|
The business plan for a PPAC provides or describes the following
items: |
|
I. An Executive Summary |
|
A one-paragraph summary of the PPAC program |
|
II. Description of the PPAC |
|
The objective or mission of the PPAC (see Fig.
25-20
) |
|
The names of the proposed PPAC medical director, department chair |
|
The location within the hospital designated for the PPAC (define
an area, even if currently occupied) |
|
The development stage (is there an existing preoperative program?) |
|
The services of the PPAC (see operational goals, Table
25-23
) |
|
Anesthesiology specialty information (i.e., anesthesiologists
are the experts in operating room medicine and preoperative evaluation) |
|
III. Analysis of General Factors Affecting
Viability of the PPAC |
|
Volume and medical condition of preoperative patients (present
a graph for past years) |
|
Anticipated growth trends |
|
Vulnerability to economic factors (e.g., fee-for-service is decreasing,
managed care is increasing, hospitals need to decrease costs) |
|
Technological factors (e.g., anesthesia and surgical procedures
are becoming increasingly more complex) |
|
Regulatory issues (the PPAC conforms to all local, state, and
federal policies) |
|
Financial considerations |
|
IV. Definition of Target Markets |
|
All outpatient and same-day admissions (i.e., increased smooth
flow of the healthy patient through the health care system and educational processes,
often starting in the surgical office) |
|
The medically complex patient undergoing anesthesia and surgery |
|
V. Discussion of Factors Relating to Competition |
|
The competitive position of the PPAC (the anesthesiologist is
the operating room and preoperative medicine expert) |
|
Barriers to entry (primary care physicians/consultants believe
they have sufficient specialty knowledge to clear patients for anesthesia and surgery) |
|
Future competition |
|
VI. Description of Effective Marketing Strategies |
|
Increased visibility, which increases viability of the PPAC |
|
Use of hospital/health system news media to explain who anesthesiologists
are and what they do |
|
Formation of strategic partnerships with the departments of nursing,
surgery, and gynecology, and with the hospital/health system administration |
|
Informal assurance that cases will be facilitated by anesthesia
if seen in the PPAC |
|
Presentations at surgical, medical, gynecologic, pediatric, and
administrative grand rounds and conferences |
|
VII. Description of Operational Aspects of
the PPAC |
|
Facilities (e.g., examination rooms, phlebotomy/ECG room) |
|
Equipment and supplies |
|
Variable labor requirements (e.g., nurse practitioner, anesthesiologist) |
|
Daily anticipated operations and flow |
|
Quality assurance and utilization review (see Table
25-24
) |
|
Management information systems |
|
VIII. Description of Management and Organization
of the PPAC |
|
The clinical and administrative director |
|
Inclusion of the department of nursing and of the hospital administration |
|
Organization management (presented in a flow chart) |
|
IX. Description of the Developmental Goals
of the PPAC |
|
Short-term goals (changes in clinical practice) |
|
Long-term goals (e.g., renovation of facilities) |
|
A time line (demonstrates a developmental plan) |
|
The growth strategy (projection of 6-month, 1-year, and 5-year
goals) |
|
Evaluation of risk (as long as patients have surgical needs,
risk is minimal) |
|
X. Discussion of Financial Matters |
|
Income statement (consider a facility fee, anesthesia medical
consultation charge, projected hospital/health system cost savings, and market share
enrichment) |
|
Variable expenditures (i.e., PPAC personnel and resources: 90%
of expenditures, facility housekeeping and supplies) |
|
Balance sheet |
Figure 25-23
The anesthesia preoperative evaluation clinic is a constructive
partnership working toward the achievement of common goals. The sharing of resources
and budgetary costs is apportioned.
