ß Individual service line planning ß Integrated enterprise planning ß Long term strategic plan ß Annual business planning cycle ß Relative strategic importance ß Resource & capital allocations ß Reimbursement; payor mix ß Leadership, skills, processes ß Innovations and game changers ß Role of diagnostic imaging
Figure 1 • Business Plan Overview (ALOS = average length of stay)
• When will it be done (what is the
week to week project plan to accomplish everything)?
• Where do things currently stand,
where do they need to be, and does
anything need to change?
• Who are the staff involved and what
skillsets are needed to accomplish the
Look at the business plan from four perspectives, as seen in Figure 1, to begin
answering the “what” and “why” questions. In order to develop the foundation
for a business plan, it needs to be known
what will be done and why it will be executed in a particular way. The diagnostic imaging department has a pivotal role
within the hospital and its pillar services.
Understanding this role and also understanding the population served helps to
further define and justify the “what” and
“why” of the plan.
The business plan needs to be much
more a living document than ever be-
fore. Figure 2 shows a useful process
to implement throughout the year to
keep in touch with the goals that were
set in the business plan. Of course, this
process does assume that the fiscal year
ends on December 31 and that monthly
financial reports showing actual perfor-
mance compared to the business plan are
Demographics and Population
Look at the served market. When was
the last time that demographics were assessed by zip code and disease prevalence
was modeled? From this data, market
capacity data can be derived, which is
The planning cycle should begin during the third quarter—as
soon as there are actual results for the first six months.