal Service line goals and initiatives Drive outpatient growth Improve access to appointments Organization goal Service line goal • Initiative • Grow virtual visit capacity • Initiative 2 Strengthen relationship with referring physicians • Initiative 1 • Initiative 2 18 © 2020 Advisory Board • All rights reserved • advisory. com

Appendix Resources to support strategic plan development • Financial summary • Implementation timeline • Performance scorecard • Interdepartmental support required for initiatives • Communication plan Road map 19 © 2020 Advisory Board • All rights reserved • advisory. com

Financial summary Service line goal 1 Initiative 1 2 Service line goal 2 3 4 5 Goal Investment Service line goal 3 6 7 8 Facilities Equipment Information Technology Clinical Staff Training / Development Marketing and Communication Administrative Costs Initiative Investment 20 © 2020 Advisory Board • All rights reserved • advisory. com

Implementation timeline Initiative H 1 202 X H 2 202 X H 1 20 XX H 2 20 XX Initiative #1 Initiative #2 Initiative #3 Initiative #4 Initiative #5 Initiative #6 Initiative #7 Initiative #8 21 © 2020 Advisory Board • All rights reserved • advisory. com

Performance scorecard Service line goal Initiative Drive Outpatient Growth Grow Virtual Volumes by X% Capture Latent Demand for X Service Owner Dr. Pan, Admin, SL Mary Nguyen, Asst. Director, Marketing Status of initiative Value at plan launch (insert date) Current value (insert date) Target value (insert date) On Track Outpatient Market Share 70% 75% 90% Minor Setbacks Physicians Involved 10% 25% 40% Metric Major Setbacks Volume Referrals Physician Awareness 22 © 2020 Advisory Board • All rights reserved • advisory. com

Interdepartmental support required for initiatives Marketing Women’s Goal #3 Department #4 Department #5 • XXX • XXX • E. g. , Collaborate • XXX around breast screening and patient pathway to oncology services. 23 © 2020 Advisory Board • All rights reserved • advisory. com

Develop a communication plan Communication Goals: Tier One • Gain buy-in for goal • Enlist in issue resolution, barrier removal • Senior leaders • Key decision makers • Update on risks, issues, and outcome metrics Tier Two • Team members and project contributors directly involved in implementation • Onboard and engage in implementation and monitoring Tier Three • Colleagues who will be impacted by goals Awareness and Knowledge Building Implementation Tier One • Strategic plan • Plan summary • Context and justification for goals • N/A • Ongoing updates • Outcome metrics Tier Two • Strategic plan • Business development plan • Manager toolkit • Ongoing updates • Feedback mechanism Tier Three • Strategic plan summary • N/A • Wins • Success stories • Outcome metrics • Guidance on adoption • Engage in feedback and improvement efforts • Publicly acknowledge • Strat planning team • Tangential stakeholders Types of Messages to Share: • Inform about initiatives, expected impacts Motivating and Monitoring Building a New Norm • Provide guidance, training on any new processes or standards • Share wins 24 © 2020 Advisory Board • All rights reserved • advisory. com

Communication plan: tier X stakeholders Type of message Communication Contextdriven Strategic plan summary • Introduce plan, the plan’s brand, and high-level tactics X Strategic plan • Provide summary information about tactics, targets, and challenges • Identify persons accountable X Quick snapshot justifying our goals • Gain buy-in for our goals based on patient-centric impact High level summary of expected challenges • Identify anticipated challenges early to begin barrier removal and support issue resolution for implementation teams Datadriven Storydriven X X X Communication tactics Timing Strategic plan summary shared in memo with CEO video recording Week one Strategic plan shared via email Week two Video Week two Weekly email update Week three 25 © 2020 Advisory Board • All rights reserved • advisory. com

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