Organizational Structure/Administration | • Create mission statement | • Build relationships with key advisors | • Set up systems to expand and new service lines | • Add administrative capability to support | • Maintain strong active board larger patient base |
| • Make commitment to become a pain center | • Educate advisors on chronic pain and total quality management as it applies to pain | • Revisit mission statement | | • Build structure to allow rapid growth |
| • Educate key relationships about pain management | | • Establish and educate board | • Expand relations withboard | • Revisit mission statement |
Physical Facilities | • Facility shared with other services | • Space dedicated to chronic pain services | • Offer inpatient and outpatient facilities | • Maintain central treatment facility | • Expand services in satellite locations |
| | | • Offer transportation to pain center from other system locations | • Establish basic services in satellite locations | • Facility reflects regional reputation |
| | | • Design work areas that encourage interaction | | |
Medical Treatment Continuum | • Limited pain treatment offered | • Commit to full treatment continuum | • Offer full range of medical treatments | • Able to treat all types of pain problems | • Offer full treatment continuum |
| • Broaden knowledge of chronic pain management | • Establish basic treatment protocols | • Expand and refine treatment protocols | • Develop critical pathways | • Refine critical pathways |
| • Build physician network to ensure full diagnosis | • Execute contracts with external providers | • Analyze processes for better outcomes | • Develop protocols for different venues of care | • Continuous refinement of treatments for enhanced outcomes |
| • Begin collection of outcomes data | • Expand patient education | • Test patient education | • Improve treatment processes | • Integrated patient education |
| • Offer patient education | | | • Institute follow-up care | |
Service Lines | • Basic chronic pain treatment offered | • Identify basic service lines | • Design multidisciplinary service lines | • Discover opportunities for new service lines | • Create service line and extensions for niche markets |
| • Broaden professional expertise | • Support service lines with documentation systems | • Offer 24-hour service for payers and patients | • Customize service lines | • Create seamless delivery of health care for chronic pain |
| • Essential feedback loops in place | | • Strengthen infrastructure | | • Essential customer feedback loops in place |
| | | • Ensure consistency of care | | |
Practice Infrastructure | • Establish regular team communication | • Regular
team meetings | • Team focused on patient assessment | • Activities
to promote cohesive team | • Conduct ongoing team building |
| • Keep
team focused and motivated | • Team
building | • Regularly
scheduled team-building activities | • Continuous training for cohesive team | |
| | • Activities begin | • Cross training is begun | | |
Trained
Interdisciplinary Team | • Identify members of the core team | • Add
to core team as required | • Team dedicated solely to pain management | • Full
team in place | • Maintain strong team communication |
Key Patient Groups | • Identify
patient customer groups | • Expand efforts to attract customers | • Expand marketing efforts | • Attract patients from wider service radius | • Develop
the ability to customize all aspects of patient care |
| • Measure
patient satisfaction | • Expand patient satisfaction surveys | • Communicate with patients regularly | • Work toward exceeding customer expectations | • Gather continuous customer feedback |
| | • Begin
patient-orientated market research | • Establish clinic-wide customer service policies | • Continue
community education efforts | • Increase COE visibility |
| | • Begin community education efforts | • Begin
community education | | • Broaden reputation |
Information/Outcomes Management | • Establish basic
record-keeping systems | • Expand patient treatment outcome parameters | • Develop
and track outcome studies | • Team proactively improves processes | • Team committed
to strive for perfection |
| • Develop basic patient treatment outcome parameters | • Measure and report patient satisfaction | • Create databse | • Streamline information exchange | • Management removes barriers for team improvement |
| | • Educate team on continuous quality improvement | • Implement continuous improvement cycles | • Work
across department boundaries | • Quality,
not quantity, is measure of success |
| | | • Establish nonthreatening management systems | | |
Fiscal Management/Business Planning | • Create business plan | • Develop individual and team goals/action plans | • Conduct
feasibility studies for new ventures | • Create tactical plans | • Team empowered to change workplace |
| • Conduct informal market research | • Conduct market research for business planning | • Create dedicated financial reports | • Conduct S.W.O.T. analysis | • Apply CQI to management systems |
| • Establish financial reporting systems | • Develop a budget | • Negotiate
managed care contracts | • Maintain
managed care links and contracts | • Management serves as advisors and facilitators |